Towards a methodology for identifying path dependence in the evolution of human resources practices

[EN] The path dependence approach seems to be well suited for analyzing certain decisions in human resources management. Within this paper, we will try to establish a framework for the application of an evolution model in human resources practices by using cladistics.This project has received funding from Universidad Politecnica de Valencia, by the Project “arquitectura de las practicas de alto rendimiento de gestión de operaciones y gestión de recursos humanos: definición de los constructos, modelo factorial y establecimiento del path dependence” (PAID-06-09-2850).Perelló Marín, MR. (2010). Towards a methodology for identifying path dependence in the evolution of human resources practices. Working Papers on Operations Management. 1(1):56-58. doi:10.4995/wpom.v1i1.796SWORD565811Adamides, E. D., & Pomonis, N. (2009). The co-evolution of product, production and supply chain decisions, and the emergence of manufacturing strategy. International Journal of Production Economics, 121(2), 301-312. doi:10.1016/j.ijpe.2006.11.025AlGeddawy, T., & ElMaraghy, H. (2010). Co-evolution hypotheses and model for manufacturing planning. CIRP Annals, 59(1), 445-448. doi:10.1016/j.cirp.2010.03.032Baldwin, J. S., Allen, P. M., Winder, B., & Ridgway, K. (2005). Modelling manufacturing evolution: thoughts on sustainable industrial development. Journal of Cleaner Production, 13(9), 887-902. doi:10.1016/j.jclepro.2004.04.009ElMaraghy, H., AlGeddawy, T., & Azab, A. (2008). Modelling evolution in manufacturing: A biological analogy. CIRP Annals, 57(1), 467-472. doi:10.1016/j.cirp.2008.03.136Galan, J. I., & Sanchez-Bueno, M. J. (2009). Strategy and Structure in Context: Universalism versus Institutional Effects. Organization Studies, 30(6), 609-627. doi:10.1177/0170840609104802Lee, B.-H., & Jo, H.-J. (2007). The mutation of the Toyota Production System: adapting the TPS at Hyundai Motor Company. International Journal of Production Research, 45(16), 3665-3679. doi:10.1080/00207540701223493Leseure, M. J. (2002). Cladistics as historiography: part I – introduction to cladistics. Management Decision, 40(5), 486-496. doi:10.1108/002251740210430470Levy, D. (2007). Chaos theory and strategy: Theory, application, and managerial implications. Strategic Management Journal, 15(S2), 167-178. doi:10.1002/smj.4250151011McCarthy, I., Ridgway, K., Leseure, M., & Fieller, N. (2000). Organisational diversity, evolution and cladistic classifications. Omega, 28(1), 77-95. doi:10.1016/s0305-0483(99)00030-4Puffert, D. (2008). Path Dependence, en R. Whaples (dir), EH.Net Encyclopedia.Schroeder, R. G., Bates, K. A., & Junttila, M. A. (2002). A resource-based view of manufacturing strategy and the relationship to manufacturing performance. Strategic Management Journal, 23(2), 105-117. doi:10.1002/smj.213Tsinopoulos, C., & McCarthy, I. . (2000). Achieving agility using cladistics: an evolutionary analysis. Journal of Materials Processing Technology, 107(1-3), 338-346. doi:10.1016/s0924-0136(00)00675-0Tzafrir, S. S. (2006). A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time. Journal of Managerial Psychology, 21(2), 109-130. doi:10.1108/02683940610650730Van Driel, H., & Dolfsma, W. (2009). Path dependence, initial conditions, and routines in organizations. Journal of Organizational Change Management, 22(1), 49-72. doi:10.1108/0953481091093390

Study of evolution in human resources management programs in organizations. Application of "Path Dependence" and "Cladistics"

Tesis por compendio[EN] This doctoral thesis analyses human resources management evolution in organizations. That is, changes introduced throughout people management. The key objective is to analyze how organizations evolve and change over time by means of human capital. Recent years have demonstrated that levels of adjustment and change required by organizations in order to adapt to a changing environment, are increasingly high. One of the main drivers behind this organizational change, is the introduction of new programs and tools that help organizations to improve their business performance. This work is focused on the identification and analysis of such programs in the field of human resources management. In particular: what sort of HRM practices are implemented, in what sort of organization, at which point in time, and finally, in which order. Although there are numerous studies to date analyzing HRM practices, none of them introduce methodologies that consider order or time factor within the management process of HR. This is the reason why 'path dependence' and 'cladistics' approaches are introduced in this doctoral thesis. 'Path dependence' approach shows how certain management decision taken at a certain point of time, influence future decisions. This makes it all the more essential to press ahead with analysis of where we come from and which path we have followed before being designed the future strategy of the organization. According to this approach, throughout this doctoral thesis, cladistics is used as methodology for analyzing organizations from a different perspective of people management compared to the habitual viewpoints. Cladistics is a methodology that can be used in the decision-making process; moreover, it allows identifying the expected result of implementing certain bundles of HRM practices, taking also into account HRM practices already implemented. It considers therefore, also prior organization history. This methodology, for the analysis and classification, has been commonly used in the field of biology for many years. Throughout this doctoral thesis, the transference of this methodology to HRM is shown. Biologist use Cladistics in order to build evolutionary maps termed as cladograms. Cladograms are graphic representations of animal species evolution. This methodology has already been used in fields other than biology, such as linguistics or astronomy among others. In management, it has not yet been developed sufficiently; in particular, the most relevant examples in this field are in operations management area. The purpose of this work is to extrapolate the basics of Cladistics to HRM field. In doing so, HRM practices have been analyzed, such as personnel selection, rewards systems, appraisal systems, training, etc¿ The bundle of HRM practices that certain organization has been implemented at certain point of time will determine what kind of organization is. Thus, a evolutionary map is built. It can be use as a benchmarking tool in order to analyze what sort of HRM practices has been implemented by competitors, haw far they have gone, and in what sort of organization have become. In this work, a simple example of evolution in time of Spanish manufacturing companies is shown. The organization growth in size (number of employees) has been considered as evolutionary factor. This is due to the fact that, as number of employees increase, HRM programs have to be different. Furthermore, a preliminary application of Cladistics is offered in hospitality sector.[ES] La presente tesis estudia la evolución del sistema de gestión de recursos humanos en las organizaciones. Es decir, cambios introducidos a través de la gestión de personas. El objetivo principal de la tesis es analizar cómo las empresas van evolucionando y cambiando en el tiempo a través del capital humano. En los últimos años se ha demostrado que los niveles de adaptación y cambio que requieren las organizaciones para adaptarse a su entorno cambiante, son cada vez más elevados. Uno de los motores que facilitan este cambio organizacional, es la introducción de nuevos programas de gestión y herramientas que ayuden a las organizaciones a mejorar sus resultados empresariales. Este trabajo se centra en la identificación y análisis de estos programas en el ámbito de la gestión de RRHH. En particular: qué prácticas de RRHH se implementan, en qué tipo de empresas, en qué momento y, por último, en qué orden. Aunque ya existen numerosos estudios que analizan las prácticas de RRHH, hasta el momento, no existen herramientas que introduzcan el factor orden o tiempo en este proceso gestión de RRHH. Ésta es la causa por en esta tesis se utilizan los enfoques de 'path dependence' y 'cladistics'. El concepto de 'Path dependence', muestra cómo las decisiones de gestión que son tomadas en un momento determinado, influyen en las decisiones futuras. Este hecho hace que, antes de diseñar la estrategia a seguir en el futuro, se haya de analizar de dónde venimos y que camino se ha seguido para llegar hasta aquí. Bajo este enfoque, a lo largo de esta tesis, se utiliza la cladística como metodología de análisis de las organizaciones desde una perspectiva de gestión de personas diferente a las habituales en este ámbito. La Cladistica es una metodología que puede ser empleada como herramienta de toma de decisiones, y que permite identificar qué resultado se obtendría tras implantar un conjunto determinado de prácticas de gestión de RRHH, en función de las que ya se han implantado previamente (y por tanto de la historia previa de la organización). Esta metodología de análisis y clasificación ha sido comúnmente empleada en el ámbito de la biología y a lo largo de la presente tesis, se muestra cómo puede transferirse a la gestión de RRHH. Los biólogos, emplean la Cladística para la construcción de mapas evolutivos denominados cladogramas. Éstos son representaciones gráficas de la evolución de las especies animales. Si bien esta metodología se ha empleado ya en otros ámbitos diferentes a la biología, tales como la lingüística o la astronomía entre otros; en el área de management se ha desarrollado poco aún estando enmarcados los ejemplos más relevantes en el área de la gestión de operaciones. En este trabajo se extrapolan los conceptos básicos de la Cladistica al área de la gestión de recursos humanos. Para ello se estudian las prácticas de recursos humanos, tales como la selección de personal, sistemas de retribución, sistemas de evaluación, formación, etc¿ El tipo de prácticas de RRHH que ha seguido una determinada organización a lo largo del tiempo, es lo que determinará a qué tipo de organización pertenecen. Así, se construye un mapa evolutivo que puede emplearse como herramienta de benchmarking para ver qué practicas han implementado otros, dónde han llegado con ello y en qué tipo de organización se han convertido. En esta tesis se muestra un ejemplo sencillo de evolución en el tiempo de empresas en el sector manufacturero español, considerando como factor evolutivo el crecimiento en tamaño de organización (número de empleados). Entendiendo que, a medida que se incrementa el número de empleados, los programas de gestión de personas han de ser diferentes. Así mismo, se presenta una aplicación preliminar de la Cladistica al sector hospitality.[CA] Aquesta tesi estudia l'evolució del sistema de gestió de recursos humans a les organitzacions. És a dir, els canvis realitzats a través de la gestió de persones. L'objectiu principal de la tesi és analitzar com les empreses estan evolucionant i canviant en el temps a través de la capital humà. En els darrers anys s'ha demostrat que els nivells d'adaptació i canvi que requereixen les organitzacions a adaptar-se al seu entorn canviant, són cada cop més elevats. Un dels motors que facilita aquest canvi organitzacional és la introducció de nous programes de gestió i ferramentes que ajuden les organitzacions a millorar els seus resultats de negoci. Aquest treball es centra en la identificació i anàlisi d'aquests programes en l'àmbit de gestió de recursos humans. En particular: quines pràctiques RRHH estan implementades, a quin tipus d'empreses, quan i, finalment, en quin ordre. Encara que hi ha nombrosos estudis que analitzen les pràctiques RRHH, fins ara, no hi ha cap ferramenta que introdueixen el factor ordre o temps en aquest procés de gestió de recursos humans. Aquesta és la raó per la cual s'utilitzen en aquesta tesi els enfocaments de "dependència del camí' i 'cladística'. El concepte de "Path dependence", mostra com les decisions de gestió que es prenen en un moment donat, influencien les decisions futures. Això significa que, abans de dissenyar l'estratègia a seguir en el futur, cal analitzar d'on venim així com el camí que s'ha seguit per arribar fins ací. Davall este enfocament, al llarg d'esta tesi, s'utilitza la cladística com a metodologia d'anàlisi de les organitzacions des d'una perspectiva de gestió de persones diferent de les habituals en este àmbit. La Cladistica és una metodologia que pot ser empleada com a ferramenta de presa de decisions, i que permet identificar què resultat s'obtindria després d'implantar un conjunt determinat de pràctiques de gestió de RRHH, en funció de què ja s'han implantat prèviament (i per tant de la història prèvia de l'organització). Esta metodologia d'anàlisi i classificació ha sigut comunament empleada en l'àmbit de la biologia i al llarg de la present tesi, es mostra com pot transferir-se a la gestió de RRHH. Els biòlegs, usen la Cladística per a la construcció de mapes evolutius denominats cladogramas. Aquests són representacions gràfiques de l'evolució d'spècies animals. Si bé esta metodologia s'ha utilitzat ja en altres àmbits diferents de la biologia, com ara la lingüística o l'astronomia entre altres; en l'àrea de management s'ha desenvolupat poc encara, estant emmarcats els exemples més rellevants en l'àrea de la gestió d'operacions. En aquest treball s'extrapolen els conceptes bàsics de la Cladistica a l'àrea de la gestió de recursos humans. Per a això s'estudien les pràctiques de recursos humans, com ara la selecció de personal, sistemes de retribució, sistemes d'avaluació, formació, etc... Les pràctiques de recursos humans que ha seguit una organització particular al llarg del temps, és el que determinarà a quin tipus d'organització pertanyen. Així, es construïx un mapa evolutiu que es pot utilitzar com a ferramenta de benchmarking per a veure què practiques ha implementat la competnecia, a on han arribat amb això, i en quin tipus d'organització s'han convertit. A aquesta tesi es mostra un exemple senzill d'evolució en el temps d'empreses en el sector manufacturer espanyol, considerant com a factor evolutiu el creixement en grandària de l'organització (nombre d'empleats) . Entenent que, a mesura que s'incrementa el nombre d'empleats, els programes de gestió de persones han de ser diferents. Així mateix, es presenta una aplicació preliminar de la Cladistica al sector hospitality.Perelló Marín, MR. (2015). Study of evolution in human resources management programs in organizations. Application of "Path Dependence" and "Cladistics" [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/54110TESISCompendi

Sustainable entrepreneurship in education through Science Maps

[EN] The promotion of innovation and entrepreneurship is part of the major national and global goals since Agenda 2030 in 193 countries. Additionally, with global warming and the pandemic caused by covid-19, these goals became strategies for global reactivation, prioritizing the environment, social and economic aspects to create resilient and conscious organizations. Educational institutions, for their part, must assume the role of articulating in a multidisciplinary way the requirements of society through their knowledge to achieve generational changes giving solutions to existing problems. This article's main objective is to show the different research fronts related to sustainable entrepreneurship in education and their relationships before and after the pandemic to identify the different areas in which research is being conducted, their interconnections, and their evolution. For this purpose, a bibliometric analysis was carried out through science maps, covering three timeframes: (2006–2014), no relevant data before 2004, (2015-2019) Agenda 2030 was signed, (2020-today)  Covid-19 pandemic. The results show profound changes in traditional trends, as well as the emergence of emerging trends.Vasquez Peñafiel, MS.; Perelló Marín, MR. (2022). Sustainable entrepreneurship in education through Science Maps. En Proceedings 3rd International Conference. Business Meets Technology. Editorial Universitat Politècnica de València. 97-110. https://doi.org/10.4995/BMT2021.2021.136689711

The role of Artificial Intelligence in transforming HRM functions. A literature review

[EN] Artificial intelligence (AI) has revolutionized the way employees and managers work. This paper studies how AI is transforming Human Resource Management (HRM) functions: Staffing, Learning & Development and, Motivation. Using recent advances in science mapping, this article analyses 30 journals and proceedings using three main keywords: “Artificial intelligence”; “Human Resource Management”; and “Transformation”. All the consulted papers have been published in Scopus databases between 1998 to 2021 in order to explore and understand topic content and intellectual structure of how AI is transforming HRM functions. The results reveal a gap in literature to build a complete framework for the transforming role of AI in HRM functions. Particularly, Strategic HR Planning, Job Design and Compensation. This study gives insights and foundations for researchers to expand their study on the role of AI in HRM.Tuffaha, M.; Perelló Marín, MR.; Suárez Ruz, ME. (2022). The role of Artificial Intelligence in transforming HRM functions. A literature review. En Proceedings 3rd International Conference. Business Meets Technology. Editorial Universitat Politècnica de València. 195-200. https://doi.org/10.4995/BMT2021.2021.1369619520

Gender Equality in IBEX 35

[EN] Gender equality is a debate that is becoming more and more integrated into everyday life, both politically, economically and socially. This paper analyses the situation of gender equality in 10 Spanish listed companies in IBEX 35, the Spanish stock market index par excellence. Specifically, 10 companies from different sectors were chosen in order to find out, firstly, whether there are differences in behaviour between industries within their organisations in this area. Secondly, various common indicators are proposed to be sought in the non-financial reports of the companies, in order to subsequently compare the transparency of data and the way in which they are communicated offered by each of the selected corporations.Fontoba Jordá, M.; Herrero Blasco, A.; Perelló Marín, MR. (2022). Gender Equality in IBEX 35. En Proceedings 3rd International Conference. Business Meets Technology. Editorial Universitat Politècnica de València. 111-118. https://doi.org/10.4995/BMT2021.2021.1369911111

Spanish innovation strategic plan. Analysis of its instruments, impact and results

[EN] The purpose of this piece of research is to analize public instruments implemented to promote innovation in Spain and the results that were obtained among Spanish innovative companies. Along this paper, the National Innovation Strategy for Science, Technology and Innovation 2013-2020, and its impact, prior to the implementation of the next plan that will cover the period 2021-2027, have been analysed. This piece of research sheds light on the main weaknesses identified in the National Innovation Strategy for Science, Technology and Innovation 2021-2027, and particularly how and where it fails in boosting innovation in Spain. The main conclusions are useful for all involved parts, politicians as part of the public sector (Government), industry and academia as fundamental pillar of the Spanish innovation system.Catalá-Pérez, D.; Carrascosa López, CE.; Perelló Marín, MR. (2022). Spanish innovation strategic plan. Analysis of its instruments, impact and results. En Proceedings 3rd International Conference. Business Meets Technology. Editorial Universitat Politècnica de València. 3-15. https://doi.org/10.4995/BMT2021.2021.1373031

e-HRM in a Cloud Environment Implementation and its Adoption: A Literature Review

[EN] As the digitization of HR processes in companies continues to increase, at the same time, the underlying technical basis is also developing at a rapid pace. Electronic human resources (e-HRM) solutions are used to map a variety of HR processes. However, the introduction of such systems has various consequences, which are not only technical but also imply organizational and functional changes within the organization. Additionally, the cloud environment contributes to enhancing e-HRM capabilities and introduces new factors in its adoption. A systematic review of the available literature on the different dimensions of electronic resources management was conducted to assess the current state of research in this field. This review includes topics such as the evolution of e-HRM, its practical application, use of technology, implementation as well as HR analytics. By identifying and reviewing articles under e-HRM, IT technology, and HR journals, it was possible to identify relevant controversial themes and gaps as well as limitations.Ziebell, R.; Albors Garrigós, J.; Schoeneberg, KP.; Perelló Marín, MR. (2019). e-HRM in a Cloud Environment Implementation and its Adoption: A Literature Review. International Journal of Human Capital and Information Technology Professionals. 10(4):16-40. https://doi.org/10.4018/IJHCITP.2019100102S1640104Acito, F., & Khatri, V. (2014). Business analytics: Why now and what next? Business Horizons, 57(5), 565-570. doi:10.1016/j.bushor.2014.06.001Alam, M. G. R., Masum, A. K. M., Beh, L.-S., & Hong, C. S. (2016). Critical Factors Influencing Decision to Adopt Human Resource Information System (HRIS) in Hospitals. PLOS ONE, 11(8), e0160366. doi:10.1371/journal.pone.0160366Alamelu, R., Amudha, R., Nalini, R., Aishwarya, V., & Aarthi, A. (2016). Techno-Management Perspective of HRIS- An Urban Study. Indian Journal of Science and Technology, 9(27). doi:10.17485/ijst/2016/v9i27/976142010 Annual Report of the American Psychological Association. (2011). American Psychologist, 66(5, Suppl), S1-S52. doi:10.1037/a0024196Angrave, D., Charlwood, A., Kirkpatrick, I., Lawrence, M., & Stuart, M. (2016). HR and analytics: why HR is set to fail the big data challenge. Human Resource Management Journal, 26(1), 1-11. doi:10.1111/1748-8583.12090B. Holm, A. (2014). Institutional context and e-recruitment practices of Danish organizations. Employee Relations, 36(4), 432-455. doi:10.1108/er-07-2013-0088Bassi, L., & McMurrer, D. (2016). Four Lessons Learned in How to Use Human Resource Analytics to Improve the Effectiveness of Leadership Development. Journal of Leadership Studies, 10(2), 39-43. doi:10.1002/jls.21471Beckers, A. M., & Bsat, M. Z. (2002). A Dss Classification Model for Research in Human Resource Information Systems. Information Systems Management, 19(3), 1-10. doi:10.1201/1078/43201.19.3.20020601/37169.6Panos, S., & Bellou, V. (2016). Maximizing e-HRM outcomes: a moderated mediation path. Management Decision, 54(5), 1088-1109. doi:10.1108/md-07-2015-0269Bhargava, N. (2012) Technological advancements and its influence on the transformation of HRIS. In International Conference on Managing Human Resources at the Workplace.Bohlouli, M., Mittas, N., Kakarontzas, G., Theodosiou, T., Angelis, L., & Fathi, M. (2017). Competence assessment as an expert system for human resource management: A mathematical approach. Expert Systems with Applications, 70, 83-102. doi:10.1016/j.eswa.2016.10.046Bondarouk, T. (2011). Chapter 1 Theoretical Approaches to e-HRM Implementations. Advanced Series in Management, 1-20. doi:10.1108/s1877-6361(2011)0000008005Bondarouk, T., Harms, R., & Lepak, D. (2015). Does e-HRM lead to better HRM service? The International Journal of Human Resource Management, 28(9), 1332-1362. doi:10.1080/09585192.2015.1118139Bondarouk, T., Parry, E., & Furtmueller, E. (2016). Electronic HRM: four decades of research on adoption and consequences. The International Journal of Human Resource Management, 28(1), 98-131. doi:10.1080/09585192.2016.1245672Bondarouk, T., Ruël, H., & van der Heijden, B. (2009). e-HRM effectiveness in a public sector organization: a multi-stakeholder perspective. The International Journal of Human Resource Management, 20(3), 578-590. doi:10.1080/09585190802707359Bondarouk, T., Schilling, D., & Ruël, H. (2016). eHRM adoption in emerging economies: The case of subsidiaries of multinational corporations in Indonesia. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 33(2), 124-137. doi:10.1002/cjas.1376Bondarouk, T. V., & Ruël, H. J. M. (2009). Electronic Human Resource Management: challenges in the digital era. The International Journal of Human Resource Management, 20(3), 505-514. doi:10.1080/09585190802707235Bondarouk, T., & Ruël, H. (2013). The strategic value of e-HRM: results from an exploratory study in a governmental organization. The International Journal of Human Resource Management, 24(2), 391-414. doi:10.1080/09585192.2012.675142Sels, L., De Winne, S., Delmotte, J., Maes, J., Faems, D., & Forrier, A. (2006). Linking HRM and Small Business Performance: An Examination of the Impact of HRM Intensity on the Productivity and Financial Performance of Small Businesses. Small Business Economics, 26(1), 83-101. doi:10.1007/s11187-004-6488-6Neary, D. B. (2002). Creating a company-wide, on-line, performance management system: A case study at TRW Inc. Human Resource Management, 41(4), 491-498. doi:10.1002/hrm.10056Chakraborty, A. R., & Mansor, N. N. A. (2013). Adoption of Human Resource Information System: A Theoretical Analysis. Procedia - Social and Behavioral Sciences, 75, 473-478. doi:10.1016/j.sbspro.2013.04.051Chapman, D. S., & Webster, J. (2003). The Use of Technologies in the Recruiting, Screening, and Selection Processes for Job Candidates. International Journal of Selection and Assessment, 11(2-3), 113-120. doi:10.1111/1468-2389.00234Chen, D., & Zhao, H. (2012). Data Security and Privacy Protection Issues in Cloud Computing. 2012 International Conference on Computer Science and Electronics Engineering. doi:10.1109/iccsee.2012.193Chen, W. (2014). An Architecture for Human Resource Information Management Using Cloud Computing. International Journal of Grid and Distributed Computing, 7(5), 181-190. doi:10.14257/ijgdc.2014.7.5.17Iles, P., Chuai, X., & Preece, D. (2010). Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers. Journal of World Business, 45(2), 179-189. doi:10.1016/j.jwb.2009.09.014Choi, Y. (2017). Human Resource Management and Security Policy Compliance. International Journal of Human Capital and Information Technology Professionals, 8(3), 68-81. doi:10.4018/ijhcitp.2017070105Chonka, A., Xiang, Y., Zhou, W., & Bonti, A. (2011). Cloud security defence to protect cloud computing against HTTP-DoS and XML-DoS attacks. Journal of Network and Computer Applications, 34(4), 1097-1107. doi:10.1016/j.jnca.2010.06.004Chow, R., Golle, P., Jakobsson, M., Shi, E., Staddon, J., Masuoka, R., & Molina, J. (2009). Controlling data in the cloud. Proceedings of the 2009 ACM workshop on Cloud computing security - CCSW ’09. doi:10.1145/1655008.1655020Clark, R. C., Mayer, R. E., & Thalheimer, W. (2003). E-learning and the science of instruction: Proven guidelines for consumers and designers of multimedia learning. Performance Improvement, 42(5), 41-43. doi:10.1002/pfi.4930420510Colchester, K., Hagras, H., Alghazzawi, D., & Aldabbagh, G. (2017). A Survey of Artificial Intelligence Techniques Employed for Adaptive Educational Systems within E-Learning Platforms. Journal of Artificial Intelligence and Soft Computing Research, 7(1), 47-64. doi:10.1515/jaiscr-2017-0004Cooke-Davies, T. J., & Arzymanow, A. (2003). The maturity of project management in different industries. International Journal of Project Management, 21(6), 471-478. doi:10.1016/s0263-7863(02)00084-4Screening Questions. (1980). Acta Psychiatrica Scandinavica, 62, 14-15. doi:10.1111/j.1600-0447.1980.tb10232.xDavis, F.D. (1986). A technology acceptance model for empirically testing new end-user information systems: Theory and results.Davis, F. D. (1989). Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. MIS Quarterly, 13(3), 319. doi:10.2307/249008Davis, S., The, I.N. & Hing, M.A.I.N.T. (2000). Visions of the Future: The Future of Employee Data Management.Delorme, M., & Arcand, M. (2010). HRIS implementation and deployment: a conceptual framework of the new roles, responsibilities and competences for HR professionals. International Journal of Business Information Systems, 5(2), 148. doi:10.1504/ijbis.2010.030626Dery, K., Hall, R., Wailes, N., & Wiblen, S. (2013). Lost in translation? An actor-network approach to HRIS implementation. The Journal of Strategic Information Systems, 22(3), 225-237. doi:10.1016/j.jsis.2013.03.002DeSanctis, G. (1986). Human Resource Information Systems: A Current Assessment. MIS Quarterly, 10(1), 15. doi:10.2307/248875Dickmann, M., & Tyson, S. (2005). Outsourcing payroll: beyond transaction‐cost economics. Personnel Review, 34(4), 451-467. doi:10.1108/00483480510599770Echavarren, A. U. (2011). A Dynamic Approach to Introduce Competency Frameworks. International Journal of Human Capital and Information Technology Professionals, 2(1), 18-32. doi:10.4018/jhcitp.2011010102Eckhardt, A., Laumer, S., Maier, C., & Weitzel, T. (2014). The transformation of people, processes, and IT in e-recruiting. Employee Relations, 36(4), 415-431. doi:10.1108/er-07-2013-0079EDDY, E. R., STONE, D. L., & STONE-ROMERO, E. E. (1999). THE EFFECTS OF INFORMATION MANAGEMENT POLICIES ON REACTIONS TO HUMAN RESOURCE INFORMATION SYSTEMS: AN INTEGRATION OF PRIVACY AND PROCEDURAL JUSTICE PERSPECTIVES. Personnel Psychology, 52(2), 335-358. doi:10.1111/j.1744-6570.1999.tb00164.xErdoğmuş, N., & Esen, M. (2011). An Investigation of the Effects of Technology Readiness on Technology Acceptance in e-HRM. Procedia - Social and Behavioral Sciences, 24, 487-495. doi:10.1016/j.sbspro.2011.09.131Fındıklı, M. A., & Bayarçelik, E. beyza. (2015). Exploring the Outcomes of Electronic Human Resource Management (E-HRM)? Procedia - Social and Behavioral Sciences, 207, 424-431. doi:10.1016/j.sbspro.2015.10.112Furtmueller, E., Wilderom, C., & Tate, M. (2011). Managing recruitment and selection in the digital age: e-HRM and resumes. Human Systems Management, 30(4), 243-259. doi:10.3233/hsm-2011-0753Garel, G. (2013). A history of project management models: From pre-models to the standard models. International Journal of Project Management, 31(5), 663-669. doi:10.1016/j.ijproman.2012.12.011Geffen, C. V., Ruël, H., & Bondarouk, T. (2013). E-HRM in MNCs: what can be learned from a review of the IS literature? European J. of International Management, 7(4), 373. doi:10.1504/ejim.2013.055278Girard, A., Fallery, B., Girard, A. & Fallery, B. (2013). E-recruitment: new practices, new issues. An exploratory study.Grant, D., & Newell, S. (2013). Realizing the strategic potential of e-HRM. The Journal of Strategic Information Systems, 22(3), 187-192. doi:10.1016/j.jsis.2013.07.001Habermann, F. (2013). Hybrides Projektmanagement — agile und klassische Vorgehensmodelle im Zusammenspiel. HMD Praxis der Wirtschaftsinformatik, 50(5), 93-102. doi:10.1007/bf03340857Harris S, Spencer E (2018) The Sierra-Cedar 2017–2018 HR Systems Survey 20th Annual Edition.Hart, C. (1999). Doing a Literature Review (1st ed.). Sage Publications.Heikkilä, J.-P., Brewster, C., & Mattila, J. (2013). Micro-Political Conflicts and Institutional Issues During e-HRM Implementation in MNCs: A Vendor’s View. Human Resource Management and Technological Challenges, 1-21. doi:10.1007/978-3-319-02618-3_1Herington, C., McPhail, R., & Guilding, C. (2013). The evolving nature of hotel HR performance measurement systems and challenges arising: An exploratory study. Journal of Hospitality and Tourism Management, 20, 68-75. doi:10.1016/j.jhtm.2013.06.002Hooi, L. W. (2006). Implementing e-HRM: The Readiness of Small and Medium Sized Manufacturing Companies in Malaysia. Asia Pacific Business Review, 12(4), 465-485. doi:10.1080/13602380600570874Hubbard, J. C., Forcht, K. A., & Thomas, D. S. (1998). Journal of Business Ethics, 17(12), 1319-1323. doi:10.1023/a:1005735506589HUSELID, M. A. (1995). THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. Academy of Management Journal, 38(3), 635-672. doi:10.2307/256741Hussain, Z., Wallace, J., & Cornelius, N. E. (2007). The use and impact of human resource information systems on human resource management professionals. Information & Management, 44(1), 74-89. doi:10.1016/j.im.2006.10.006Jafari Navimipour, N. (2015). A formal approach for the specification and verification of a Trustworthy Human Resource Discovery mechanism in the Expert Cloud. Expert Systems with Applications, 42(15-16), 6112-6131. doi:10.1016/j.eswa.2015.03.035Jafari Navimipour, N., Habibizad Navin, A., Rahmani, A. M., & Hosseinzadeh, M. (2015). Behavioral modeling and automated verification of a Cloud-based framework to share the knowledge and skills of human resources. Computers in Industry, 68, 65-77. doi:10.1016/j.compind.2014.12.007Jafari Navimipour, N., Rahmani, A. M., Habibizad Navin, A., & Hosseinzadeh, M. (2015). Expert Cloud: A Cloud-based framework to share the knowledge and skills of human resources. Computers in Human Behavior, 46, 57-74. doi:10.1016/j.chb.2015.01.001Johnson, R. D., & Diman, K. (2017). An Investigation of the Factors Driving the Adoption of Cloud-Based Human Resource Information Systems by Small- and Medium-Sized Businesses. Electronic HRM in the Smart Era, 1-31. doi:10.1108/978-1-78714-315-920161001Johnson, R. D., Lukaszewski, K. M., & Stone, D. L. (2016). The Evolution of the Field of Human Resource Information Systems: Co-Evolution of Technology and HR Processes. Communications of the Association for Information Systems, 38, 533-553. doi:10.17705/1cais.03828Joslin, R., & Müller, R. (2015). Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), 1377-1392. doi:10.1016/j.ijproman.2015.03.005Kandukuri, B. R., V., R. P., & Rakshit, A. (2009). Cloud Security Issues. 2009 IEEE International Conference on Services Computing. doi:10.1109/scc.2009.84Kansara, A., Hafez, M., & Kazi, L. (2016). Information Technologies in Human Resources Management: An Overview. Proccedings of the ICAIIT2016. doi:10.20544/aiit2016.50Kaufman, L. M. (2009). Data Security in the World of Cloud Computing. IEEE Security & Privacy Magazine, 7(4), 61-64. doi:10.1109/msp.2009.87Khan, S. A., & Tang, J. (2016). The Paradox of Human Resource Analytics: Being Mindful of Employees. Journal of General Management, 42(2), 57-66. doi:10.1177/030630701704200205King, K. G. (2016). Data Analytics in Human Resources. Human Resource Development Review, 15(4), 487-495. doi:10.1177/1534484316675818Budgen, D., & Brereton, P. (2006). Performing systematic literature reviews in software engineering. Proceeding of the 28th international conference on Software engineering - ICSE ’06. doi:10.1145/1134285.1134500Komus A (2013). Agile Methoden in der Praxis—Studie zur Anwendung und Zufriedenheit. HMD Prax der Wirtschaftsinformatik, 84–91.Kovach, K. A., Hughes, A. A., Fagan, P., & Maggitti, P. G. (2002). Administrative and Strategic Advantages of HRIS. Employment Relations Today, 29(2), 43-48. doi:10.1002/ert.10039Kovach, K. A., & Cathcart, C. E. (1999). Human Resource Information Systems (HRIS): Providing Business with Rapid Data Access, Information Exchange and Strategic Advantage. Public Personnel Management, 28(2), 275-282. doi:10.1177/009102609902800208Kumah, P., Yaokumah, W., & Buabeng-Andoh, C. (2018). Identifying HRM Practices for Improving Information Security Performance. International Journal of Human Capital and Information Technology Professionals, 9(4), 23-43. doi:10.4018/ijhcitp.2018100102Kumar, R., Shaikh, B. T., Ahmed, J., Khan, Z., Mursalin, S., Memon, M. I., & Zareen, S. (2013). The human resource information system: a rapid appraisal of Pakistan’s capacity to employ the tool. BMC Medical Informatics and Decision Making, 13(1). doi:10.1186/1472-6947-13-104Lau, G., & Hooper, V. (2009). Adoption of E-HRM in Large New Zealand Organizations. Encyclopedia of Human Resources Information Systems, 31-41. doi:10.4018/978-1-59904-883-3.ch006Lehnert, V., & Dopfer-Hirth, I. (2016). Datenschutzanforderungen und ihre Unterstützung in HR-Systemen am Beispiel SAP ERP HCM. HMD Praxis der Wirtschaftsinformatik, 53(6), 851-865. doi:10.1365/s40702-016-0267-0Lengnick-Hall, M. L., & Moritz, S. (2003). The impact of e-HR on the human resource management function. Journal of Labor Research, 24(3), 365-379. doi:10.1007/s12122-003-1001-6Lepak, D. P., & Snell, S. A. (1998). Virtual HR: Strategic human resource management in the 21st century. Human Resource Management Review, 8(3), 215-234. doi:10.1016/s1053-4822(98)90003-1Lin, A., & Chen, N.-C. (2012). Cloud computing as an innovation: Percepetion, attitude, and adoption. International Journal of Information Management, 32(6), 533-540. doi:10.1016/j.ijinfomgt.2012.04.001Lin, L.-H. (2011). Electronic human resource management and organizational innovation: the roles of information technology and virtual organizational structure. The International Journal of Human Resource Management, 22(2), 235-257. doi:10.1080/09585192.2011.540149Low, C., Chen, Y., & Wu, M. (2011). Understanding the determinants of cloud computing adoption. Industrial Management & Data Systems, 111(7), 1006-1023. doi:10.1108/02635571111161262Luo, W., & Strong, D. (2004). A Framework for Evaluating ERP Implementation Choices. IEEE Transactions on Engineering Management, 51(3), 322-333. doi:10.1109/tem.2004.830862Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537-567. doi:10.1080/09585190601178745Maier, C., Laumer, S., Eckhardt, A., & Weitzel, T. (2013). Analyzing the impact of HRIS implementations on HR personnel’s job satisfaction and turnover intention. The Journal of Strategic Information Systems, 22(3), 193-207. doi:10.1016/j.jsis.2012.09.001Manuti, A., & de Palma, P. D. (2018). Digital HR. doi:10.1007/978-3-319-60210-3Marler, J. H., & Boudreau, J. W. (2016). An evidence-based review of HR Analytics. The International Journal of Human Resource Management, 28(1), 3-26. doi:10.1080/09585192.2016.1244699Marler, J. H., & Fisher, S. L. (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), 18-36. doi:10.1016/j.hrmr.2012.06.002Marler, J. H., & Parry, E. (2015). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19), 2233-2253. doi:10.1080/09585192.2015.1091980Martinsons, M. G. (1997). Human resource management applications of knowledge-based systems. International Journal of Information Management, 17(1), 35-53. doi:10.1016/s0268-4012(96)00041-2Martinsons, M. G., & Chong, P. K. C. (1999). The Influence of Human Factors and Specialist Involvement on Information Systems Success. Human Relations, 52(1), 123-152. doi:10.1177/001872679905200107Masum, A. K. M., Kabir, M. J., & Chowdhury, M. M. (2015). Determinants that Influencing the Adoption of E-HRM: An Empirical Study on Bangladesh. Asian Social Science, 11(21). doi:10.5539/ass.v11n21p117McIver, D., Lengnick-Hall, M. L., & Lengnick-Hall, C. A. (2018). A strategic approach to workforce analytics: Integrating science and agility. Business Horizons, 61(3), 397-407. doi:10.1016/j.bushor.2018.01.005Snaith, B., Hardy, M., & Walker, A. (2011). Emergency ultrasound in the prehospital setting: the impact of environment on examination outcomes. Emergency Medicine Journal, 28(12), 1063-1065. doi:10.1136/emj.2010.096966Mohapatra, S., & Patnaik, A. (2011). Sustainability in HRIS implementation through effective project management. International Journal of Project Organisation and Management, 3(1), 78. doi:10.1504/ijpom.2011.038865Nagendra, A., & Deshpande, M. (2014). Human Resource Information Systems (HRIS) in HR Planning and Development in Mid to Large Sized Organizations. Procedia - Social and Behavioral Sciences, 133, 61-67. doi:10.1016/j.sbspro.2014.04.169Neugebauer, G.H. (2004). IT-Projekt management.Ngai, E. W. T., & Wat, F. K. T. (2006). Human resource information systems: a review and empirical analysis. Personnel Review, 35(3), 297-314. doi:10.1108/00483480610656702Ngoc Duc, N., Siengthai, S., & Page, S. (2013). A conceptual model of HRIS‐Trust: an understanding of suppliers’/customers’ relationship. Foresight, 15(2), 106-116. doi:10.1108/14636681311321112Allumi Nura, A., & Hasni Osman, N. (2013). Gauging the Effect of Performance Management and Technology Based Human Resource Management on Employee Retention: The Perspective of Academics in Higher Educational Institutions in Sokoto State Nigeria. Asian Social Science, 9(15). doi:10.5539/ass.v9n15p295Isaac, O. A., Misra, S., Omoregbe, N., Onibere, E., Bulama, Y., & Damasevičius, R. (2017). Cloud-Based Security Driven Human Resource Management System. In Frontiers in Artificial Intelligence and Applications (pp. 96–106). Amsterdam: IOS Press.Olivas‐Lujan, M. R., Ramirez, J., & Zapata‐Cantu, L. (2007). e‐HRM in Mexico: adapting innovations for global competitiveness. International Journal of Manpower, 28(5), 418-434. doi:10.1108/01437720710778402Oliveira, T., & Martins, M. F. (2010). Understanding

Desarrollo de una metodología para identificar dependencia de camino en gestión de operaciones

El marco teórico de la dependencia de camino puede resultar muy adecuado para analizar determinadas decisiones de gestión de operaciones. Por ello, este trabajo se plantea con el objetivo de proponer un procedimiento que permita definir si una decisión a tomar presenta "dependencia de camino". En caso afirmativo, se pretende crear un modelo que ayude al decisor a aumentar las probabilidades de éxito en estas situaciones. Con todo ello, se quiere plantear una hoja de ruta de investigación, seleccionando qué tipo de metodología sería la más adecuada para construir este modelo.Este trabajo se ha realizado con la financiación del proyecto “arquitectura de las practicas de alto rendimiento de gestión de operaciones y gestión de recursos humanos: definición de los constructos, modelo factorial y establecimiento del path dependence” (PAID-06-09-2850) de la Universidad Politécnica de Valencia.Marín García, JA.; García Sabater, JJ.; Perelló Marín, MR. (2010). Desarrollo de una metodología para identificar dependencia de camino en gestión de operaciones. Working Papers on Operations Management. 1(1):37-40. doi:10.4995/wpom.v1i1.797SWORD374011Bessant, J., Caffyn, S., & Gallagher, M. (2001). An evolutionary model of continuous improvement behaviour. Technovation, 21(2), 67-77. doi:10.1016/s0166-4972(00)00023-7Galan, J. I., & Sanchez-Bueno, M. J. (2009). Strategy and Structure in Context: Universalism versus Institutional Effects. Organization Studies, 30(6), 609-627. doi:10.1177/0170840609104802Levy, D. (2007). Chaos theory and strategy: Theory, application, and managerial implications. Strategic Management Journal, 15(S2), 167-178. doi:10.1002/smj.4250151011Marin-Garcia, J. A., & Garcia-Sabater, J. J. (2010). Traducción al castellano de un cuestionario para identificar conductas de la mejora continua y etapas en el modelo de evolución. WPOM-Working Papers on Operations Management, 1(1), 18. doi:10.4995/wpom.v1i1.793Puffert, D. (2008). Path Dependence, en R. Whaples (dir), EH.Net Encyclopedia.Schreyögg, G., & Sydow, J. (Eds.). (2010). The Hidden Dynamics of Path Dependence. doi:10.1057/9780230274075Schroeder, R. G., Bates, K. A., & Junttila, M. A. (2002). A resource-based view of manufacturing strategy and the relationship to manufacturing performance. Strategic Management Journal, 23(2), 105-117. doi:10.1002/smj.213Tzafrir, S. S. (2006). A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time. Journal of Managerial Psychology, 21(2), 109-130. doi:10.1108/02683940610650730Van Driel, H., & Dolfsma, W. (2009). Path dependence, initial conditions, and routines in organizations. Journal of Organizational Change Management, 22(1), 49-72. doi:10.1108/0953481091093390

Selección de plataformas para el trabajo colaborativo en grupos deslocalizados: formulación del problema

[ES] Determinadas decisiones de gestión de operaciones están caracterizadas por elegir un conjunto de herramientas complementarias para desarrollar diferentes funciones. Sin duda, esto es una decisión multicriterio, pero con la particularidad de que no se sabe si lo mejor es elegir una herramienta o un conjunto de ellas. En este trabajo vamos a abordara un problema simplificado y se identifican varios casos concretos, donde se han tomado decisiones basadas en el juicio de expertos y se planteará la aplicación de la metodología proponiendo la formulación matemática del problema. En el futuro, se podrá comparar las propuestas del modelo con las propuestas de expertos humanos y analizar los resultados a medio y largo plazo.Este trabajo se ha realizado con la financiación del proyecto “arquitectura de las practicas de alto rendimiento de gestión de operaciones y gestión de recursos humanos: definición de los constructos, modelo factorial y establecimiento del path dependence” (PAID-06-09-2850) de la Universidad Politécnica de Valencia.Marín García, MT.; Marín García, JA.; Perelló Marín, MR.; García Sabater, JJ. (2010). Selección de plataformas para el trabajo colaborativo en grupos deslocalizados: formulación del problema. Working Papers on Operations Management. 1(1):41-45. doi:10.4995/wpom.v1i1.798SWORD414511Alberts, D. J. (2007). A model of multidiscipline teams in knowledge‐creating organizations. Team Performance Management: An International Journal, 13(5/6), 172-183. doi:10.1108/13527590710831873Marin-Garcia, J. A.; Pardo del Val, M. (2009). El sistema humano de la empresa y su gestión, en C. Camisón Zornoza y J. I. Dalmau Porta (dir), Introducción a los negocios y su gestión, pp. 609-628. Prentice Hall

The impact of co-creation on the student satisfaction: analysis through structural equation modeling

Copyright © 2016 Odette Pantoja Díaz et al. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.[EN] The objective of this study is to apply the cocreation initiative as a marketing tool in the context of university undergraduate programs. Considering that cocreation is a practice that involves stakeholders in different phases of product production or service, this research analyzes the interactions between some of the factors during the cocreation process as students collaborate with the university. These factors are participation, communication, cocreation, and satisfaction, and this study focuses on how they fuse together at the moment of cocreation. After a literature review, which supplied the basis for creating a model, we used exploratory and confirmatory factor analysis and structural equation modeling to validate the hypothesized relations between the variables; finally, the proposed cocreation model was verified. The results could empower academic institutions to develop managerial strategies in order to increase students’ collaboration and satisfaction.Pantoja Diaz, O.; Ribes Giner, G.; Perelló Marín, MR. (2016). The impact of co-creation on the student satisfaction: analysis through structural equation modeling. Abstract and Applied Analysis. 2016:1-10. doi:10.1155/2016/3729791S110201