Human Resource Management and Digitalization: 1st Edition (Hardback) book cover

Human Resource Management and Digitalization

1st Edition

Edited by Franca Cantoni, Gianluigi Mangia


310 pages | 28 B/W Illus.

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Hardback: 9781138313354
pub: 2018-11-15
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Digitalization is changing the world of work. Technology is shifting the relationship between workers and machines and how work is organized; new skills are becoming increasingly relevant in the workplace where workers no longer work for a single company, in 9-to-5 jobs, five days a week.

Industry 4.0, also known as the Fourth Industrial Revolution, is revolutionizing the way managers can design, control and improve their activities. While the nature of the tasks and the interdependences between individuals are changing, the impact of intelligent technologies is severely questioning the span of control of leaders and the effectiveness of their leadership styles.

The authors sketch out the main changes occurring in the business landscape and identify the new expectations that organizations are formulating for leaders across several industries. In an age in which new leadership models are about to emerge, they describe how the relevant changes impact and shape the managerial arena.

This book sets the stage for a new way of thinking on the nature of the relationship between HR and technology. It examines the influence of Industry 4.0 and Innovation 4.0, (i.e. the connection between physical and digital processes in industrial production, where human competencies and machine potential are strictly interconnected throughout the entire value chain), from a myriad of viewpoints: namely in terms of structures, practices, influences (learning, training and communication), competencies and roles. A chapter is also dedicated to the understanding of the impact of Innovation 4.0, in the context of European Universities through E-learning Experiences where a multiple-case study analysis is provided.

Table of Contents

List of Illustrations



1. Unlocking the IoT Potential in Manufacturing: an Organizational Analysis and Research Agenda

Cristiano Ghiringhelli-Francesco Virili

1.1. Introduction

1.2. Background

1.3. Exploring the potential of IoT: from data to action, via decisions

1.4. Unlocking the potential of IoT: the organizational perspective

1.5. A suggested research agenda


2. The Case of Corporate Entrepreneurship within Italian SMEs

Federico Moretti-Stefano Denicolai-Aurelio Ravarini

2.1. Introduction

2.2. Literature review

2.2.1. Dimensions of corporate entrepreneurship

2.2.2. A competence-based framework Individual factors for entrepreneurial development Organizational factors: four entrepreneurial competencies

2.2.3. Human Resource Management (HRM) HRM architecture HRM practices Incentive mechanisms Organizational culture conducive to entrepreneurial development

2.3. Research design

2.4. Case studies description

2.4.1. FacilityLive

2.4.2. 7Pixel

2.5. Findings

2.5.1. FacilityLive Intrapreneurship Risk propensity and failure tolerance HRM practices Recruitment and selection Retention mechanisms Four models framework

2.5.2. 7Pixel Intrapreneurship HRM practices Risk propensity and failure tolerance Performance evaluation Training and development Four models framework

2.6. Discussion and conclusions


3. HRM 4.0: the Digital Transformation of the HR Department

Rita Bissola-Barbara Imperatori

3.1. Introduction

3.2. Work and Industry 4.0

3.2.1. New spaces and time

3.2.2. New stakeholders

3.2.3. Big data analytics

3.3. HRM department and industry 4.0: the HR competences

3.3.1. New HR role: an old tale or a new chance?

3.4. HRM department, organization and industry 4.0: the design thinking approach

3.5. Conclusion



4. How Technology Has Redefined Human Resource Practices? Understanding the Use of Smart Working

Stefano Forte-Pietro Previtali-Danila Scarozza

4.1. Introduction

4.2. Conceptualizing smart working

4.3. Method

4.4. The case study of the TIM Group: findings and discussion

4.5. Conclusions and limitations


5. Work Autonomy, Control and Discretion in Industry 4.0

Roberto Albano-Ylenia Curzi-Tommaso Fabbri

5.1. Introduction

5.2. Digital Taylorism and Electronic Panopticon

5.3. Digital Taylorism and Electronic Panopticon: empirical evidence

5.4. An alternative approach: “Living Labouring Capacity” and “Joint Regulation”

5.5. Implications and future research directions


6. Work Control and Surveillance in the Age of Digital

Andrea Carugati-Aurélie Leclercq-Vandelannoitte-Joao Viera da Cunha

6.1. Introduction

6.2. Foundations for a dramaturgical model of control

6.2.1. Personal control

6.2.2. Bureaucratic control

6.2.3. Social control

6.3. A dramaturgical model of control

6.4. Conclusion


7. The Future Role of Machine Learning in HR Development

Roberto Bernazzani-Franca Cantoni-Mariacristina Piva

7.1. Introduction

7.2. Managerial decision making applied to performance measurement and potential evaluation

7.3. About machine learning

7.3.1. How machine learning works

7.3.2. Machine learning tools

7.4. Possible scenarios and critical considerations

7.5. Conclusions




8. Individual Versus Organizational Learning for Knowledge in Innovation 4.0 Era

Paolino Fierro-Paola Briganti-Luisa Varriale

8.1. Introduction

8.2. Individual learning versus organizational learning in the traditional era

8.3. Organizational learning in the digital era

8.3.1. Organizational learning for innovation: applications and techniques

8.4. Organization learning for innovation: managerial implications and final remarks


9. The Digital Transformation of Learning. Implications for Organizational Training

Roberta Virtuani-Alessandro Bottazzi


9.1. Trends driving the change of organizations toward a digital transformation

9.2. The employee learning experience

9.3. The role of managers and company training

9.4. The value of different ways of learning for and at work

9.5. Digital workplace solutions supporting the learning process

9.6. Case study: How Cisco Services up-skilled 14,400 employees and transformed into a consultative, solutions-selling organization

9.7. Case study: Digital transformation of training in ENEL. From “Training” to “Open Power Learning”

9.8. Conclusion


10. Social Media Strategy within Organizational Communication: Major Open Issues and Challenges

Francesca Di Virgilio-Mónica Valderrama Santomé-Alba López Bolás

10.1. Introduction

10.2. Social media definitions and research topics

10.3. Social media practice and user behaviour

10.4. Social media strategy within organizational communication

10.5. Social media security and the impact on the organizational communication: some scientific enquiries

10.5.1. Various attacks on social media

10.6. Future research directions

10.7. Conclusion



11. Digital Revolution Equals Digital Competencies? What We Expect For Workers’ Competencies in Industry 4.0

Martina Gianecchini-Caterina Muzzi-Diego Campagnolo

11.1. Introduction

11.2. Industry 4.0: jobs, workers and skills

11.3. Implications for stakeholders

11.4. Conclusion


12. Digitalization and HR Analytics: a Big Game for an HR Manager

Tommaso Fabbri-Anna Chiara Scapolan

12.1. Introduction

12.2. The digitalization of the enterprise: an organizational perspective

12.3. The digitalization of HRM

12.4. The transformation of HRM in the digital enterprise

12.4.1. HR as a managerial function: the design of the digital workplace

12.4.2. HR as a set of practices: data-driven HRM

12.5. Implications for practice and research


13. Industry 4.0 and the Emerging Challenges to Leadership

Alessio Paris-Luca Giustiniano

13.1. Human dimensions of industry 4.0

13.2. The robotic workforce’s deep learning

13.3. Non replaceable practices human leaders need to foster

13.4. Organizational “ambidexterity”

13.5. Conclusion


14. E-Learning Experiences in European Universities: a Multiple Case Study Analysis

Davide Bizjak-Teresa Anna Rita Gentile-Ernesto De Nito-Paolo Canonico

14.1. Introduction

14.2. E-learning tools

14.3. Methodology

14.4. Case studies

14.4.1. Pilot-case: University of Naples Federico II (Italy)

14.4.2. Case Study 1: University of Dresden (Germany)

14.4.3. Case Study 2: Queen’s University Belfast (United Kingdom)

14.4.4. Case Study 3: University of Bologna (Italy)

14.5. Results and discussion

14.6. Conclusions


15. Strategic Decision‐Making Process in RM Practicies: Data Analysis as Innovative Tool to Prevent Corruption

Federico Ceschel-Alessandro Hinna-Alessandro Pastorelli

15.1. Introduction

15.2. Theoretical background

15.3. Research Methodology

15.4. Case study background

15.4.1. Regulatory background

15.4.2. The National Anti-corruption Plan and the standard ISO 31000:2010

15.4.3. The state of implementation of anti-corruption strategy

15.4.4. The National Institute for insurance against Accident at Work

15.5. Empirical evidence of the case study

15.5.1. “ARCO processes” e “ARCO risks”

15.5.2. “ARCO compliance”

15.5.3. “ARCO operational audit”

15.5.4. “ARCO transparency”

15.6. “ARCO Data Analysis”

15.6.1. Predictive analytics

15.7. Conclusion



About the Editors

Franca Cantoni, Ph.D, is Associate Professor of Business Organization and Human Resource Management at the Università Cattolica del Sacro Cuore, Italy

Gianluigi Mangia, Ph.D, is Full Professor of Business Organization at the Università degli Studi di Napoli Federico II, Italy

About the Series

Routledge-Giappichelli Studies in Business and Management

This series brings together the most significant works in Business, Economics and Finance by Italian authors that have been selected by the Giappichelli publishing house. It features cutting-edge research, addressing all of the major issues across a wide range of individual disciplines, helping to define and advance the field.

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Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Entrepreneurship
BUSINESS & ECONOMICS / Human Resources & Personnel Management
BUSINESS & ECONOMICS / Industries / Manufacturing Industries
BUSINESS & ECONOMICS / Government & Business
BUSINESS & ECONOMICS / Production & Operations Management
BUSINESS & ECONOMICS / Organizational Development
TECHNOLOGY & ENGINEERING / Engineering (General)