Conceptualising the future of HRM and technology research

May combine two claims.

Different sizes of firms and firms in different sectors of the economy have different HRM.

“Different sizes of firms and firms in different sectors of the economy have different HRM (Kinnie, Hutchinson, Purcell, Rayton, & Swart, 2005;de Kok, Uhlaner, & Thurik, 2006).”

• cites Kinnie, Hutchinson, Purcell, Rayton, & Swart, 2005 sourcePartly supported

  The opening discussion notes strategic differences between manufacturing and service firms, and Previous Research expects heterogeneity between firms even within a sector. The Methodology identifies small and medium-sized firms in the sample, but does not say that firm size accounts for differences in HRM. The firm-size part of the claim is therefore unsupported by this paper. (LLM, conf=0.84)

  Experimental — accuracy not yet measured
• cites de Kok, Uhlaner, & Thurik, 2006 sourceNot checked — no full text of the source

May combine two claims.

Line managers are crucial actors with the responsibility of directly managing employees, and more work has been devolved to them over the past few years, although the evidence for that devolution is slim.

“Line managers are crucial actors with the responsibility of directly managing employees (Bos-Nehles, 2010;Brewster, Gollan, & Wright, 2014;Wright & Nishii, 2013) and, it is argued, more work being devolved to them over the past few years, although the evidence for that is slim (Brewster et al., 2015).”

• cites Bos-Nehles, 2010 sourceSupported
• cites Brewster, Gollan, & Wright, 2014Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Wright & Nishii, 2013Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Line managers can be divided into middle-level and front-line managers; front-line managers have direct supervisory responsibility, whereas middle managers coordinate an organisational unit's day-to-day activities.

“'Line managers' themselves can be divided into middle-level and front-line managers (Bos-Nehles, 2010).The latter have direct supervisory responsibility, whereas middle managers are responsible for the coordination of an organisational unit's day-to-day activities.”

• cites Bos-Nehles, 2010 sourceCould not verify

  The available Abstract discusses line managers’ role in implementing HR practices, but does not distinguish middle-level from front-line managers or define their responsibilities. Searches for the proposed division and for coordination of an organisational unit’s day-to-day activities found no relevant passage in our copy. (LLM, conf=0.72)

  Experimental — accuracy not yet measured

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

The increasing number of studies from emerging countries may lead to even less consensus on how to conceptualise HRM.

“The increasing number of studies from emerging countries (Collins, Zhu, & Warner, 2012;Davilla & Elvira, 2012;Horwitz & Budhwar, 2015) may lead to even less consensus on how to conceptualise HRM.”

• cites Collins, Zhu, & Warner, 2012 sourceNot checked — no full text of the source
• cites Davilla & Elvira, 2012Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Horwitz & Budhwar, 2015 sourcePartly supported

  The Introduction reports a significant and growing body of HRM research on emerging markets. It also describes HRM in those markets as context-specific and complex, but it does not say that more studies may reduce consensus on how to conceptualise HRM. The discussion of convergence and divergence in “Emerging Themes, Issues and the Future of HRM in Emerging Markets” concerns HRM practices, not conceptual consensus. (LLM, conf=0.84)

  Experimental — accuracy not yet measured

Classified as probably not a substantial claim.

The views of other employees have been rather over-shadowed in e-HRM research.

“The views of other employees have been rather over-shadowed, as we have noted above.”

May combine two claims.

The single-stakeholder perspective led to the adoption of a narrow focus on financial performance indicators and to attempts to prove that HRM contributed to firm performance.

“It led, in a short space of time, to the adoption of a narrow focus on financial performance indicators and to attempts to prove that HRM contributed to that firm performance (Guest, 1997;Paauwe et al., 2013).”

• cites Guest, 1997 sourceNot checked — no full text of the source
• cites Paauwe et al., 2013Not checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

Amongst the more immediate stakeholders in e-HRM are HRM professionals, line managers and employees.

“Amongst the more immediate stakeholders are the HRM professionals, line managers and employees.”

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

These basic situations will have substantial ramifications that will impact the way their organisations manage people.

“These basic situations will have substantial ramifications that will impact the way their organisations manage people.”

Probably not a substantial claim: may not pass S3 (load-bearing).

The universalist approach, with a heavy emphasis on human capital theory and the resource based view, is very different from contextual HRM approaches that highlight multiple stakeholders and take into account the institutional environment.

“The universalist approach with, currently, a heavy emphasis on human capital theory and the resource based view, is very different from the contextual HRM approaches that highlight multiple stakeholders and take into account the institutional environment (Brewster, 1999).”

• cites Brewster, 1999 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing).

The diffusion of e-HRM in various international contexts has been broadly researched.

“The diffusion of e-HRM in various international contexts has been broadly researched (e.g.Florkowski & Olivas-Luján, 2006;Ruël & Bondarouk, 2012).”

• cites Florkowski & Olivas-Luján, 2006 sourceNot checked — no full text of the source
• cites Ruël & Bondarouk, 2012 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

HRM safeguards itself in a continuous inflow-outflow of HRs, a building up of new HRM practices and breaking down of outdated ones, in a state of equilibrium with the internal and external environment.

“It safeguards itself in a continuous inflow-outflow of HRs, a building up of new HRM practices and breaking down of outdated ones, in a state of equilibrium with the internal and external environment.”

Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

The notion of 'employees' mismatches organisational conventional reality because technological developments stretched contract boundaries and impacted time, so it might be more appropriate to talk about 'workers' to include those who work for but are not employed by an organisation.

“Even the notion of 'employees' shows a mismatch with organisational conventional reality as technological developments stretched contracts boundaries and impacted on time, so that it might be more appropriate to talk about 'workers', to include those who work for but are not employed by an organisation.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

The neglect of human and societal outcomes may explain why HRM scholars had so little to contribute to explaining the role of contingent reward systems for those at the top in the global economic crisis that began in 2008, or in suggesting what should replace such systems.

“It may explain, for example, why HRM scholars had so little to contribute to explaining the fact that HRM policies such as contingent reward systems for those at the top had played such a part in the global economic crisis that began in 2008, or in suggesting what should replace such systems.”

Probably not a substantial claim: may not pass S2 (checkable).

An important element of the HRM system, not external to it but part of the system itself, is the context within which HRM is carried out.

“An important element of the HRM system (not external to it, but part of the system itself ) is the context within which HRM is carried out.”

May combine two claims.

Technologies have altered HRM organisational communications, introduced social robots to HRM practices, and enabled new means of employer branding.

“altered the HRM organisational communications (Kiesler, Siegel, & McGuire, 1984), introduced social robots to the HRM practices (Breazeal, 2002), and enabled new means of employer branding (Martin & Cerdin, 2014).”

• cites Kiesler, Siegel, & McGuire, 1984 sourceNot checked — no full text of the source
• cites Breazeal, 2002 sourceNot checked — no full text of the source
• cites Martin & Cerdin, 2014 sourceNot checked — no full text of the source

Classified as probably not a substantial claim.

There is a dearth of critique in the literature about the impact on the people involved.

“As Francis et al. (2014Francis et al. ( , p. 1341) ) note 'there is a dearth of critique in [the] literature about the impact on the people involved'.”

• cites Francis et al. (2014, p. 1341) sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

As e-HRM becomes more advanced, interconnected and smart, more diverse involvement of all stakeholders can be expected.

“However, the more advanced, interconnected and smart e-HRM becomes, the more diverse involvement of all stakeholders can be expected.”

May combine two claims.

New non-routine cognitive tasks are expected to comprise three main elements: solving unstructured problems, processing new information, and executing non-routine manual tasks.

“new non-routine cognitive tasks are expected to comprise three main elements (Levy & Murnane, 2014, p. 16): first, solving unstructured problems, tackling problems that lack rule-based solutions”

• cites Levy & Murnane, 2014, p. 16Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

The diffusion of HRM tasks will occur with acceptance of monitoring and steering new non-observable data such as work-life balance and work stress, selecting data for individual job performance analysis, scheduling own work time, and steering training and career development.

“The diffusion of HRM tasks will occure with the acceptance of monitoring and steering new 'non-observable' data like work-life balance and work stress, selecting data to run and display analysis of the individual job performance, scheduling own work time, or steering training and career development..”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

Inertia-based e-HRM enactment is characterised by users choosing to work with e-HRM in the old-fashioned way, preserving existing technological circumstances with no changes to HRM processes.

“Inertia-based e-HRM enactment is characterised by a situation in which users (HRM professionals, line managers and employees) choose to work with e-HRM in the 'old-fashioned' way.This may result in the preservation of the existing technological circumstances with no changes to the HRM processes.”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

During e-HRM enactment, human action is both facilitated and constrained through communication on the goals of e-HRM, the extent to which it provides personal outcomes, and whether there are intrinsic benefits to be gained from using the e-HRM.

“During the process of e-HRM enactment, human action is both facilitated and constrained through communication on the goals of e-HRM, the extent to which it provides personal outcomes, and whether there are intrinsic benefits to be gained from using the e-HRM.”

Classified as probably not a substantial claim. May combine two claims.

The strides in international-context e-HRM research are summarised in Ruël and Bondarouk (2012), but their analysis emphasises how limited the geographical spread of studies is up to the present.

“The strides that have been in this area are summarised in Ruël and Bondarouk (2012), but their analysis emphasises how limited is the geographical spread of studies up to the present.”

• cites Ruël and Bondarouk (2012) sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

The employee perspective, including social partners such as trade unions and works councils, was often neglected or seen as the exclusive property of psychologists, industrial sociologists and labour relations scholars.

“The employee perspective, including social partners such as trade unions and works councils, was often neglected or seen as the exclusive property of psychologists, industrial sociologists and labour relations scholars.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Mutual adjustment e-HRM enactment is characterised by all groups of users striving to find a consensus that refines their old face-to-face HRM practices and integrates new IT possibilities.

“Mutual adjustment, as the second e-HRM enactment scenario, may be characterised as a situation in which all groups of users strive to find a consensus that refines their 'old' face-to-face HRM practices and integrates new IT possibilities.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

Digital developments move us towards a 'do-it-yourself' economy, where the future workforce may consist of 'consumer as a producer and costless employees'.

“As Anderson (2012, p. 36) described this development, digital developments move us towards a 'do-it-yourself' economy, where one may expect the future workforce to consist of 'consumer as a producer and costless employees'.”

• cites Anderson (2012, p. 36)Not checked — no full text of the source

Classified as probably not a substantial claim.

The main indicator of successful e-HRM implementation is the skilful and task-consistent operation of the application by the targeted employees.

“The main indicator of successful e-HRM implementation is, in this view, the skilful and task-consistent operation of the application by the targeted employees.”

May combine two claims.

Financial measures such as sales, profits and market value were easier to measure and have more legitimacy in the business community and business schools than social indicators representing societal well-being.

“The financial measures such as sales, profits and market value (Becker, Huselid, Pickus, & Spratt, 1997;Tichy, Fombrun, & Devanna, 1982) were easier to measure and have more legitimacy in the business community (and in business schools) than social indicators representing, for example, societal well-being.”

• cites Becker, Huselid, Pickus, & Spratt, 1997Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

• cites Tichy, Fombrun, & Devanna, 1982Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S4 (based). The quote only partly states this claim.

There are three scenarios for contextual e-HRM enactment: inertia-based, mutual adjustment, and improvisation-based.

“We see three scenarios for contextual e-HRM enactment.”

Classified as probably not a substantial claim.

One implication of e-HRM is the risk of distancing: the potential for an increasing lack of direct contact between HRM specialists, line managers and workers.

“One implication of e-HRM is the risk of distancing: the potential is for an increasing lack of direct contact between HRM specialists, line managers and workers.”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.

Improvisation-based e-HRM enactment calls for refinement of existing methods of performing HRM tasks and results in dramatic alterations of HRM work processes and the use of e-HRM applications.

“Improvisation-based enactment of e-HRM calls for the refinement of existing methods of performing HRM tasks.Such enactment results in dramatic alterations of HRM work processes and the use of e-HRM applications.”

May combine two claims.

e-HRM and HRM should be viewed as co-evolving, mutually reinforcing and structuring each other.

“It forces researchers and practitioners to view e-HRM and HRM as co-evolving, mutually reinforcing and structuring each other.”

May combine two claims.

An HRM system gains its quality by being transferred and filtered through perceptions, understanding and experience, and e-HRM is part of that wider picture.

“It is by being transferred and filtered through perceptions, understanding and experience that an HRM system gains its quality (Wright & Nishii, 2013) and e-HRM is a part of that wider picture.”

• cites Wright & Nishii, 2013Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S3 (load-bearing).

The Harvard map was concerned with a range of stakeholders including owners and shareholders, employees and trade unions, management, community and government.

“The Harvard 'map' though was concerned with a range of stakeholders, including owners and shareholders, of course, but also including employees and trade unions, management, community and government.”

• cites Beer et al., 1984Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.

As IT becomes more accessible, personnel management becomes increasingly dependent on its use, and the benefits of using e-HRM cannot be limited to improving job outcomes.

“As IT becomes more accessible, personnel management becomes increasingly dependent on its use and the benefits of using e-HRM cannot be limited to improving job outcomes.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Countries have different HRM systems because they are in different situations, have different cultures and different institutions.

“Countries have different HRM systems because they are in different situations, have different cultures and different institutions.”

Probably not a substantial claim: may not pass S4 (based). May combine two claims.

Changes in HRM and technologies have stretched the geographical boundaries of HRM practices and shortened distances in and between organisations.

“Taken together, changes in HRM and technologies have stretched the geographical boundaries of HRM practices, distances in and between organisations have become shortened.”

Probably not a substantial claim: may not pass S4 (based).

The context of e-HRM will always include its targeted users, organisational support, and technology characteristics.

“The context of e-HRM will always include its targeted users; organisational support; and the technology characteristics.”

Probably not a substantial claim: may not pass S3 (load-bearing).

HRM is the most localised of management practices.

“Only ten years after the establishment of HRM as an academic topic, Rosenzweig and Nohria (1994) identified the fact that HRM is the most localised of management practices.”

• cites Rosenzweig & Nohria, 1994 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

The original Harvard 'map of the territory' remains a good reflection of the reality of HRM in organisational life.

“the original Harvard 'map of the territory', which we claim remains a good reflection of the reality of HRM in organisational life.”

Probably not a substantial claim: may not pass S4 (based).

The technology does not determine HRM practices.

“The technology does not determine HRM practices.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

With new smart technologies that accelerate networked collaborations within and across organisations, long-term outcomes depend even more on the e-HRM context.

“With new smart technologies that accelerate networked collaborations within and across organisations, long-term outcomes depend even more on the e-HRM context.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

To date much of the work on e-HRM has been based on un-declared assumptions about the interests of shareholders being paramount, about context being largely irrelevant, and about the long-term effects on various stakeholders being of less import than short-term efficiency and doing more with less.

“We believe that to date much of the work on e-HRM has been based on un-declared assumptions about the interests of shareholders being paramount, about context being largely irrelevant, and about the long-term effects on various stakeholders being of less import than short-term efficiency and 'doing more with less'.”

Probably not a substantial claim: may not pass S3 (load-bearing).

Von Bertalanffy introduced the principle of equifinality, arguing that the same final state may be reached from different initial conditions and HRM antecedents, in different ways, through different mechanisms.

“Von Bertalanffy (1969) introduced the principle of equifinality, widely used in the configurational tradition in the HRM research, arguing that the same final state may be reached from different initial conditions and HRM antecedents, in different ways, through different mechanisms.”

• cites Von Bertalanffy, 1969Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S3 (load-bearing).

The Harvard model offers a systems perspective on HRM in which all elements interact such that the whole is greater than a sum of its parts.

“The Harvard model offers a systems perspective on HRM: all the elements interact such that the whole is greater than a sum of its parts.”

• cites Beer et al., 1984Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Classified as probably not a substantial claim. May combine two claims.

Since the Harvard map utilises a systems perspective, what matters is the influence and relevance of social interactions between the multiple stakeholders, their idiosyncratic experiences with HRM, and their influence on HRM policy choices.

“Since it utilises a systems perspective, what matters is the influence and relevance of social interactions between the multiple stakeholders, their idiosyncratic experiences with HRM, and their influence on HRM policy choices.”

Probably not a substantial claim: may not pass S3 (load-bearing).

A consequence of the existence of system properties is the appearance of isomorphisms in different fields that govern the behaviour of entities that can be very different.

“A consequence of the existence of system properties is the appearance of isomorphisms in different fields that govern the behaviour of entities that can be in principle, very different (Von Bertalanffy, 1969).”

• cites Von Bertalanffy, 1969Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S2 (checkable).

HRM is essentially an open system consisting of people, technology, organisations, and management processes.

“Put strongly, HRM is essentially an open system consisting of people, technology, organisations, and management processes.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

The main challenges for future-proofing organisations will come from companies developing new smart business propositions with new technology and knowledge, and from learning to collaborate effectively and organise networks that make optimal use of available data.

“The main challenges in terms of future-proofing, ensuring the longer-term survival and success of the organisation, will come from companies developing new smart business propositions with the deployment of new technology and knowledge and from learning to collaborate effectively and organise networks that make optimal use of the available data.”

May combine two claims.

HRM will be different between small countries and large ones, between rich countries and poor ones, between long-established countries and those just trying to establish themselves, between mono-lingual and multi-lingual countries.

“HRM will be different between small countries and large ones, between rich countries and poor ones, between long-established countries and those just trying to establish themselves, between mono-lingual and multi-lingual countries, and so on.”

Probably not a substantial claim: may not pass S4 (based).

HRM specialists have almost universally accepted the perspective of the single stakeholder (owner) for their subject.

“HRM specialists have almost universally accepted the perspective of the single stakeholder (owner) for their subject.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

Unlike many HRM interventions, the use of e-HRM is insidious, will have undeclared and perhaps unexpected impacts on how HRM is conducted in the organisation in the future, and is hard to reverse.

“Unlike many HRM interventions the use of e-HRM is insidious it will have undeclared and perhaps unexpected impacts on how HRM is conducted in the organisation in the futureand it is hard to reverse.”

May combine two claims.

National differences in HRM are explained by cultural differences and institutional differences.

“National differences are explained by cultural differences (Aycan et al., 2000) and institutional differences.”

• cites Aycan et al., 2000 sourceNot checked — no full text of the source

Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

Future-proofing will require organisations to understand what employee competences they need to generate and maintain success, and new technology will simultaneously make it easier to monitor such competencies.

“But it will also require them to understand what employee competences they need to generate and maintain success and will, simultaneously, make it easier to monitor such competencies.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

Big data offers opportunities to monitor, steer and govern work processes and job tasks with high levels of precision and will change the way HRM specialists work.

“Big data offers opportunities to monitor, steer and govern the work processes and job tasks with high levels of precision and will change the way that HRM specialists work.”

Probably not a substantial claim: may not pass S4 (based).

Alongside the influence of the organisational context, human actors are also influenced by the e-HRM technology.

“Alongside the influence of the organisational context, human actors are also influenced by the e-HRM technology.”

May combine two claims.

The narrow focus helped establish HRM as a concept in business schools and within companies and made the discipline successful, but it also ignored the complexity of the topic.

“Whilst, ironically, that has helped establish HRM as a concept in the business schools and within companies and made the discipline of HRM successful, it also ignored the complexity of the topic.”

Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

Effects of e-HRM on employment relationships are tightly intertwined with the overall role of technology in organisations.

“Effects of e-HRM on employment relationships are tightly intertwined with the overall role of technology in organisations.”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

Social cognitive theorists have shown that incongruent frames lead to different understandings and conflicting interpretations expressed in process loss and misaligned expectations, contradictory actions, resistance and scepticism.

“Social cognitive theorists have shown that incongruent frames lead to different understandings and conflicting interpretations expressed in process loss and misaligned expectations, contradictory actions, resistance and scepticism.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

General Systems Theory helps establish principles that generalize across phenomena and disciplines and focuses on the system's structure instead of the system's function.

“General Systems Theory (GST) helps to establish principles that generalize across phenomena and disciplines, and focuses on the system's structure instead of the system's function.”

• cites Von Bertalanffy, 1969Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

Probably not a substantial claim: may not pass S4 (based).

Explanations for the difficulties organisations experience in implementing e-HRM have tended to overlook the dynamic nature of the e-HRM adoption process.

“So far, the explanations offered for the difficulties that organisations experience in implementing e-HRM have tended to overlook an important aspect of e-HRM adoption: the dynamic nature of the process.”

Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

Mobile technologies facilitate the expansion of contingent jobs such as on-call, part-time and self-employed work.

“It is mobile technologies that facilitate the expansion of such jobs.”

Probably not a substantial claim: may not pass S4 (based).

The enactment approach to e-HRM implementation emphasises the prominent and decisive roles that users play in the recurrent use of an e-HRM technology, in the belief that various stakeholders engaging in implementation exert social influence to change technology use patterns in ways that over time remove or ameliorate its potential to constrain human action.

“The enactment approach to e-HRM implementation emphasises the prominent and decisive roles that users play in the recurrent use of an e-HRM technology in the belief that various stakeholders engaging in implementation exert social influence in order to change the pattern of technology use in ways that, over time, remove or ameliorate its potential to constrain human action.”

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

In the GST tradition, the quality of HRM information is determined by the quality of HRM decisions made based on this information.

“In the GST tradition, the quality of HRM information is determined by the quality of HRM decisions made, based on this information.”

Classified as probably not a substantial claim.

Due to diverse technological advancements, organisations can offer employees new ways of working by eliminating physical and time barriers and relying on HRM shared services, telework, and virtual teams.

“Due to diverse technological advancements, organisations can offer their employees new ways of working by eliminating physical and time barriers and relying on such organisational forms as HRM shared services, telework, and virtual teams.”

Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

The systems perspective did not develop into empirical work and its influence has become largely metaphorical.

“Unfortunately, the systems perspective did not develop into empirical work and, arguably, its influence has become largely metaphorical (Kozlowski & Klein, 2000).”

• cites Kozlowski & Klein, 2000Not checked — no full text of the source

Classified as probably not a substantial claim.

Employees, first line supervisors, middle and top managers get directly involved in co-creation of HRM.

“Employees, first line supervisors, middle and top managers get directly involved in co-creation of HRM.”

Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

Fundamental to a multi-stakeholder approach is trust between the different stakeholders.

“This is central to HRM: fundamental to a multi-stakeholder approach is trust between the different stakeholders.”

May combine two claims.

In some countries, industries and sizes of business the long-term implications of e-HRM will be minimal; for others they will be part of the package that contributes to survival and even success in a highly competitive marketplace.

“In some countries, in some industries and in some sizes of business the implications will be minimal.For others, they will be part of the package that contributes to survival and even success in a highly competitive marketplace.”

Probably not a substantial claim: may not pass S3 (load-bearing).

These technologies have brought a new vocabulary to HRM discourse, supplementing conventional terminology with terms like e-HRM, HRM data mining, HRM cloud computing, appification of HRM, SMAC, and HRM big data.

“These technologies have brought a new vocabulary to the HRM discourse as the conventional terminology is supplemented by new terms like electronic HRM (e-HRM), HRM data mining, HRM cloud computing, appification of HRM (for mobile technologies), SMAC (for Social Media, Analytics, Clouds), and HRM big data (Bondarouk, 2014).”

• cites Bondarouk, 2014Not matched

  Couldn’t be matched to a paper in Crossref, so it can’t be checked.

May combine two claims.

Culture and institutions, together or independently, will impact the HRM/technology interface.

“There may be debate about the balance between these explanations but together or independently culture and institutions will impact the HRM/technology interface too.”