The digital revolution has generated huge changes in the world of work, with relevant implications for the Human Resources Management function. New challenges arise in facing digital work, digital employees, and digital management, such that the connection between new technologies and HRM is now described as electronic HRM. Challenges and connection entail the possibility to review the notion of HRM itself, examining new research perspectives and lines of interpretation following a Critical Management Studies approach, thus developing a more contextualized view (...) in conceiving HRM, a more expansive consideration of stakeholders, and a longer-term perspective in approaching the results of digital transformation and HRM outcomes. The article analyzes a specific organizational case, involving a multinational enterprise, and explores how the case study enhances the understanding of HRM as a social practice embedded in specific situated contexts. Such a conception enables the engagement of multiple rationalities, related to both internal and external stakeholders, overcoming a “mere antiperformance stance” and achieving forms of reconstructive reflexivity concerning the interconnection between the digital age, HRM, and the innovative generation of social value through an authentic corporate responsibility. (shrink)

The COVID-19 pandemic played as a booster to the cultural, social, and economic transformations triggered by the 4.0 Industrial Revolution, increasing the diffusion and employment of technological devices and requiring to reconsider the traditional approach to work and organization. Dealing with an emblematic organizational case, the article highlights the main key capabilities requested to face the current scenario, suggesting transformed attitudes needed to cope with the unfolding complex, uncertain, changing digital and blended world. The findings, gathered through an extensive survey (...) involving 500 people who started working at a distance during the 2020 lockdown period, underline the main actionable skills to be achieved for enhancing agile work, hybrid professional roles and new work, and organizational and managerial cultures. (shrink)

The paper addresses the epistemological and theoretical assumptions that underpin the concept of Work and Organizational Psychology as idiographic, situated, and transformative social science. Positioning the connection between uniqueness and generalization inside the debate around organization studies as applied approaches, the contribution highlights the ontological, gnoseological, and methodological implications at stake. The use of practical instead of scientific rationality is explored, through the perspective of a hermeneutic lens, underlining the main features connected to the adoption of an epistemology of practice. (...) Specifically, the contribution depicts the configuration of the applied research as a relational practice, embedded in the unfolding process of generating knowledge dealing with concrete social contexts and particular social objects. The discussion of a case study regarding a field research project allows one to point out challenges and constraints connected to the enactment of the research process as a social accomplishment. (shrink)