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THE ROLE OF HRM IN IT INNOVATION: AN INVESTIGATION AND STUDY OF THE RELATIONSHIP BETWEEN IT PROJECTS AND HRM IN FOUR TURKISH COMPANIES

THE ROLE OF HRM IN IT INNOVATION: AN INVESTIGATION AND STUDY OF THE RELATIONSHIP BETWEEN IT PROJECTS AND HRM IN FOUR TURKISH COMPANIES,Engin Deniz ERI

THE ROLE OF HRM IN IT INNOVATION: AN INVESTIGATION AND STUDY OF THE RELATIONSHIP BETWEEN IT PROJECTS AND HRM IN FOUR TURKISH COMPANIES  
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The concepts of change, competition, and strategy gained importance in the 1980s and technological innovation was the strongest factor shaping society with respect to those concepts during the same period. Particularly after the 1990s, the capacity of a business to create innovation began to be seen as a crucial key to its success. One of the fundamental reasons why innovation-related academic studies and practices focused on innovations in information technology was that information technology was itself the scene of rapid development during the early 2000s. At a time when achieving a competitive edge is dependent on superior knowledge and innovativeness, people are undeniably the most crucial elements of learning, creativity, and innovation. The introduction of innovation of every kind should first of all be dealt with as a problem of change management and the role and functions of human resources management (HRM) should be reconsidered when innovations are to be introduced. In this study, various dimensions of the relationship between technological innovation and HRM were assessed within a theoretical framework in order to discover the contribution that HRM HAS made towards information technology (IT) innovation. In this study, the main objective was to see how these dimensions were shaped from the standpoint of IT innovations. To accomplish this, the contributions that HRM made towards the IT projects of four companies that are regarded as leaders in their respective sectors were queried through face-to-face discussions with the human resources managers and the human resources planning and performance evaluation officers of those companies. The conclusion reached through this theoretical framework-based examination of the relationship between IT projects and HRM in these four companies introducing new IT systems is that while it is not possible to advance any generalizations, the companies in the study adhered to the requirements that had been debated on a theoretical basis.
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