In my research, I initially grounded my work in Actor-Network Theory (ANT), which examines the interactions and influences between various entities—both human and non-human—in the context of technology adoption. This theoretical approach effectively elucidates the complex dynamics at play when introducing new technologies into society.

However, following the completion of the ethics application process, I opted to shift my focus towards the Technology Acceptance Model (TAM). TAM emphasises users' perceptions as critical factors in determining whether they will accept and utilise a technology, concentrating on aspects such as perceived ease of use and perceived usefulness. This transition reflects a necessary alignment of my research with an emphasis on user experience and impact.

This change not only refined my focus but also ensured that the research remained grounded in practical considerations regarding technology acceptance in real-world contexts.

Title

Role of Actor-Network Theory in the Digital Transformation of HRM: A Qualitative Study

Abstract

This research proposal advances the application of Actor-Network Theory (ANT) to comprehensively understand the intricate dynamics of digital transformation within Human Resource Management (HRM). The primary objective is elucidating the multifaceted interplay among technological systems, HR processes, and organisational structures (Latour, 2005). A qualitative research approach is advocated to evaluate the pertinence of ANT in the context of HRM's digital evolution (Orlikowski & Scott, 2008). This will entail an in-depth thematic analysis of secondary data from existing literature (Braun & Clarke, 2006) and primary data obtained through a survey distributed to HR professionals via the UKHR subreddit. The survey is meticulously designed to capture nuanced perceptions and experiential insights into the digital transformation within the HR domain (Dillman et al., 2014). By rigorously applying ANT concepts, the research endeavours to unveil underlying patterns and networks that significantly influence the operational and cultural transitions within HR (Boudreau & Robey, 2005). The anticipated outcomes encompass a more profound theoretical comprehension of ANT in the context of HRM and valuable insights into the ramifications of digital transformation on HR practices. This research can potentially furnish HR practitioners with strategic frameworks for adeptly managing digital change while enriching the scholarly discourse on the transformation of HRM.

Introduction

The profound integration of digital technologies increasingly characterises the evolving landscape of HRM, a pivotal change reshaping operational processes and significantly influencing organisational culture, thus redefining strategies for workforce engagement. The proposed research, entitled "The Role of Actor-Network Theory in the Digital Transformation of HRM: A Qualitative Study," aims to explore, with a degree of circumspection, the pertinence and application of ANT in understanding the nuances of digital transformation within HRM practices.

The pertinence of this study lies in the escalating pervasiveness of digital tools and platforms in the realm of HRM (Strohmeier, 2007). Such phenomena necessitate a comprehensive examination of the technological shifts and their broad implications for HR practices. The digitisation of HRM poses a spectrum of opportunities for innovation while concurrently presenting various challenges for effective implementation (Bondarouk & Ruël, 2013). Therefore, it is a critical area of research that warrants attention from scholars and practitioners in the field.

Despite the widely recognised centrality of technology in contemporary HRM, there appears to be a notable gap in the literature concerning applying ANT to this evolving phenomenon. ANT offers a distinctive perspective focusing on the complex interplay between human and non-human actors (Latour, 2005), which could be instrumental in investigating the socio-technical facets of HRM’s digital transformation. This study aims to bridge this gap by elucidating the role of ANT within the context of HRM in the digital age.

The research is anticipated to uncover valuable insights into how ANT can dissect and interpret the intricate network of relationships and interactions that characterise the digital transformation of HRM (Orlikowski & Scott, 2008). By doing so, the study aspires to contribute to a more nuanced understanding of the digital HRM landscape, emphasising the interdependencies between technology, organisational actors, and HRM processes.

The genesis of interest in this research emanates from a personal intrigue with the intersection of technology and human-centric disciplines and the strategic importance of digital transformation for HR professionals and organisations (Marler & Parry, 2016). The study holds the potential to offer actionable insights and strategic frameworks that can adeptly guide HR practitioners through the complexities of digital change, thereby enhancing the efficacy of HRM in the digital era (Ruël et al., 2004).

Preliminary forays into the existing body of literature suggest that while ANT has been employed in various organisational contexts (Law & Hassard, 1999), its specific applications for digital HRM still need to be explored. This research will thoroughly review pertinent literature and research studies on ANT, digital transformation, and HRM (Boudreau & Ramstad, 2007; Manuti & Palma, 2018) to establish a robust theoretical foundation for the study. The literature review is intended to inform the rationale for the project, illustrating how ANT could be leveraged to gain a richer understanding of the dynamics at play in digital HRM.

The primary objectives of this research are to (1) analyse, with a measure of caution, the applicability of ANT in the context of the digital transformation of HRM (Venters & Whitley, 2012), (2) uncover how ANT can potentially elucidate the socio-technical processes of digitalisation within the HRM field (Orlikowski, 2007), and (3) aim to provide theoretical insights and practical guidance for HRM academics and practitioners navigating the complexities of digital transformation (Marler & Parry, 2016).

Employing a robust qualitative research design, this study will utilise thematic analysis of secondary data from industry reports and academic literature (Braun & Clarke, 2006), complemented by primary data collected from HR professionals through online surveys. This comprehensive approach thoroughly examines ANT’s relevance to digital HRM (Orlikowski & Scott, 2008).

In sum, this research proposal is dedicated to harnessing ANT to uncover ground-breaking insights into the complexities of digital HRM. The aim is to foster a richer academic discourse and equip practitioners with the tools to manage digital transitions effectively (Ruël et al., 2004). The findings of this study will be interpreted within the context of the collected data, with an acknowledgement of the inherently exploratory nature of the qualitative inquiry (Walsham, 1997, pp. 466-480).

This inquiry may also serve as fertile ground for future research, laying the groundwork for longitudinal studies that can track the evolution of HRM digital transformation over time. Additionally, it could open avenues for comparative analyses across different sectors or geographical regions, thereby enriching the understanding of digital HRM practices in diverse contexts.

Moreover, the study examines the dynamic interactions within the HRM domain and how these might be reconfigured through digital means. The research will strive to articulate how these entities contribute to or impede the digital transformation by identifying the critical human and non-human actors and their roles in these networks (Latour, 2005).

The methodology is designed to include a range of perspectives, ensuring that the voices of those at the forefront of HRM digital transformation are heard. This inclusivity is critical for capturing the multifaceted reality of the digital HRM arena, where practitioners’ experiences and insights are invaluable (Strohmeier, 2007).

It is important to note that the research will approach the application of ANT to digital HRM with a level of criticality, recognising that while the theory may offer profound insights, it is not without its limitations (Law & Hassard, 1999). The research will thus engage with ANT critically, examining its capacity to illuminate the complexities of digital HRM while also considering alternative theoretical frameworks that may complement or contest its findings (Walsham, 1997).

In conclusion, this research proposal is an invitation to delve deeply into the role of ANT in the digital transformation of HRM. The endeavour is to uncover, with a balanced sense of inquiry, the multifarious ways ANT can inform and enrich our understanding of the digital shifts occurring within the HRM discipline and, ultimately, to contribute a meaningful dialogue to the scholarly community. By engaging with the work of Latour (2005) and the insights of Orlikowski and Scott (2008) into the socio-materiality of organisational practices, this study will delineate the complex interplay between human and technological actors. Furthermore, the critical perspective Walsham (1997) offers will ensure a nuanced engagement with theoretical constructs. This study aspires to provide a valuable resource for HRM professionals navigating the digital landscape, drawing on Boudreau and Ramstad's strategic human capital insights (2007) and the practical implications of digitalisation in HRM identified by Bondarouk and Ruël (2013).

Method

This study adopts an exploratory qualitative research methodology, well-suited to elucidate the intricacies of digital transformation within HRM, examined through the theoretical prism of ANT. According to Fenwick (2010), ANT provides a robust framework for understanding the complex, networked relationships characterising contemporary organisational phenomena. This methodological approach facilitates a granular investigation into the dynamic interrelationships among human agents, technological entities, and the emergent sociotechnical assemblages underpinning HRM practices (Latour, 2005).

The research will deploy a structured questionnaire administered to HR practitioners to acquire primary data. Before full-scale dissemination, a pilot trial will be conducted with a select cohort of HR professionals to ascertain the instrument’s efficacy and intelligibility. This aligns with Teijlingen and Hundley's (2002) recommendations, which emphasise the importance of pilot studies in refining survey instruments. Feedback from this preliminary phase will guide any imperative refinements.

The participant selection for the survey will be executed through purposive sampling, deliberately seeking a heterogeneous composite of viewpoints reflective of variegated organisational scales, industry sectors, and levels of engagement with digital transformation endeavours. This sampling strategy is advocated by Patton (2015), as it allows for a nuanced understanding of the phenomenon under study. The survey will be propagated via the UKHR subreddit alongside other professional networking platforms, thus ensuring a comprehensive reach to HR specialists. The instrument will amalgamate fixed-response and open-ended queries, yielding quantitative and rich qualitative insights, a dual approach that Creswell and Creswell (2018) argue provides a more complete understanding of research questions.

Ancillary qualitative techniques, such as semi-structured interviews or focus groups, may be instituted to triangulate findings and deepen conceptual comprehension. These interactive forums will serve as conduits for participants to articulate their experiences and insights, fostering a more profound thematic exploration (Krueger & Casey, 2014).

An expansive survey of secondary sources will be undertaken to corroborate the primary data acquisition. This will encompass scrutiny of scholarly articles, sector-specific reports, and pertinent case studies, emphasising contemporary literature delineating ANT applications within digital transformation in HRM contexts (Mitev & Venters, 2009).

The analytical phase will engage thematic analysis as its core strategy, harnessing qualitative data analysis tools like NVivo to systematically catalogue and encode the data. This systematic approach is anticipated to unveil salient ANT-centric motifs and configurations manifest in the narratives of HR professionals (Braun & Clarke, 2006). Through this analysis, the research aims to contribute to the theoretical and practical understanding of digital transformation in HRM, as suggested by the intellectual insights of ANT scholars.

To uphold analytical rigour and credibility, the study will implement verification techniques, including participant validation, whereby respondents will be invited to audit the interpretive renderings of their input. This reflects Morrow's (2005) emphasis on the importance of participant validation as a strategy to ensure credibility in qualitative research. Audit trails will also be created to chronicle the analytical process, as Lincoln and Guba (1985) recommended, enhancing the research's transparency and replicability. Furthermore, a reflexivity statement will be crafted to transparently declare the researcher’s subjective lens and its potential impact on the study. Reflexivity is critical to qualitative research, as it acknowledges the researcher's influence on the research process and outcomes (Berger, 2015).

The research will be firmly anchored in ethical principles, encompassing the procurement of informed consent from all contributors, assuring confidentiality, and preserving the right of participants to withdraw at any point. These ethical considerations are aligned with the guidelines provided by the British Psychological Society (2018). Institutional ethical clearance will be pursued before the initiation of data collection activities.

The research will be systematically phased over six months, encapsulating the following stages, with timing that is reflective of the recommendations by Punch (2013) for managing research projects efficiently:

  • April 2024: Refinement of research design, pilot survey implementation, and acquisition of ethical endorsements.
    Initial Phase
  • May 2024: Execution of primary data collection—survey—coupled with the onset of secondary data gathering.
    Data Collection Phase
  • June 2024: Commencement of thematic analysis employing qualitative data analysis software.
    Analytical Phase
  • July 2024: Elaborating findings within the ANT paradigm and drafting the preliminary research report.
    Interpretation Phase
  • August 2024: Critical review and enhancement of the research report, integrating evaluative feedback from academic supervisor.
    Refinement Phase
  • September 2024: Completion of the research report and preparation for submission, which includes formulating a strategy for disseminating findings.
    Finalisation Phase

The research proposal acknowledges that some potential limitations and constraints may arise during the study. It is crucial to pre-emptively identify such limitations and establish contingency plans to mitigate their impact. These considerations align with the advice of Maxwell (2012), who notes the importance of anticipating research challenges.

In the event of lower-than-expected survey participation, additional outreach efforts will be made to engage HR professionals through alternative channels. To counteract potential biases, the research will employ triangulation, which is consistent with Denzin's (2009) concept of using multiple methods to establish validity in qualitative research. Accessibility of secondary sources will be ensured by preliminary investigations into available databases and repositories relevant to the study’s scope.

Furthermore, the study will maintain a contingency timeline, allowing adjustments in the research schedule to accommodate unforeseen delays or challenges, as suggested by Robson and McCartan (2015).

The proposed research for this exploratory qualitative study, grounded in ANT, provides a robust framework for understanding the complexities of digital transformation in HRM. By integrating a diverse set of data collection methods, employing rigorous analytical techniques, and adhering to ethical standards, the research aims to contribute valuable insights into the sociotechnical landscapes of contemporary HR practices. The outlined timeline and consideration of potential limitations demonstrate the study’s preparedness to navigate the research process with academic integrity and methodological precision.

Discussion

Qualitative methods, such as structured questionnaires, align with the interpretivist approach, which posits that reality is socially constructed (Creswell, 2012). By incorporating semi-structured interviews or focus groups, the research taps into the subjective meanings that HR practitioners assign to digital transformation, resonating with the work of Denzin and Lincoln (2017), who advocate for qualitative research to achieve a deep understanding of participants' perspectives.

The qualitative approach's emphasis on depth and context is supported by the argument from Baxter and Jack (2015) that it allows for a more comprehensive understanding of the research context. However, the potential biases introduced through self-reported data are acknowledged as a limitation, consistent with the cautions raised by Podsakoff et al. (2003) regarding common method biases in behavioural research.

The use of reflexivity and participant validation to counter the subjectivity of thematic analysis aligns with the recommendations of Braun and Clarke (2006), who argue for the importance of researcher self-awareness in the analysis process. This approach is designed to enhance the credibility and trustworthiness of the research findings.

Furthermore, the study's aim to provide empirical evidence that can either support or challenge prevailing assumptions about digital transformation in HRM reflects the goal of qualitative research to contribute to theory building (Corbin & Strauss, 2015). The potential of this research to guide HR professionals and inform policymakers underscores the practical significance of research, as advocated by Rynes, Giluk, and Brown (2007), who highlight the importance of translating research findings into practice.

The novel application of ANT within the digital transformation of HRM contributes to the body of knowledge by potentially refining or expanding ANT's propositions, as suggested by Callon (1986, pp. 196-233), who emphasises the theory's adaptability to various contexts. The study's ability to identify ANT-centric motifs and configurations may open up new avenues for scholarly inquiry, consistent with the dynamic nature of organisational research emphasised by Pettigrew (1990).

In conclusion, embedding ANT into exploring HRM's digital transformation enriches the research with a masterful theoretical perspective that is well-justified and resonates with existing scholarly work. The research design is carefully crafted to yield intellectually profound and pragmatically relevant insights, offering a comprehensive examination of the interplay between human and technological agents within the digital milieu of HRM.

Ethics

The ethical framework of this study is of critical importance, particularly in applying ANT to explore the digital transformation within HRM. In this domain, ethical considerations are often as complex as they are crucial (Latour, 2005). The safeguarding of confidentiality is paramount—thus, all survey data collected from HR professionals via the UKHR subreddit will be anonymised. This step, informed by the guidelines posited by Saunders, Lewis, and Thornhill (2023), removes personal identifiers, effectively mitigating the risk of unauthorised disclosure of sensitive information, aligning with the Data Protection Act (2018).

Informed consent is a cornerstone of the study's ethical approach. It will be meticulously obtained to ensure that all participants comprehensively understand the study's objectives, the voluntary basis of their participation, and how their data will be used (Kitchener & Kitchener, 2008, pp. 5-22). This process not only fulfils ethical obligations but also reinforces the research process's transparency and trustworthiness, as noted by Eynon, Fry, and Schroeder (2009, pp. 19-37).

In recognising the potential for bias, this study will implement a systematic process for its identification and mitigation. Potential sources of bias will be rigorously examined, and strategies will be employed to reduce their influence on the research outcomes (Flick, 2018). This proactive stance, informed by the work of Maxwell (2012), is vital in preserving the objectivity and reliability of the study's findings.

Finally, the study will seek ethical approval from the assigned academic supervisor. This step is a procedural necessity and an assurance that the study adheres to established ethical standards outlined by the British Educational Research Association (2018). It underlines the commitment to conducting ethically sound research and that the study's contributions to the field of HRM are built on a foundation of ethical rigour.

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MSc Human Resource Management
Deepen your understanding of Human Resource Management and its role in the organisational psychology of modern workplaces.
University of London
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