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This volume of Advanced Series in Management offers cutting-edge research from Human Resource Management professionals and academics, which engages with the potential opportunities and challenges of digitization in the workplace. Contributors introduce fresh evidence and innovative ideas on the changing work environment, to help business leaders' shift to the digital mind-set. The book suggests new ways of managing, organizing, and leading a positive social change towards a human-centered organization. For example, a collaboration between HRM and IT, adoption of design thinking, using integrated analytics, and developing new competences. The book explores this new world for HRM, developing critical insights about three main issues: HRM's new role in the 4.0 era New job and organization design for the smart economy New HRM tools and practices for digital organizations. HRM 4.0 For Human-Centered Organizations provides both researchers and professionals working in Human Resources Management, Organization Design and Organizational Behaviour with practical guidelines to turn the challenging scenario of Industry 4.0 into a successful transformation for the HRM domain.

PurposeThis study adopts the popular culture lens to investigate the collective understanding behind the human resources (HR) occupations.Design/methodology/approachThe empirical study analyzes 129 characters from 87 movies, television (TV) series, books and comics. The measurement model was tested using structural equation modeling and cluster analysis identified five HR representations in the popular culture.FindingsPopular culture reflects five HR representations: The Executor, the Hero, the Buddy, the Bore, and the Good-time person. Results suggest that public opinion pays scarce attention to the so-called HR "strategic position" while underlining the need for a more socially responsible HR approach.Originality/valueThe authors' study serves as a means for integrating past research on HR role and reputation, occupational image, self-identity and popular media. While most scholars have addressed popular culture as a single case and paid almost no attention to the HR domain, this article complements the literature by offering a fruitful way to distil HR summative popular culture representations, thus advocating for both a theoretical and a methodological contribution.

The article has a theoretical purpose. It develops a framework about the role of trust in e-government services. It focuses in particular on the initial stage of the relationship between a user and a public administration engaged in the provision of e-government services. In this context the authors aim to develop a theoretical framework showing the role played by different categories of "trust" in determining the user's behaviour when given the opportunity of accessing e-government services for the first time. Moving from different theoretical approaches seven hypothesis are deduced from the literature review concerning the concepts of political trust, the institutional approach to trust, trust in e-commerce and calculus based trust. The resulting path leads to a comprehensive model that demonstrates at the end how trust in experimenting e-government initiatives contribute to form and consequently increasing a thick concept of trust (that is trust which can be accumulated) in such services as well as in the public administration in general. On this bases a theoretical framework is developed and a sort of agenda of an upcoming empirical research project is proposed. The main positive aspect of the proposed framework is a processes approach to trust and the consideration of different theoretical perspective to the study of initial trust in egovernment initiatives.

Purpose– The purpose of this paper is to examine whether the organizational redesign opportunities currently offered by web-based technological innovations contribute to rebuilding and strengthening the employee-HR department relationship, rendering personnel management policy criteria more transparent, increasing perceived fairness and thus helping to instil trust in the HR department, albeit in a diverse virtual context.Design/methodology/approach– The authors designed a survey involving 526 Gen Y employees and tested the hypotheses using structural equation modelling analyses.Findings– The results confirm a positive relationship between relational e-HRM system adoption, procedural justice and trust in the HR department.Research limitations/implications– The results provide evidence that technology can support the development of institutional trust in virtual environments and thus contribute to the growing e-HRM literature, to the more consolidated strategic HRM research domain and to the debate on trust in technology-mediated relationships.Practical implications– The paper provides valuable and at times unexpected results on the new potential role of the HR department in the current fluid and insecure labour market, thereby forming the basis for defining some useful guidelines to design and implement the e-HRM architecture.Originality/value– The paper focuses on understanding how relational e-HRM could impact on the direct employee-HR department relationship, from the Gen Y employees perspective, that is almost neglected in the growing literature. Moreover it suggests some unexpected insights on the role of technology innovativeness in moderating the impact of e-HRM on trust in the HR department.