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<div class=Section1>
<p class=MsoNormal align=center style='margin-bottom:10.0pt;text-align:center;
line-height:115%'><b><span style='font-size:14.0pt;line-height:115%'>Call for
Papers<o:p></o:p></span></b></p>
<p class=MsoNormal style='text-align:justify'><b><span style='font-size:14.0pt'><o:p> </o:p></span></b></p>
<p class=MsoNormal align=center style='text-align:center'><b><span
style='font-size:14.0pt'>“</span></b><span style='font-size:14.0pt'>Realizing
the Strategic Potential of e-HRM<b>”</b><o:p></o:p></span></p>
<p class=MsoNormal align=center style='text-align:center'><b><span
style='font-size:14.0pt'><o:p> </o:p></span></b></p>
<p class=MsoNormal align=center style='text-align:center'><b><span
style='font-size:14.0pt'>Special Issue<o:p></o:p></span></b></p>
<p class=MsoNormal align=center style='text-align:center'><b><span
style='font-size:14.0pt'><o:p> </o:p></span></b></p>
<p class=MsoNormal align=center style='text-align:center'><b><i><span
style='font-size:14.0pt'>The Journal of Strategic Information Systems<o:p></o:p></span></i></b></p>
<p class=MsoNormal align=center style='text-align:center'><b><span
style='font-size:14.0pt'><o:p> </o:p></span></b></p>
<p class=MsoNormal align=center style='text-align:center'><b><span
style='font-size:12.0pt'>Guest Editors<o:p></o:p></span></b></p>
<p class=MsoNormal align=center style='text-align:center'><span
style='font-size:12.0pt'>David Grant, <i>The University of Sydney</i><o:p></o:p></span></p>
<p class=MsoNormal align=center style='text-align:center'><span
style='font-size:12.0pt'>Sue Newell, <i>Bentley University<o:p></o:p></i></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:14.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>There
is a growing body of work that shows the effective management of human resources
can make significant contributions to organisational performance and that human
resource related issues are central to the creation of sustainable competitive
advantage (see for example, Becker et al., 2001). There is also evidence that
many organisational strategies often fail because they do not address salient
people related issues (Cartwright & Cooper, 1996). Contemporary
organisational developments, such as the growth of knowledge based and
networked organisations, suggest that the strategic importance of human
resource related issues is likely to become more rather than less significant
in the future (Lawler & Mohrman, 2003).<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>In
this context the growing adoption and increasing sophistication of e-HRM
presents organisations and HR professionals with both challenges and
opportunities. The current generation of e-HRM systems includes, for example, </span><span
lang=EN-AU style='font-size:12.0pt'>Virtual HRM, </span><span style='font-size:
12.0pt'>Human Resource Information Systems,</span><span lang=EN-AU
style='font-size:12.0pt'> and Web-based HRM</span><span style='font-size:12.0pt'>
(</span><span lang=EN-AU style='font-size:12.0pt'>Strohmeier, 2007; 2009).
These </span><span style='font-size:12.0pt'>enable organizations to gather,
store and analyse workforce data and to increase the availability and flow of
this information. They also enable the automation and devolution of many
routine administrative and compliance functions traditionally performed by
corporate HR departments (</span><span lang=EN-AU style='font-size:12.0pt'>Bondarouk
</span><span style='font-size:12.0pt'>et al., 2009; Tansley et al., 2001). For
example, using some software applications employees can access many HR services
on a self-service basis and HR decision making can be devolved to line
management. Moreover, software such as Human Resource Information Systems can
also facilitate the outsourcing of HR (Tyson 2007). Critically, e-HRM systems
potentially provide HR professionals with opportunities to enhance their
contribution to the strategic direction of the firm (Kavanagh & Thite,
2009; Hussain et al., 2007). By automating and devolving many routine HR tasks
to line management, e-HRM can provide HR professionals with the time needed to
direct their attention towards HR projects that will affect profitability, and
thus, are strategic level tasks (Lawler & Mohrman, 2003) such as staff
development, talent management and targeted training programs. Some e-HRM
systems can also provide an opportunity for HR to play a more strategic role in
the organization where they are used to generate real time reports and metrics
on HR issues, including performance, workforce planning and skills profiles,
which in turn can be used to support strategic decision making (Jamrog &
Miles, 2004; Lawler et al., 2004). <o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>Despite
the ability of the technology to support new capabilities, evidence to date
suggests that relatively few organizations are moving beyond using e-HRM to
automate existing practices (Ngai & Wat, 2006). Thus, the potential of
e-HRM systems to assist organizations in meeting strategic objectives or to
generate data crucial to making informed strategic decisions is rarely
achieved. Further, e-HRM generally seems to have, at best, a benign impact on
the strategic role of the HR specialist; there is little evidence of the
technology increasing HR’s influence over business strategy. <o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>The
extent to which organizations use e-HRM systems to their full potential could
be attributed to, for example, effectiveness of change management practices,
whether e-HRM projects receive adequate resourcing and whether the
implementation and use of these systems is in itself regarded a strategic
priority etc. (Stone & Davis, 2009). At the same time, analysis based on
for example agency theory, SCOT or technology in practice might reveal the
often ‘unintended consequences’ of e-HRM systems on work and
organization that are associated with their implementation and subsequent
usage. These consequences might include the various ways in which different
organizational stakeholders and groups engage with, enact, subvert or avoid the
technology or its planned objectives and thus can undermine its anticipated
value to the HR function and organization more generally. For example, users
might find ways to work around system constraints in unexpected ways. They
might also maintain clandestine, alternative or legacy systems, selectively use
and switch off parts of the system according to their own needs or avoid using
the technology altogether (Boudreau & Robey, 2005; Dery et al., 2006).
Equally, users may also enact an e-HRM system in unintended ways that actually
enhance the anticipated benefits.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>For
this special issue of <i>JSIS</i>, papers are invited that examine attempts by
organizations to realize the strategic potential of e-HRM systems. They should
seek to explain the various outcomes associated with e-HRM systems (both
intended and unintended) and examine the implications of their findings for
theory and / or practice. Papers may be either theoretical or empirical in
focus and may be based on either quantitative or qualitative approaches. In
line with the transdisciplinary focus of <i>JSIS</i>, we welcome papers that
adopt approaches from one or more of a range of pertinent disciplines
including, but not confined to, information systems, HRM, management and
organization studies, and organizational communication. <o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>We
encourage submission of papers that consider the following sorts of issues: <o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoListParagraph style='text-align:justify;text-indent:-.25in;
mso-list:l0 level1 lfo1'><![if !supportLists]><span style='font-size:12.0pt;
font-family:Symbol'><span style='mso-list:Ignore'>·<span style='font:7.0pt "Times New Roman"'>
</span></span></span><![endif]><span style='font-size:12.0pt'>What evidence is
there that an e-HRM system can be used in ways that contribute to business
strategy? <o:p></o:p></span></p>
<p class=MsoListParagraph style='text-align:justify;text-indent:-.25in;
mso-list:l0 level1 lfo1'><![if !supportLists]><span style='font-size:12.0pt;
font-family:Symbol'><span style='mso-list:Ignore'>·<span style='font:7.0pt "Times New Roman"'>
</span></span></span><![endif]><span style='font-size:12.0pt'>What influences
whether organizations are able to use e-HRM strategically? In what ways can
e-HRM systems provide HR professionals with opportunities to enhance their
contribution to the strategic direction of the firm? What enables or prevents
them from making this contribution? <o:p></o:p></span></p>
<p class=MsoListParagraph style='text-align:justify;text-indent:-.25in;
mso-list:l0 level1 lfo1'><![if !supportLists]><span style='font-size:12.0pt;
font-family:Symbol'><span style='mso-list:Ignore'>·<span style='font:7.0pt "Times New Roman"'>
</span></span></span><![endif]><span style='font-size:12.0pt'>Why do some change
initiatives associated with the implementation of e-HR systems encounter
particular difficulties such as low prioritization, poor resourcing and user
resistance, such that the system is unable to fulfill its strategic potential? <o:p></o:p></span></p>
<p class=MsoListParagraph style='text-align:justify;text-indent:-.25in;
mso-list:l0 level1 lfo1'><![if !supportLists]><span style='font-size:12.0pt;
font-family:Symbol'><span style='mso-list:Ignore'>·<span style='font:7.0pt "Times New Roman"'>
</span></span></span><![endif]><span style='font-size:12.0pt'>What are some of
the unanticipated consequences of the introduction of e-HRM in the workplace
and how do organizations respond to them?<o:p></o:p></span></p>
<p class=MsoListParagraph style='text-align:justify;text-indent:-.25in;
mso-list:l0 level1 lfo1'><![if !supportLists]><span style='font-size:12.0pt;
font-family:Symbol'><span style='mso-list:Ignore'>·<span style='font:7.0pt "Times New Roman"'>
</span></span></span><![endif]><span style='font-size:12.0pt'>What role do
industry and firm characteristics play in influencing the relationship between
e-HRM and business strategy?<o:p></o:p></span></p>
<p class=MsoListParagraph style='text-align:justify;text-indent:-.25in;
mso-list:l0 level1 lfo1'><![if !supportLists]><span style='font-size:12.0pt;
font-family:Symbol'><span style='mso-list:Ignore'>·<span style='font:7.0pt "Times New Roman"'>
</span></span></span><![endif]><span style='font-size:12.0pt'>In what ways might
particular theories and approaches such as the focus on practices (of users,
managers, HR and IT professionals, or other stakeholders) SCOT, institutional
theory, technology-in-practice be used to explain what influences the
realization of e-HR’s strategic potential?<o:p></o:p></span></p>
<p class=MsoListParagraph style='text-align:justify;text-indent:-.25in;
mso-list:l0 level1 lfo1'><![if !supportLists]><span style='font-size:12.0pt;
font-family:Symbol'><span style='mso-list:Ignore'>·<span style='font:7.0pt "Times New Roman"'>
</span></span></span><![endif]><span style='font-size:12.0pt'>In what ways are
HR specialists harnessing new forms of ICT, such as social media, and to what
extent are such initiatives related to the business strategy? To what extent
might these be considered forms of e-HR and what implications do they have for
the strategic role of the HR function? <o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal><o:p> </o:p></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>To
be considered for publication, papers must be submitted electronically by
August 31st 2011. In line with JSIS convention, selected manuscripts
will be sent out for blind review. Authors are instructed to follow the Guide
for Authors and submission guidelines for the journal at the journal’s
website, </span><a href="http://www.elsevier.com/locate/jsis"><span
style='font-size:12.0pt'>http://www.elsevier.com/locate/jsis</span></a><span
style='font-size:12.0pt'> </span><span style='font-size:12.0pt;font-family:
"Cambria Math","serif"'>‐</span><span style='font-size:12.0pt'> choosing
"Special Issue: Strategy & e-HRM" as the paper type in the
online submission system.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'> <o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>Further
enquiries about the special issue can be directed to David Grant </span><a
href="mailto:david.grant@sydney.edu.au"><span style='font-size:12.0pt'>david.grant@sydney.edu.au</span></a><span
style='font-size:12.0pt'>) or Sue Newell (</span><a
href="mailto:snewell@bentley.edu).'"><span style='font-size:12.0pt'>snewell@bentley.edu</span></a><span
style='font-size:12.0pt'>)<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal><b><span style='font-size:12.0pt'><o:p> </o:p></span></b></p>
<p class=MsoNormal><b><span style='font-size:12.0pt'>References<o:p></o:p></span></b></p>
<p class=MsoNormal><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>Becker,
B., E.; Huselid, Mark, A. and Ulrich, Dave (2001). <i>The HR Scorecard: Linking
People, Strategy and Performance.</i></span> <span lang=EN-AU style='font-size:
12.0pt'>Boston:<i> </i>Harvard Business School Press.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span lang=EN-AU
style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span lang=EN-AU
style='font-size:12.0pt'>Bondarouk, T. Ruël, H. & van der Heijden, B.
(2009) e-HRM Effectiveness in a Public Sector Organization: A Multi-Stakeholder
Perspective<b>. </b><i>The International Journal of Human Resource Management</i>,
20(3): 578 - 590 <o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span lang=EN-AU
style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span lang=EN-AU
style='font-size:12.0pt'>Boudreau, M. & Robey, D. (2005). Enacting
Integrated Information Technology: A Human Agency Approach. <i>Organization Science</i>,
16(1): 3-18.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify;text-autospace:none'><span
style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify;text-autospace:none'><span
style='font-size:12.0pt'>Cartwright, S. and C. L. Cooper (1996). <i>Managing
Mergers, Acquisitions and Strategic Alliances: Integrating People and Cultures</i>,
Oxford, Butterworth-Heinemann.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span lang=EN-AU
style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span lang=EN-AU
style='font-size:12.0pt'>Dery, K. Hall, R. & Wailes, N. (2006) ERPs as
‘Technologies-in-Practice’: Social Construction, Materiality and
the role of Organisational Factors. <i>New Technology, Work and Employment</i>,
21(3): 229-241.<o:p></o:p></span></p>
<p class=NormalText style='text-align:justify;text-indent:0in;line-height:normal'><o:p> </o:p></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>Hussain,
Z, Wallace, J. & Cornelius, N. (2007). The Use and Impact of Human Resource
Information Systems on Human Resource Management Professionals. <i>Information
and Management</i>, 44: 74-89.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>Jamrog
J. & Miles, H. (2004). Building a Strategic HR function: Continuing the
Evolution. <i>Human Resource Planning</i>, 27(1): 51 – 63.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify;text-autospace:none'><span
style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify;text-autospace:none'><span
style='font-size:12.0pt'>Kavanagh, M. J. & Thite, M. (2009). The Future of
HRIS: Emerging Trends in HRM and IT. In M. J. Kavanagh, & M. Thite (Eds.), <i>Human
Resource Information Systems: Basics, Applications, and Future Directions</i>:
409-418. California: SAGE Publications Inc.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span lang=FR style='font-size:12.0pt'>Lawler, E. E. Levenson, A. & Boudreau, J.
(2004). </span><span style='font-size:12.0pt'>HR Metrics and Analytics: Use and
Impact. <i>Human Resource Planning</i> 27(4): 27-35.<o:p></o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'><o:p> </o:p></span></p>
<p class=MsoNormal style='text-align:justify'><span style='font-size:12.0pt'>Lawler,
E.E. & Mohrman, S.A. (2003). HR as a Strategic Partner: What Does it Take
to Make it Happen? <i>Human Resource Planning</i>, 26(3):15-24.<o:p></o:p></span></p>
<p class=TxBrp4 style='text-align:justify;line-height:normal'><o:p> </o:p></p>
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