DEVELOPING STRATEGIC HUMAN RESOURCE MANAGEMENT IN SERVICE ENTERPRISES UNDER THE CONDITIONS OF THE DIGITAL ECONOMY
Abstract
This article examines the development of strategic human resource management (SHRM) in service enterprises under the conditions of the digital economy. Drawing on the resource-based view, the ability–motivation–opportunity framework, and contemporary research on electronic and algorithmic HRM, the study synthesizes how digital technologies reposition the human resource function from an administrative support unit into a strategic partner that shapes competitive advantage. The methodology is based on a structured review and conceptual synthesis of recent international scholarship (2013–2025). The analysis identifies the principal drivers of digital transformation in service-sector HRM — the intangibility and labour intensity of services, the decisive role of customer-facing employees, and the spread of HR information systems, people analytics, and artificial intelligence. On this basis, the article proposes an integrated framework for the strategic development of HRM in service enterprises, structured around five interrelated directions: digitally enabled talent acquisition, adaptive learning and reskilling, data-driven (analytics-based) decision-making, agile and inclusive organizational culture, and ethical governance of HR technologies. The study concludes that the strategic value of HRM in the digital economy depends less on the technologies themselves than on the alignment between human capital, digital capabilities, and organizational strategy.
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