Empowering Digital Transformation in Human Resource Management: Overcoming Barriers and Treating Paradoxes in the Manufacturing Sector
Empowering Digital Transformation in Human Resource Management: Overcoming Barriers and Treating Paradoxes in the Manufacturing Sector

Summary/Abstract: Purpose: This paper investigates the multifaceted barriers to digitalization of the HRM and explores the paradoxes that arise between technological advancement and organizational culture. Design/methodology/approach: Based on semi-structured interviews with HR directors from manufacturing firms, this qualitative inquiry employs thematic analysis to identify recurring themes and construct a typology of integration barriers. The Critical Incident Technique (CIT) anchors narratives in real events, while thematic analysis enables abstraction across cases of digitalization of the HRM. Findings: The findings reveal three critical areas related to (1) organizational resistance rooted in cultural inertia; (2) misalignment between digital strategy and HRM processes; and (3) deficiencies in digital competencies across workforce levels. Furthermore, the paper introduces a strategic framework to guide ICT implementation by aligning digital skill development with talent management initiatives. By illuminating the underexplored paradoxes of digital HRM, this paper contributes to both theoretical understanding and practical approaches to fostering digital resilience in the manufacturing sector. Research limitations/implications: The paper is context-bound and may not be generalizable across sectors. Although purposefully selected for their

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