Reconceptualising competence supply in the digital HRM era: a sociotechnical and critical model with propositions for future research

This paper responds to fragmentation within the digital human resource management (HRM) literature and to limited theorisation of how digital technologies mediate HRM processes by repositioning competence supply as an integrated sociotechnical system spanning the in-flow, internal flow, and out-flow of human capabilities. Drawing on professional competence theory, sociotechnical systems theory, and critical HRM, the paper argues that digital HRM technologies, such as artificial intelligence, analytics, automation, and virtual human resource development tools, do more than increase efficiency; they actively shape how organisations attract, develop, retain, and renew competence. The paper develops a conceptual model that integrates digital dynamics across the three flows and highlights the recursive feedback loops that connect competence acquisition, everyday work and learning, and knowledge exit. The model also clarifies the ethical, relational, and governance challenges that arise when digital systems redistribute expertise and mediate HR decisions. Six propositions identify core mechanisms through which digitalisation influences the supply of competence and outline avenues for future empirical research. The paper concludes that responsible digital HRM requires sociotechnical alignment, interpretive competence, and strong ethical governance to support organisational adaptability and positive employee experience.