Purpose This paper examines how digital transformation (DT) is reshaping human resource (HR) management across organizations of diverse sizes and sectors. Grounded in resource-based view and dynamic capabilities theory, it addresses three research questions: what is the current state of research on DT in HR; what challenges organizations face when implementing digital technologies in this field; and what gaps remain in the academic literature requiring further exploration. Design/methodology/approach A systematic literature review was conducted following PRISMA guidelines. The search string was applied to Web of Science in April 2026, retrieving 418 publications spanning 2015–April 2026. Following a two-pass screening process and thematic analysis using Braun and Clarke (2006) six-step procedure, 60 empirically grounded studies were retained. Findings Thematic synthesis of the 60 retained studies reveals five dimensions through which DT is reshaping human resources: people analytics, AI for talent management, process automation, digitalization of learning and cultural transformation. Cultural transformation emerges as the foundational enabling condition across all dimensions. Critical challenges are identified as mutually reinforcing barriers: cultural resistance, digital skills gaps, ethical and governance concerns and structural constraints. Practical implications Ethical data governance frameworks must precede analytics deployment. AI should be adopted through an augmentation logic, enhancing rather than replacing human judgment, with bias, transparency and consent governance as non-negotiable prerequisites. Automation implementation should begin incrementally with low-complexity, high-volume processes. Digital learning must be treated as a strategic capability driver, integrated with real work processes and designed inclusively to avoid techno-overload. Critically, cultural readiness assessment and resistance measurement must begin before technology deployment, not after. Originality/value The study proposes two practitioner-oriented tools: a cultural framework for DT in HR, structured around five strategic nodes and a five-phase implementation roadmap, providing an evidence-based architecture for responsible, effective and sustainable HR DT applicable across diverse organizational contexts.
Sekli et al. (Wed,) studied this question.