Abstract
This chapter aims to discuss the negative and positive aspects connected to the cultural turn toward the cognitive intelligence era in organizations. The opportunities granted by technology-based people management practices (e.g. Watson, big data, etc.) are critically analysed in the attempt to redefine the role of human resource management as an organizational strategic asset. The authors see positively the affordances granted by technology as long as HRM practices would succeed in integrating them within the organizational vision. An concrete example is given by organizational network analysis, that might support organizations in investigating informal network and in planning adequate HRM practices.
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Manuti, A., de Palma, P.D. (2018). The Cognitive Technology Revolution: A New Role of HR Practices?. In: Digital HR. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-60210-3_3
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DOI: https://doi.org/10.1007/978-3-319-60210-3_3
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