Document Type : Original Article
Authors
1
Director General of Human Capital Development, University of Science and Culture, Tehran, Iran. Kolahi@usc.ac.ir
2
Deputy Head of Marketing Department, Comprehensive Banking Management, Deputy Head of Branches, Bank Dey, Tehran, Iran. Sofiabadi.j@bank-day.ir
3
school of business studies PNG University of Techonolgy full professor, Lae, Morobe, Papua New Guinea. valmohammadi@yahoo.com
10.22075/mmsd.2025.38799.1017
Abstract
Background and Objectives: The present study was conducted based on the paradigm of pragmatism and with an inductive-deductive approach. In order to achieve the research objective, a mixed exploratory design (qualitative-quantitative) was used. This research is applied-developmental in terms of purpose and explains the role and function of digital transformation in sustainable human resource management. Based on the data collection method, the research was non-experimental (descriptive) and was conducted using a cross-sectional survey method. The population of participants in the qualitative section included senior managers in the human resources and information technology fields of the Acecr. Sampling was purposefully conducted and theoretical saturation was achieved after conducting 13 interviews.
Materials and Methods: The statistical population of the quantitative section was also composed of managers and experts of the Acecr. Considering the effect size and power of the test, the sample size was estimated at 140 people and sampling was carried out using a simple random method. Semi-structured interviews and a researcher-made questionnaire were used to collect data.
Results: Qualitative data were analyzed using the content analysis method and MAXQDA software, and the relationships between the identified factors were examined using the fuzzy DEMATEL method. In the quantitative section, the questionnaire data were analyzed using confirmatory factor analysis and LISREL software.
Conclusion: The results of the study showed that digital technology infrastructure, digital leadership, and digital culture, as the main functions of digital transformation, affect the dimensions of digital recruitment and hiring, digital training and development, digital performance management, and digital human resource retention. These dimensions, in turn, improve the economic, social, and environmental performance of the organization and ultimately lead to the realization of sustainable human resource management.
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