|
Volume 13, Issue 3 (March 2026), Pages: 153-163
----------------------------------------------
Original Research Paper
Empowering strategic HRM through IT innovation: Evidence from SMEs in Kosovo during the COVID-19 pandemic
Author(s):
Blerim Dragusha *
Affiliation(s):
Faculty of Economy, University of Prishtina, Pristina, Kosovo
Full text
Full Text - PDF
* Corresponding Author.
Corresponding author's ORCID profile: https://orcid.org/0000-0002-9097-5041
Digital Object Identifier (DOI)
https://doi.org/10.21833/ijaas.2026.03.015
Abstract
The COVID-19 pandemic created major challenges for small and medium-sized enterprises (SMEs) in managing their human resources strategically, particularly under conditions of uncertainty and disruption. This study examines the impact of information technology on strategic human resource management (SHRM) in SMEs in Kosovo during the pandemic. The crisis forced many SMEs to modify their strategic approaches, especially by integrating information technologies into HR functions. The research investigates how digital tools support employee retention, talent acquisition, and the adoption of remote working practices at both national and international levels. It also analyzes the role of organizational culture, information culture, and remote communication norms in maintaining business continuity. In addition, the study considers the wider macroeconomic and institutional environment, including social, legal, and technological factors, as important external drivers influencing SME resilience. Empirical data were collected from HR managers through a longitudinal survey of 305 SMEs conducted during the COVID-19 pandemic. The findings demonstrate that IT-enabled SHRM functions as an important strategic tool for sustaining economic performance during periods of systemic disruption. The results indicate that IT-enabled SHRM is not only a supportive mechanism but also a strategic capability that enables SMEs to respond rapidly to external changes and maintain performance. Overall, the study highlights the importance of digital transformation in HRM during crisis situations and provides practical recommendations for SME managers, HR professionals, and policymakers seeking to enhance organizational agility and resilience through technology-driven HRM practices.
© 2026 The Authors. Published by IASE.
This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/).
Keywords
Strategic human resource management, SMEs, COVID pandemic, Digital transformation, HR technology
Article history
Received 6 November 2025, Received in revised form 2 March 2026, Accepted 11 March 2026
Acknowledgment
No Acknowledgment.
Compliance with ethical standards
Ethical considerations:
Informed consent was obtained from all participants prior to their involvement in the study. Participation was voluntary, and anonymity and confidentiality of responses were fully assured.
Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. Citation:
Dragusha B (2026). Empowering strategic HRM through IT innovation: Evidence from SMEs in Kosovo during the COVID-19 pandemic. International Journal of Advanced and Applied Sciences, 13(3): 153-163
Permanent Link to this page
Figures
No Figure
Tables
Table 1
Table 2
----------------------------------------------
References (32)Allen DG, Bryant PC, and Vardaman JM (2010). Retaining talent: Replacing misconceptions with evidence-based strategies. Academy of Management Perspectives, 24(2): 48-64. https://doi.org/10.5465/AMP.2010.51827775 [Google Scholar] Barney JB (2004). Introduction: William Ouchi's theory Z: How American business can meet the Japanese challenge. Academy of Management Perspectives, 18(4): 106-107. https://doi.org/10.5465/ame.2004.15268703 [Google Scholar] Baron RM and Kenny DA (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6): 1173-1182. https://doi.org/10.1037//0022-3514.51.6.1173 [Google Scholar] PMid:3806354 Becker BE and Huselid MA (2006). Strategic human resources management: Where do we go from here? Journal of Management, 32(6): 898-925. https://doi.org/10.1177/0149206306293668 [Google Scholar] Bondarouk T, Harms R, and Lepak D (2017). Does e-HRM lead to better HRM service? The International Journal of Human Resource Management, 28(9): 1332-1362. https://doi.org/10.1080/09585192.2015.1118139 [Google Scholar] Cooper DR and Schindler PS (2014). Business research methods. 12th Edition, McGraw-Hill, New York, USA. [Google Scholar] Deng C, Li H, Wang Y, and Zhu R (2024). The double-edged sword in the digitalization of human resource management: Person-environment fit perspective. Journal of Business Research, 180: 114738. https://doi.org/10.1016/j.jbusres.2024.114738 [Google Scholar] Dragusha B and Prenaj V (2021). The role of social networks as a tool for an effective recruitment process in the enterprises in Kosovo. Journal of Eastern European and Central Asian Research, 8(3): 384-394. https://doi.org/10.15549/jeecar.v8i3.696 [Google Scholar] Dragusha B, Josimovski S, and Jovevski D (2019). Impact of e-recruitment strategies in enterprises of the Republic of Kosovo. ILIRIA International Review, 9(2): 119-135. [Google Scholar] Groysberg B, Lee J, Price J, and Cheng J (2018). The leader’s guide to corporate culture. Harvard Business Review, 96(1): 44-52. [Google Scholar] Gueutal HG and Stone DL (2005). Introduction to the brave new world of e-HR. In: Gueutal HG and Stone DL (Eds.), The brave new world of eHR: Human resources management in the digital age: 15-19. Jossey-Bass, San Francisco, USA. [Google Scholar] Hayes AF (2018). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. 2nd Edition, The Guilford Press, New York, USA. [Google Scholar] Hendrickson AR (2003). Human resource information systems: Backbone technology of contemporary human resources. Journal of Labor Research, 24(3): 381-394. https://doi.org/10.1007/s12122-003-1002-5 [Google Scholar] Jackson SE, Schuler RS, and Jiang K (2014). An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1): 1-56. https://doi.org/10.5465/19416520.2014.872335 [Google Scholar] Jenkins H (2006). Small business champions for corporate social responsibility. Journal of Business Ethics, 67: 241-256. https://doi.org/10.1007/s10551-006-9182-6 [Google Scholar] Kanter RM (2003). Challenge of organizational change: How companies experience it and leaders guide it. Simon and Schuster, New York, USA. [Google Scholar] Kiesler S, Siegel J, and McGuire TW (1984). Social psychological aspects of computer-mediated communication. American Psychologist, 39(10): 1123–1134. https://doi.org/10.1037/0003-066X.39.10.1123 [Google Scholar] Lippert SK and Swiercz PM (2005). Human resource information systems (HRIS) and technology trust. Journal of Information Science, 31(5): 340-353. https://doi.org/10.1177/0165551505055399 [Google Scholar] Manroop L, Zheng H, Malik A, Milner M, Schulz E, and Banerji K (2025). Human resource management in times of crisis: Strategies for a post COVID-19 workplace. Organizational Dynamics, 54(1): 101060. https://doi.org/10.1016/j.orgdyn.2024.101060 [Google Scholar] Marler JH and Fisher SL (2013). An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1): 18-36. https://doi.org/10.1016/j.hrmr.2012.06.002 [Google Scholar] Marler JH and Parry E (2016). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19): 2233-2253. https://doi.org/10.1080/09585192.2015.1091980 [Google Scholar] Millar CC, Chen S, and Waller L (2017). Leadership, knowledge and people in knowledge-intensive organisations: implications for HRM theory and practice. The International Journal of Human Resource Management, 28(2): 261-275. https://doi.org/10.1080/09585192.2016.1244919 [Google Scholar] Oleš T (2024). Superstar firms and labor share decline: The role of digitalization in France, Germany, Italy, and Spain. Ekonomický Časopis/Journal of Economics, 72(9-10): 419-439. https://doi.org/10.31577/ekoncas.2024.09-10.01 [Google Scholar] Parry E and Tyson S (2011). Desired goals and actual outcomes of e‐HRM. Human Resource Management Journal, 21(3): 335-354. https://doi.org/10.1111/j.1748-8583.2010.00149.x [Google Scholar] Rogers DL (2016). The digital transformation playbook: Rethink your business for the digital age. Columbia University Press, New York, USA. https://doi.org/10.7312/roge17544 [Google Scholar] Saunders M, Lewis P, and Thornhill A (2016). Research methods for business students. 8th Edition, Pearson Education, Harlow, UK. [Google Scholar] Selvan VT (2015). Study on role of technology in human resource management. International Journal of Applied Research, 1(7): 472-475. [Google Scholar] Shahiduzzaman M (2025). Digital maturity in transforming human resource management in the post-COVID era: A thematic analysis. Administrative Sciences, 15(2): 51. https://doi.org/10.3390/admsci15020051 [Google Scholar] Silva MSA and Lima CGS (2017). The role of information systems in human resource management. In: Pomffyova M (Ed.), Management of information systems: 113-126. IntechOpen, London, UK. https://doi.org/10.5772/intechopen.79294 [Google Scholar] Sisman-Ugur S and Kurubacak G (2019). Handbook of research on learning in the age of transhumanism. IGI Global, Hershey, USA. https://doi.org/10.4018/978-1-5225-8431-5 [Google Scholar] Stone DL, Deadrick DL, Lukaszewski KM, and Johnson R (2015). The influence of technology on the future of human resource management. Human Resource Management Review, 25(2): 216-231. https://doi.org/10.1016/j.hrmr.2015.01.002 [Google Scholar] - Tarutė A and Gatautis R (2014). ICT impact on SMEs performance. Procedia - Social and Behavioral Sciences, 110: 1218-1225. https://doi.org/10.1016/j.sbspro.2013.12.968 [Google Scholar]
|