The Technology Acceptance Model (TAM) was developed by (Davis, 1987) to explain the factors that influence individuals in accepting and using technology. The two main constructs in TAM are perceived usefulness (PU) and

perceived ease of use (PEOU). In the context of HRM, this model is used to explain how employees and organizations adopt digital systems such as ERP, AI, and IoT to support HR management processes. Based on previous research by Margherita & Braccini (2020), which confirms that the use of ERP and AI in HRM can improve workforce agility and strategic decision-making.

The Open Innovation Theory was introduced by (Chesbrough, 2003) and focuses on the idea that companies should not only rely on internal innovation but also open themselves up to external innovation. In the context of HRM, this theory suggests that organizations use external technology and ideas from outside to innovate their HR processes, including recruitment, training, and employee development. The use of digital technology, such as online learning platforms, AI-based recruitment systems, and data analytics tools, can accelerate innovation in HRM and improve workforce performance and productivity. (Foss et al., 2011) found that companies adopting open innovation in HRM, including the use of technology for training and recruitment, experienced improved employee performance.

The Task Technology Fit (TTF) Theory, introduced by (Goodhue & Thompson, 1995), states that technology will be more effective in improving performance if there is a fit between the tasks to be completed and the technology used. In the context of HRM, technologies such as ERP and AI can increase productivity if the systems are designed to support specific HR tasks, such as recruitment management, training, and performance evaluation. The higher the fit between the technology applied and the tasks in HRM, the greater the impact on workforce productivity.

This study adopts a quantitative bibliometric analysis approach to systematically examine the development and structure of scholarly research related to digital transformation in Human Resource Management (DT-HRM). Bibliometric analysis enables researchers to assess patterns, themes, and intellectual structures within a research field using quantitative indicators such as publication count, citation frequency, and keyword co-occurrence (Zupic & Čater, 2015). The method is especially suitable for understanding the evolution and thematic focus of research across large volumes of academic literature.

All bibliographic data were retrieved from the Scopus database—one of the world’s largest and most reputable abstract and citation databases for peer- reviewed literature. The following search query was used to extract relevant documents:

TITLE-ABS-KEY ("Digital Transformation" AND "Human Resource Management" AND "Artificial Intelligence" AND "Innovation" AND "Digital Technologies" AND "Digital Technologies" AND "Industry 4.0" AND "Strategy" AND "Data Analytics").

After cleaning for duplicates and filtering non-relevant articles, a total of 67 documents were selected for analysis.

Bibliometric analysis was conducted using the software VOSviewer (version 1.6.20), a specialized tool for constructing and visualizing bibliometric maps. The analysis included:

Keyword normalization and synonym merging were applied to improve the accuracy of co-occurrence mapping (e.g., combining "HRM" and "Human Resource Management"). Clustering techniques within VOSviewer were used to identify thematic groupings (e.g., clusters around AI, leadership, performance management, and strategic innovation).

The research process followed the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines to ensure transparency and replicability in data selection and analysis (Page et al., 2021). The four-phase flow included:

This study is limited to English-language documents indexed in the Scopus database. As such, relevant grey literature, regional publications, or practitioner reports may not be represented. Additionally, bibliometric techniques capture citation patterns but do not assess research quality or theoretical depth directly (Gaviria-Marin et al., 2019).

From the results of the annual publication trend analysis, there has been a significant increase in the number of documents discussing the topics of digital transformation, innovation, and human resource management (HRM). From 2008 to 2017, publication activity on this theme was relatively stagnant with very few documents, and in some years there were no publications at all. However, starting in 2019, there was a gradual increase, and a sharp surge was recorded in 2022, reaching its peak in 2024 with a total of 23 documents. This phenomenon shows that the issue of digital transformation in the context of HRM is gaining serious attention, especially after the pandemic, which has accelerated digitalization in various organizational sectors.

The increase in the number of publications reflects a paradigm shift in human resource management, from conventional systems to digital technology- based systems such as the use of artificial intelligence (AI), human resource information systems (HRIS), and data-driven recruitment platforms. These technologies enhance efficiency and foster innovation in HR decisions, employee growth, and productivity.

Meanwhile, the distribution of documents based on publication sources shows that research contributions are not concentrated in just one journal. Between 2022 and 2025, scientific sources published one to two documents per year. This indicates that the issues of digital transformation and human resource management are multidisciplinary and have attracted the attention of journals focused on technology, management, and organizational innovation. The diversity of sources also demonstrates that this research has a broad scope and cross-disciplinary relevance, both in academic and practical contexts.

Overall, the upward trend in publications and dissemination of sources indicates that this topic continues to evolve and has the potential to become a key focus in future HRM research. Some opportunities for further research could be directed toward the integration of digital technology in employee development

strategies, the use of big data in performance evaluation, and the transformation of work culture through technology. With increasing attention being paid to this theme, digital transformation in HRM can be seen as a strategic element that drives organizations to be more adaptive, innovative, and competitive in facing the challenges of the digital age.

In addition to tracing publication trends by year, author, and source, identifying institutional affiliations also provides important insights into the geographical and institutional distribution of research related to digital transformation in HR management. Based on the “Documents by Affiliation” graph, it is evident that institutional contributions to this topic are scattered and relatively evenly distributed. Most institutions contribute only one document, except for Linköpings Universitet, which has two documents and is the institution with the highest contribution in this data.

The presence of institutions from various countries and backgrounds, such as Fundación Gaspar Casal (Spain), University Center of FEI (Brazil), NetrixLLC (technology corporation), and the Government of Punjab (Pakistan), shows that attention to the issue of digital transformation in human resources is not limited to academic institutions, but also involves government agencies, non- governmental organizations, and the private sector. This indicates that the urgency of digital transformation in HR management has transcended sectoral and geographical boundaries, reflecting its global and interdisciplinary nature. Interestingly, the participation of institutions such as Fuzhou Preschool Education College and NGOs funded by the UN signifies that this topic also has an important social dimension. Digital transformation in HR is not only focused on large corporate sectors but is also beginning to be applied in the contexts of education, public services, and sustainable development.

This situation presents opportunities for enhanced cross-institutional collaboration to strengthen research and the implementation of digital-based HRM practices. Diverse affiliations can spur comparative studies across countries and sectors, which are highly useful in shaping technology adoption strategies that are contextual, inclusive, and relevant to both local and global needs. Thus, although the distribution of institutional contributions does not yet indicate a strong concentration of research in a particular region or academic center, it does show that this topic has broad appeal and is an open area for

further exploration by any institution interested in innovation and HR development in the digital age.

The distribution of publications by country or region also provides an important overview of the centers of research activity related to digital transformation in human resource management. Based on the “Documents by Country or Territory” graph, it can be seen that China ranks highest with the largest number of documents, reaching more than 14 publications. It is followed by India with over 8 documents, and the United States with 6 documents. Other countries such as the United Kingdom, France, Italy, South Africa, Australia, Brazil, and Germany also contributed, albeit in smaller numbers.

The dominance of China and India in this publication reflects Asia's increasingly strong position as a center of innovation and digital transformation, including in the field of HRM. Technological advances, rapid digital economic growth, and the need to manage large-scale workforces are likely to be the main drivers of active research in these countries. Meanwhile, the presence of Western countries such as the United States, the United Kingdom, and France indicates that digital transformation in HRM is a global issue receiving attention across various policy and economic contexts.

The involvement of developing countries such as South Africa, Brazil, and India also suggests that the adoption of technology in human resource management is not exclusive to developed nations. Instead, these countries view digitalization as a strategic means to address structural challenges such as limited human resource infrastructure, high labor mobility, and the need to improve productivity and efficiency in the public and private sectors.

The relatively broad geographical distribution of publications reinforces the argument that the topic of digital transformation in human resources has evolved into a cross-border and cross-cultural issue. This opens up significant opportunities for international comparative studies and the development of HRM policies and practices that are contextually grounded yet aligned with global trends. In this context, cross-border collaboration, the exchange of best

practices, and the inclusive adaptation of technology are crucial in driving innovative and sustainable HRM advancements.

The first image shows that the terms “digital transformation” and “human resource management” have the highest density (intensity of discussion) compared to other terms. The bright yellow color in this area indicates that these two topics are the main focus of the analyzed document corpus. Other topics that appear relatively frequently, though not as intensely as the two main focuses, include “innovation,” “artificial intelligence,” and “information management,” marked by a light green color.

This shows that in the current research context, HR digitalization is most often discussed in the context of technological innovation and information management. Meanwhile, terms such as “leadership,” “decision making,” and “sustainable development” are in areas with lower density (blue-green color),

indicating that these topics have a contribution but are still limited in the literature.

In the network map, we can see the interconnecting relationships between topics. “Human resource management” and “digital transformation” occupy a central position and are the main nodes with many lines connecting to other concepts. For example, “HRM” is closely related to “strategic planning”, “enterprise resource planning”, and “leadership”, while “digital transformation” is strongly connected to “digital technologies”, ‘AI’, and “information management”. This shows that HRM topics are often discussed in terms of strategy and organization, while digital transformation is more often associated with technology and system infrastructure.

The color groups indicate different clusters. For example, the green cluster clusters planning and technology issues; the blue cluster emphasizes competition, innovation, and sustainability aspects; while the red cluster tends to emphasize advanced technology aspects such as AI and decision-making.

Integration between bibliometric analysis and content-based systematic reviews is essential to deepen the understanding of theories and empirical findings in the field of Digital Transformation in Human Resource Management (DT-HRM) (Zupic & Čater, 2015). Future research should focus on specific industry contexts or the public sector, including SMEs and the education sector, in order to provide more practical contributions (Meng et al., 2022). Furthermore, studies on the ethical, cultural, and social implications of AI and automation in HR functions are crucial to ensure the responsible implementation of technology.

HR professionals need to prioritize the enhancement of digital skills and adopt data-driven decision-making models to improve workforce planning and organizational performance. There must be strategic alignment between technology implementation and organizational values so that digital transformation can be accepted and executed inclusively. Open innovation strategies, including collaboration with external technology providers or startups, can effectively accelerate digital HR transformation.

Government agencies and universities should promote interdisciplinary research that integrates management, technology, and behavioral sciences within the HRM context. National digital transformation strategies must include the development of digital human resource competencies as a top priority. Regulations related to data privacy, AI ethics, and fairness in digital recruitment processes need to be strengthened to support a sustainable and equitable transformation (Gerstlberger & Prause, 2024).