Lost in translation? An actor-network approach to HRIS implementation

Available evidence suggests that the adoption of IT-enabled Human Resource Information Systems (HRIS) has not produced the widely predicted transformation of Human Resources (HR) to a strategic business partner. We examine the relationship between HRIS and the HR function by applying actor-network theory (ANT) to an HRIS implementation project. The focus on how actor networks are formed and reformed during implementation may be particularly well suited to explaining why the original aims of the HRIS can be displaced or lost in translation. We suggest that the approach afforded by ANT enables us to better understand the ongoing and contingent process of HRIS implementations.

•Actor network theory used to explain how executives shape and are shaped by HRIS.•Longitudinal case study following the selection and implementation of HRIS.•HRIS strategic functionality forfeited to expedite corporate strategic goals.•Processes of translation in the actor networks shown to be ongoing and contingent.•Actor network theory reveals a more nuanced view of the value of HRIS.