Abstract:

Purpose: The article develops a conceptual framework explaining how family-oriented priorities and data-informed decisions interact during the digital transformation of human resource management (HRM) in family firms.

Design/methodology/approach: A critical literature review and deductive reasoning connect family business, digital transformation and HRM research. Socioemotional wealth, stewardship theory and the ability and willingness framework provide complementary analytical lenses.

Findings: The framework identifies family ability, willingness and priorities, and intergenerational configuration as influences on HR decisions. Three mechanisms may link digital technologies with changes in HR practices: formalisation of decision rules, development of digital and analytical competencies, and intergenerational knowledge transfer. Governance, organisational digital and dynamic capabilities, and relations between family and non-family employees condition these relationships. Reinforcing and constraining configurations may coexist across HR areas. Seven propositions guide empirical examination.