Strategic Human Resource Management, Innovation, and Social Dialogue in the Fourth Industrial Revolution: The Case of Greek Pharmaceutical Multinationals

This study examines how strategic human resource management (SHRM) practices in pharmaceutical multinational enterprises (MNEs) operating in Greece are influenced by digital innovation and social dialogue. Structured questionnaires were distributed to 82 participants across seven large pharmaceutical MNEs in Greece, using purposive and stratified sampling to capture perspectives from senior managers, middle managers, and specialized employees. Findings indicate that while digital tools are present in SHRM systems, their integration remains functional rather than strategic. Social dialogue mechanisms exist but exert limited influence on decision-making. The study proposes that SHRM models—economies like Greece (characterized by medium-level competitiveness performance)—must be recontextualized to account for organizational learning capacities, and the strategic alignment between innovation, management, and social dialogue. We suggest that MNEs in the pharmaceutical sector should invest in integrated SHRM systems that prioritize cross-functional collaboration, localized adaptability, and participatory governance.