Unveiling Trends in Digital Transformation of Human Resource Management

ABSTRACT Human Resource Digital Transformation (HRDT) has emerged as a strategic capability that enable organizations to integrate people, processes and technology in a rapidly digitizing business environment. Despite growing attention, current research remains fragmented and lacks theoretical coherence. Addressing this gap, this study conducts a systematic literature review (SLR) and bibliometric analysis of 152 peer‐reviewed articles (2014–2025) from Scopus, mapping the intellectual structure, key themes, and knowledge evolution of HRDT. Anchored in Dynamic Capabilities Theory, the study develops the People–Process–Capability–Technology (PPCT) framework, conceptualizing HRDT as an organization‐level dynamic capability. Findings reveal research clusters, including AI‐driven HR analytics, workforce reskilling, and post‐pandemic hybrid work, highlighting how HRM evolves through sensing, seizing, and reconfiguring resources. The study contributes by (1) establishing conceptual clarity around HRDT as a distinct transformation capability, (2) integrating fragmented insights into a coherent capability‐driven framework explaining how HR functions sense, seize, and reconfigure resources and (3) offering actionable implications for HR leaders on balancing technological efficiency with human‐centric transformation.