Methods to ensure the efficiency of human resource management in digital business models of e-commerce and re-commerce

Volodymyr Vinnykov
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Volodymyr Vinnykov: Higher Education Institution «Academician Yuriy Bugay International Scientific and Technical University»

Economic Synergy, 2025, issue 3, 208-219

Abstract: Classical personnel management methods are systematized according to impact mechanism criteria (administrative, economic, socio-psychological, technological) and scope of application. Five vectors of digital Human Resource Management (HRM) transformation are analyzed: automation of operational processes, data-driven approaches, virtualization of work processes, personalization of HR services, and cybersecurity enhancement. Specific features of personnel management in e-commerce are identified: technological infrastructure through cloud HR platforms, distributed personnel structure, business process dynamics, diversification of functional roles, and HR analytics utilization. Re-commerce is studied as a representative of circular economy with multidisciplinary teams combining IT specialists, logistics experts, quality control specialists, and environmental professionals, characterized by environmental corporate mission and systematic Green HRM practices implementation. A conceptual model of transformation from traditional to integrated HRM methods is developed considering industry specifics. Efficiency determinants are determined: synergistic combination of methods, technological adaptation, business model specificity. Research reveals that maximum personnel management efficiency is achieved through comprehensive application of all method groups considering organizational context specificity. Digital transformation creates fundamental changes requiring development of new approaches to personnel structuring and motivational systems construction. For e-commerce enterprises, critical factors include developed technological infrastructure, effective management of geographically distributed teams, and systematic implementation of data-driven approaches to personnel decisions. E-commerce sector is characterized by specific features that fundamentally impact personnel management systems: technological infrastructure requiring mandatory use of cloud HR platforms integrated with operational systems, distributed personnel structure with most employees working remotely or in hybrid format, business process dynamics manifested through high operational volatility, diversification of functional roles combining high-tech and representative functions. Re-commerce segment additionally requires multidisciplinary personnel management and comprehensive Green HRM practices implementation focusing on environmental values and sustainable development principles. This segment creates unique characteristics including multidisciplinary personnel combining digital platforms and complex physical operations, environmental corporate mission linked to sustainable development ideas, quality assurance and customer trust requiring careful technical verification, Green HRM practices systematically including environmental criteria in all HRM practices, scaling and personnel development in rapidly growing market conditions. Differentiated recommendations are provided for traditional enterprises, e-commerce, and re-commerce segments regarding phased implementation of digital HR technologies, data-driven approaches, and Green HRM practices. The study contributes to understanding digital business model specifics and personnel management adaptation requirements in circular economy conditions. Research methodology is based on systematic approach using content analysis of scientific literature and comparative analysis of traditional and innovative HRM practices, structural-functional analysis of organizational systems.

Keywords: human resource management; HR technologies; digitalization; e-commerce; circular economy; HRM efficiency; enterprise; management (search for similar items in EconPapers)
JEL-codes: M10 M12 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:bja:isteus:y:2025:i:3:p:208-219

DOI: 10.53920/ES-2025-3-15

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