LAUSR

Some large organizations have used online virtual worlds (e.g., Second Life) in human resources (HR) in recent years, but few studies have explored how the values are generated by this technology and what factors have an impact on the performance of this technology. In this article we identify the delivery of HR functions in virtual worlds as virtual human resource management (v-HRM). In principle, v-HRM is an integrated HR strategy that enhances the management of human capital and increases the visibility of human capital to worldwide stakeholders through the establishment of an online virtual world. By introducing the features of v-HRM and summarizing the initiatives of v-HRM based on IBM experiences, we propose a model that examines the multi-stakeholder value of v-HRM. A qualitative study was employed to explore the impact of v-HRM on four types of stakeholder values through the insights from social shaping of technology approach. The case analysis results also show four types of v-HRM value facilitators. This model acknowledges how and what to implement with respect to v-HRM, and thus can be used to guide future research on v-HRM.