Technology adaptation: a typology for strategic human resource management

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Abstract
Organizational adjustment to technological change and its impact upon human resources should be based on an understanding of employee perceptions and behavioural responses to such developments. An analytic framework which relates strategic choice to internal labour market and employee determinism is derived from the methods employed by organizational theorists and psychologists to generate a set of typologies. The framework divides variables in four classes: (1) natural selection, with minimum choice and adaptation or selection out; (2) differentiation, with high choice and high employee determinism and adaptation within constraints; (3) strategic choice, with maximum choice and adaptation by design; and (4) undifferentiated choice, with incremental choice and adaptation by chance. Useful in reconciling previously inconsistent or incompatible theories of technological change, the framework is offered as a co-ordination device to integrate the results of divergent approaches to technological adaptation studies.