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Journals / İktisadi ve İdari Yaklaşımlar Dergisi / 2025 / Cilt: 7 Sayı: 2

Changes in HRM After the Pandemic: A Resource-Based View and Dynamic Capabilities Perspective

Pandemi Sonrası İKY’de Yaşanan Değişimler: Kaynak Tabanlı Görüş ve Dinamik Yetenekler Perspektifi

Selma Kılıç Kırılmaz
Neslihan Çakır
Pages
151–175
Publication Date
2025-12-31
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AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

The fact that the research was conducted only with HR managers working in Turkey and that the interviews were conducted via online platforms are among the limitations of the study.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:The COVID-19 Pandemic has led to fundamental and lasting changes in human resource management (HRM) practices.
📊
Key Findings & Data:Within the scope of the research, semi-structured interviews were conducted with 10 HR managers selected using convenience sampling.
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Conclusion & Impact:The fact that the research was conducted only with HR managers working in Turkey and that the interviews were conducted via online platforms are among the limitations of the study.
🔬Design:Modeling & Simulation
📍Scope:Comprehensive Sample
⚙️Variables:İnsan Kaynakları Yönetimi · COVID-19 · Dijitalleşme

Abstract

The COVID-19 Pandemic has led to fundamental and lasting changes in human resource management (HRM) practices. The purpose of this study is to reveal the changes that have occurred in HRM practices in the post-pandemic period and to evaluate these changes from the perspectives of Resource-Based View (RBV) and Dynamic Capabilities Theory (DCT). The research was conducted using a qualitative research method and a phenomenological design. Within the scope of the research, semi-structured interviews were conducted with 10 HR managers selected using convenience sampling. The data obtained from the interviews were analyzed using the MaxQDA software package. According to the findings, online interviews, online training, hybrid working models, and digitalization approaches in HR processes have become permanent after the pandemic. Flexibility and adaptability, digital skills, and stress management were identified as the most important competencies required in employees after the pandemic. It was understood that although wellbeing applications were insufficient, attempts were made to close this gap with motivational activities. The research findings explain that HRM has evolved from operational units to strategic actors within the context of Resource-Based View and Dynamic Capabilities Theory. Since there is no study in the literature that comprehensively addresses the changes in HRM after the pandemic within the framework of Resource-Based View and Dynamic Capabilities Theory, this study provides a theoretical contribution. This highlights the original value of the study. It also provides practitioners with guiding recommendations regarding HRM processes. The fact that the research was conducted only with HR managers working in Turkey and that the interviews were conducted via online platforms are among the limitations of the study.

Özet

COVID-19 Pandemisi (Pandemi), insan kaynakları yönetimi (İKY) uygulamalarında köklü ve kalıcı dönüşümlere yol açmıştır. Söz konusu değişim dönüşümlerin araştırılması İKY alanına katkı sağlayacaktır. Bu nedenle, yapılan araştırmanın amacı, Pandemi sonrası dönemde İKY uygulamalarında meydana gelen değişimleri ortaya koyarak söz konusu değişimleri Kaynak Tabanlı Görüş (KTG) ve Dinamik Yetenekler Teorisi (DYT) perspektiflerinden değerlendirmektir. Araştırma nitel araştırma yöntemiyle ve fenomenoloji deseni ile gerçekleştirilmiştir. Araştırma kapsamında amaçlı örnekleme yöntemi ile belirlenen 10 İnsan Kaynakları yöneticisi ile yarı yapılandırılmış mülakatlar gerçekleştirilmiştir. Mülakatlardan elde edilen veriler içerik analizi yöntemi ile analiz edilmiştir. Analizlerde MaxQDA paket programından yararlanılmıştır. Elde edilen bulgulara göre; Pandemi sonrasında online mülakat, online eğitimler, hibrit çalışma modeli ve İK süreçlerinde dijitalleşme yaklaşımları kalıcı hale gelmiştir. Pandemi sonrasında çalışanlarda aranan en önemli yetkinlikler arasında; esneklik, adaptasyon, dijital yetkinlikler ve stres yönetimi olduğu belirlenmiştir. Wellbeing (Esenlik) uygulamalarının yetersiz olmakla birlikte motivasyon etkinlikleri ile bu açığın kapatılmaya çalışıldığı anlaşılmıştır. Araştırma sonuçları, İKY’nin Kaynak Tabanlı Görüş ve Dinamik Yetenekler Teorisi bağlamında operasyonel birimlerden stratejik birer aktöre evrildiğini açıklamaktadır. Literatürde, Pandemi sonrasında İKY alanında yaşanan değişimleri Kaynak Tabanlı Görüş ve Dinamik Yetenekler Teorisi çerçevesinde bütüncül bir şekilde ele alan herhangi bir çalışma olmaması nedeniyle kuramsal bir katkı sunulmaktadır. Bu durum çalışmanın özgün değerini de ortaya koymaktadır. Ayrıca İKY süreçlerine ilişkin uygulayıcılara yol gösterici önerilerde bulunulmaktadır. Araştırmanın sadece Türkiye’de görev yapan İK yöneticileri ile yapılmış olması ve görüşmelerin online platformlar üzerinden gerçekleştirilmesi araştırmanın kısıtları arasında yer almaktadır.

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Cite This Article

Kırılmaz, S. K., Çakır, N. (2025). Changes in HRM After the Pandemic: A Resource-Based View and Dynamic Capabilities Perspective. İktisadi ve İdari Yaklaşımlar Dergisi, Cilt: 7 Sayı: 2, 151–175. https://doi.org/10.47138/jeaa.1784644

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