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Performance management systems (PMSs) must remain dynamic and maintain the ability to withstand the high degrees of complexity brought about by digital technologies (DTs). Academics and practitioners have explored DTs and PMSs separately. This study aims to bridge the academic and practitioner discourse surrounding PMSs and DTs to promote knowledge diffusion and collaboration.

The authors adopted a mixed method approach, combining quantitative and qualitative content analysis, which were validated through semi-structured interviews with academics and practitioners. The authors first conducted a content analysis of the academic literature contained in the Scopus database and the practitioners' literature featured in the Nexis Uni database.

The combined academic-practitioners’ body of knowledge underscores the risk and environmental dimension, as well as the theoretical frameworks employed to explore digitally empowered PMSs. These findings were corroborated by 17 confirmatory interviews conducted with scholars and practitioners.

Due to its scope, the research is limited to publications listed on Scopus and Nexis Uni. Additionally, its qualitative and interpretative nature presents some generalizability issues.

This study connects the intentions of scholars and practitioners concerning PMSs and DTs to promote collaborative efforts and knowledge diffusion. Moreover, considering the broader spectrum of insights, this manuscript postulates new avenues of research that address the key issues and concerns of both academics and practitioners. Finally, this article showcases PMs- and DT-appropriate theoretical frameworks that can inform practitioners’ discourse and work.

This study aims to bridge the gap in the existing literature by exploring BPM practices applied to HRM to optimize organizational performance, identifying key thematic clusters and highlighting potential areas for future research.

After applying the inclusion and exclusion criteria, 177 papers on BPM practices in HRM were selected. This sample was used for a bibliometric assessment based on the co-occurrence of terms technique. We also described key studies on BPM in HRM.

The analysis identified five key theoretical clusters, highlighted the benefits of BPM in enhancing HRM, such as improved leadership, knowledge management, sustainability, performance and talent management and noted challenges in BPM implementation.

By synthesizing existing literature, this research enriches scholarly understanding and offers practical insights for HR practitioners aiming to optimize organizational performance. The findings emphasize the importance of considering human-centric perspectives in BPM and provide practical guidance for HR professionals aiming to enhance organizational performance through improved BPM practices.