Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks.

Digital Human Resource Management and Its Role in... | F1000Research "use strict";function _typeof(t){return(_typeof="function"==typeof Symbol&&"symbol"==typeof Symbol.iterator?function(t){return typeof t}:function(t){return t&&"function"==typeof Symbol&&t.constructor===Symbol&&t!==Symbol.prototype?"symbol":typeof t})(t)}!function(){var t=function(){var t,e,o=[],n=window,r=n;for(;r;){try{if(r.frames.__tcfapiLocator){t=r;break}}catch(t){}if(r===n.top)break;r=r.parent}t||(!function t(){var e=n.document,o=!!n.frames.__tcfapiLocator;if(!o)if(e.body){var r=e.createElement("iframe");r.style.cssText="display:none",r.name="__tcfapiLocator",e.body.appendChild(r)}else setTimeout(t,5);return!o}(),n.__tcfapi=function(){for(var t=arguments.length,n=new Array(t),r=0;r 3&&2===parseInt(n[1],10)&&"boolean"==typeof n[3]&&(e=n[3],"function"==typeof n[2]&&n[2]("set",!0)):"ping"===n[0]?"function"==typeof n[2]&&n[2]({gdprApplies:e,cmpLoaded:!1,cmpStatus:"stub"}):o.push(n)},n.addEventListener("message",(function(t){var e="string"==typeof t.data,o={};if(e)try{o=JSON.parse(t.data)}catch(t){}else o=t.data;var n="object"===_typeof(o)&&null!==o?o.__tcfapiCall:null;n&&window.__tcfapi(n.command,n.version,(function(o,r){var a={__tcfapiReturn:{returnValue:o,success:r,callId:n.callId}};t&&t.source&&t.source.postMessage&&t.source.postMessage(e?JSON.stringify(a):a,"*")}),n.parameter)}),!1))};"undefined"!=typeof module?module.exports=t:t()}(); dataLayer = dataLayer || []; // Standard GTM initialization - Google Consent Mode handles consent automatically (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start': new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0], j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src= 'https://www.googletagmanager.com/gtm.js?id='+i+dl+ '>m_auth=hzk0Vc3qFsQYhCrIoHz68A>m_preview=env-1>m_cookies_win=x';f.parentNode.insertBefore(j,f); })(window,document,'script','dataLayer','GTM-MWFK8L5J'); ;window.NREUM||(NREUM={});NREUM.init={distributed_tracing:{enabled:true},privacy:{cookies_enabled:true},ajax:{deny_list:["bam.nr-data.net"]}}; ;NREUM.loader_config={accountID:"438030",trustKey:"438030",agentID:"772317073",licenseKey:"97f8f67f26",applicationID:"772317073"} ;NREUM.info={beacon:"bam.nr-data.net",errorBeacon:"bam.nr-data.net",licenseKey:"97f8f67f26",applicationID:"772317073",sa:1} ;/*! For license information please see nr-loader-spa-1.236.0.min.js.LICENSE.txt */ (()=>{"use strict";var e,t,r={5763:(e,t,r)=>{r.d(t,{P_:()=>l,Mt:()=>g,C5:()=>s,DL:()=>v,OP:()=>T,lF:()=>D,Yu:()=>y,Dg:()=>h,CX:()=>c,GE:()=>b,sU:()=>_});var n=r(8632),i=r(9567);const o={beacon:n.ce.beacon,errorBeacon:n.ce.errorBeacon,licenseKey:void 0,applicationID:void 0,sa:void 0,queueTime:void 0,applicationTime:void 0,ttGuid:void 0,user:void 0,account:void 0,product:void 0,extra:void 0,jsAttributes:{},userAttributes:void 0,atts:void 0,transactionName:void 0,tNamePlain:void 0},a={};function s(e){if(!e)throw new Error("All info objects require an agent identifier!");if(!a[e])throw new Error("Info for ".concat(e," was never set"));return a[e]}function c(e,t){if(!e)throw new Error("All info objects require an agent identifier!");a[e]=(0,i.D)(t,o),(0,n.Qy)(e,a[e],"info")}var u=r(7056);const d=()=>{const e={blockSelector:"[data-nr-block]",maskInputOptions:{password:!0}};return{allow_bfcache:!0,privacy:{cookies_enabled:!0},ajax:{deny_list:void 0,enabled:!0,harvestTimeSeconds:10},distributed_tracing:{enabled:void 0,exclude_newrelic_header:void 0,cors_use_newrelic_header:void 0,cors_use_tracecontext_headers:void 0,allowed_origins:void 0},session:{domain:void 0,expiresMs:u.oD,inactiveMs:u.Hb},ssl:void 0,obfuscate:void 0,jserrors:{enabled:!0,harvestTimeSeconds:10},metrics:{enabled:!0},page_action:{enabled:!0,harvestTimeSeconds:30},page_view_event:{enabled:!0},page_view_timing:{enabled:!0,harvestTimeSeconds:30,long_task:!1},session_trace:{enabled:!0,harvestTimeSeconds:10},harvest:{tooManyRequestsDelay:60},session_replay:{enabled:!1,harvestTimeSeconds:60,sampleRate:.1,errorSampleRate:.1,maskTextSelector:"*",maskAllInputs:!0,get blockClass(){return"nr-block"},get ignoreClass(){return"nr-ignore"},get maskTextClass(){return"nr-mask"},get blockSelector(){return e.blockSelector},set blockSelector(t){e.blockSelector+=",".concat(t)},get maskInputOptions(){return e.maskInputOptions},set maskInputOptions(t){e.maskInputOptions={...t,password:!0}}},spa:{enabled:!0,harvestTimeSeconds:10}}},f={};function l(e){if(!e)throw new Error("All configuration objects require an agent identifier!");if(!f[e])throw new Error("Configuration for ".concat(e," was never set"));return f[e]}function h(e,t){if(!e)throw new Error("All configuration objects require an agent identifier!");f[e]=(0,i.D)(t,d()),(0,n.Qy)(e,f[e],"config")}function g(e,t){if(!e)throw new Error("All configuration objects require an agent identifier!");var r=l(e);if(r){for(var n=t.split("."),i=0;i {r.d(t,{D:()=>i});var n=r(50);function i(e,t){try{if(!e||"object"!=typeof e)return(0,n.Z)("Setting a Configurable requires an object as input");if(!t||"object"!=typeof t)return(0,n.Z)("Setting a Configurable requires a model to set its initial properties");const r=Object.create(Object.getPrototypeOf(t),Object.getOwnPropertyDescriptors(t)),o=0===Object.keys(r).length?e:r;for(let a in o)if(void 0!==e[a])try{"object"==typeof e[a]&&"object"==typeof t[a]?r[a]=i(e[a],t[a]):r[a]=e[a]}catch(e){(0,n.Z)("An error occurred while setting a property of a Configurable",e)}return r}catch(e){(0,n.Z)("An error occured while setting a Configurable",e)}}},6818:(e,t,r)=>{r.d(t,{Re:()=>i,gF:()=>o,q4:()=>n});const n="1.236.0",i="PROD",o="CDN"},385:(e,t,r)=>{r.d(t,{FN:()=>a,IF:()=>u,Nk:()=>f,Tt:()=>s,_A:()=>o,il:()=>n,pL:()=>c,v6:()=>i,w1:()=>d});const n="undefined"!=typeof window&&!!window.document,i="undefined"!=typeof WorkerGlobalScope&&("undefined"!=typeof self&&self instanceof WorkerGlobalScope&&self.navigator instanceof WorkerNavigator||"undefined"!=typeof globalThis&&globalThis instanceof WorkerGlobalScope&&globalThis.navigator instanceof WorkerNavigator),o=n?window:"undefined"!=typeof WorkerGlobalScope&&("undefined"!=typeof self&&self instanceof WorkerGlobalScope&&self||"undefined"!=typeof globalThis&&globalThis instanceof WorkerGlobalScope&&globalThis),a=""+o?.location,s=/iPad|iPhone|iPod/.test(navigator.userAgent),c=s&&"undefined"==typeof SharedWorker,u=(()=>{const e=navigator.userAgent.match(/Firefox[/\s](\d+\.\d+)/);return Array.isArray(e)&&e.length>=2?+e[1]:0})(),d=Boolean(n&&window.document.documentMode),f=!!navigator.sendBeacon},1117:(e,t,r)=>{r.d(t,{w:()=>o});var n=r(50);const i={agentIdentifier:"",ee:void 0};class o{constructor(e){try{if("object"!=typeof e)return(0,n.Z)("shared context requires an object as input");this.sharedContext={},Object.assign(this.sharedContext,i),Object.entries(e).forEach((e=>{let[t,r]=e;Object.keys(i).includes(t)&&(this.sharedContext[t]=r)}))}catch(e){(0,n.Z)("An error occured while setting SharedContext",e)}}}},8e3:(e,t,r)=>{r.d(t,{L:()=>d,R:()=>c});var n=r(2177),i=r(1284),o=r(4322),a=r(3325);const s={};function c(e,t){const r={staged:!1,priority:a.p[t]||0};u(e),s[e].get(t)||s[e].set(t,r)}function u(e){e&&(s[e]||(s[e]=new Map))}function d(){let e=arguments.length>0&&void 0!==arguments[0]?arguments[0]:"",t=arguments.length>1&&void 0!==arguments[1]?arguments[1]:"feature";if(u(e),!e||!s[e].get(t))return a(t);s[e].get(t).staged=!0;const r=[...s[e]];function a(t){const r=e?n.ee.get(e):n.ee,a=o.X.handlers;if(r.backlog&&a){var s=r.backlog[t],c=a[t];if(c){for(var u=0;s&&u {let[t,r]=e;return r.staged}))&&(r.sort(((e,t)=>e[1].priority-t[1].priority)),r.forEach((e=>{let[t]=e;a(t)})))}function f(e,t){var r=e[1];(0,i.D)(t[r],(function(t,r){var n=e[0];if(r[0]===n){var i=r[1],o=e[3],a=e[2];i.apply(o,a)}}))}},2177:(e,t,r)=>{r.d(t,{c:()=>f,ee:()=>u});var n=r(8632),i=r(2210),o=r(1284),a=r(5763),s="nr@context";let c=(0,n.fP)();var u;function d(){}function f(e){return(0,i.X)(e,s,l)}function l(){return new d}function h(){u.aborted=!0,u.backlog={}}c.ee?u=c.ee:(u=function e(t,r){var n={},c={},f={},g=!1;try{g=16===r.length&&(0,a.OP)(r).isolatedBacklog}catch(e){}var p={on:b,addEventListener:b,removeEventListener:y,emit:v,get:x,listeners:w,context:m,buffer:A,abort:h,aborted:!1,isBuffering:E,debugId:r,backlog:g?{}:t&&"object"==typeof t.backlog?t.backlog:{}};return p;function m(e){return e&&e instanceof d?e:e?(0,i.X)(e,s,l):l()}function v(e,r,n,i,o){if(!1!==o&&(o=!0),!u.aborted||i){t&&o&&t.emit(e,r,n);for(var a=m(n),s=w(e),d=s.length,f=0;fn,p:()=>i});var n=r(2177).ee.get("handle");function i(e,t,r,i,o){o?(o.buffer([e],i),o.emit(e,t,r)):(n.buffer([e],i),n.emit(e,t,r))}},4322:(e,t,r)=>{r.d(t,{X:()=>o});var n=r(5546);o.on=a;var i=o.handlers={};function o(e,t,r,o){a(o||n.E,i,e,t,r)}function a(e,t,r,i,o){o||(o="feature"),e||(e=n.E);var a=t[o]=t[o]||{};(a[r]=a[r]||[]).push([e,i])}},3239:(e,t,r)=>{r.d(t,{bP:()=>s,iz:()=>c,m$:()=>a});var n=r(385);let i=!1,o=!1;try{const e={get passive(){return i=!0,!1},get signal(){return o=!0,!1}};n._A.addEventListener("test",null,e),n._A.removeEventListener("test",null,e)}catch(e){}function a(e,t){return i||o?{capture:!!e,passive:i,signal:t}:!!e}function s(e,t){let r=arguments.length>2&&void 0!==arguments[2]&&arguments[2],n=arguments.length>3?arguments[3]:void 0;window.addEventListener(e,t,a(r,n))}function c(e,t){let r=arguments.length>2&&void 0!==arguments[2]&&arguments[2],n=arguments.length>3?arguments[3]:void 0;document.addEventListener(e,t,a(r,n))}},4402:(e,t,r)=>{r.d(t,{Ht:()=>u,M:()=>c,Rl:()=>a,ky:()=>s});var n=r(385);const i="xxxxxxxx-xxxx-4xxx-yxxx-xxxxxxxxxxxx";function o(e,t){return e?15&e[t]:16*Math.random()|0}function a(){const e=n._A?.crypto||n._A?.msCrypto;let t,r=0;return e&&e.getRandomValues&&(t=e.getRandomValues(new Uint8Array(31))),i.split("").map((e=>"x"===e?o(t,++r).toString(16):"y"===e?(3&o()|8).toString(16):e)).join("")}function s(e){const t=n._A?.crypto||n._A?.msCrypto;let r,i=0;t&&t.getRandomValues&&(r=t.getRandomValues(new Uint8Array(31)));const a=[];for(var s=0;s {r.d(t,{Bq:()=>n,Hb:()=>o,oD:()=>i});const n="NRBA",i=144e5,o=18e5},7894:(e,t,r)=>{function n(){return Math.round(performance.now())}r.d(t,{z:()=>n})},7243:(e,t,r)=>{r.d(t,{e:()=>o});var n=r(385),i={};function o(e){if(e in i)return i[e];if(0===(e||"").indexOf("data:"))return{protocol:"data"};let t;var r=n._A?.location,o={};if(n.il)t=document.createElement("a"),t.href=e;else try{t=new URL(e,r.href)}catch(e){return o}o.port=t.port;var a=t.href.split("://");!o.port&&a[1]&&(o.port=a[1].split("/")[0].split("@").pop().split(":")[1]),o.port&&"0"!==o.port||(o.port="https"===a[0]?"443":"80"),o.hostname=t.hostname||r.hostname,o.pathname=t.pathname,o.protocol=a[0],"/"!==o.pathname.charAt(0)&&(o.pathname="/"+o.pathname);var s=!t.protocol||":"===t.protocol||t.protocol===r.protocol,c=t.hostname===r.hostname&&t.port===r.port;return o.sameOrigin=s&&(!t.hostname||c),"/"===o.pathname&&(i[e]=o),o}},50:(e,t,r)=>{function n(e,t){"function"==typeof console.warn&&(console.warn("New Relic: ".concat(e)),t&&console.warn(t))}r.d(t,{Z:()=>n})},2587:(e,t,r)=>{r.d(t,{N:()=>c,T:()=>u});var n=r(2177),i=r(5546),o=r(8e3),a=r(3325);const s={stn:[a.D.sessionTrace],err:[a.D.jserrors,a.D.metrics],ins:[a.D.pageAction],spa:[a.D.spa],sr:[a.D.sessionReplay,a.D.sessionTrace]};function c(e,t){const r=n.ee.get(t);e&&"object"==typeof e&&(Object.entries(e).forEach((e=>{let[t,n]=e;void 0===u[t]&&(s[t]?s[t].forEach((e=>{n?(0,i.p)("feat-"+t,[],void 0,e,r):(0,i.p)("block-"+t,[],void 0,e,r),(0,i.p)("rumresp-"+t,[Boolean(n)],void 0,e,r)})):n&&(0,i.p)("feat-"+t,[],void 0,void 0,r),u[t]=Boolean(n))})),Object.keys(s).forEach((e=>{void 0===u[e]&&(s[e]?.forEach((t=>(0,i.p)("rumresp-"+e,[!1],void 0,t,r))),u[e]=!1)})),(0,o.L)(t,a.D.pageViewEvent))}const u={}},2210:(e,t,r)=>{r.d(t,{X:()=>i});var n=Object.prototype.hasOwnProperty;function i(e,t,r){if(n.call(e,t))return e[t];var i=r();if(Object.defineProperty&&Object.keys)try{return Object.defineProperty(e,t,{value:i,writable:!0,enumerable:!1}),i}catch(e){}return e[t]=i,i}},1284:(e,t,r)=>{r.d(t,{D:()=>n});const n=(e,t)=>Object.entries(e||{}).map((e=>{let[r,n]=e;return t(r,n)}))},4351:(e,t,r)=>{r.d(t,{P:()=>o});var n=r(2177);const i=()=>{const e=new WeakSet;return(t,r)=>{if("object"==typeof r&&null!==r){if(e.has(r))return;e.add(r)}return r}};function o(e){try{return JSON.stringify(e,i())}catch(e){try{n.ee.emit("internal-error",[e])}catch(e){}}}},3960:(e,t,r)=>{r.d(t,{K:()=>a,b:()=>o});var n=r(3239);function i(){return"undefined"==typeof document||"complete"===document.readyState}function o(e,t){if(i())return e();(0,n.bP)("load",e,t)}function a(e){if(i())return e();(0,n.iz)("DOMContentLoaded",e)}},8632:(e,t,r)=>{r.d(t,{EZ:()=>u,Qy:()=>c,ce:()=>o,fP:()=>a,gG:()=>d,mF:()=>s});var n=r(7894),i=r(385);const o={beacon:"bam.nr-data.net",errorBeacon:"bam.nr-data.net"};function a(){return i._A.NREUM||(i._A.NREUM={}),void 0===i._A.newrelic&&(i._A.newrelic=i._A.NREUM),i._A.NREUM}function s(){let e=a();return e.o||(e.o={ST:i._A.setTimeout,SI:i._A.setImmediate,CT:i._A.clearTimeout,XHR:i._A.XMLHttpRequest,REQ:i._A.Request,EV:i._A.Event,PR:i._A.Promise,MO:i._A.MutationObserver,FETCH:i._A.fetch}),e}function c(e,t,r){let i=a();const o=i.initializedAgents||{},s=o[e]||{};return Object.keys(s).length||(s.initializedAt={ms:(0,n.z)(),date:new Date}),i.initializedAgents={...o,[e]:{...s,[r]:t}},i}function u(e,t){a()[e]=t}function d(){return function(){let e=a();const t=e.info||{};e.info={beacon:o.beacon,errorBeacon:o.errorBeacon,...t}}(),function(){let e=a();const t=e.init||{};e.init={...t}}(),s(),function(){let e=a();const t=e.loader_config||{};e.loader_config={...t}}(),a()}},7956:(e,t,r)=>{r.d(t,{N:()=>i});var n=r(3239);function i(e){let t=arguments.length>1&&void 0!==arguments[1]&&arguments[1],r=arguments.length>2?arguments[2]:void 0,i=arguments.length>3?arguments[3]:void 0;return void(0,n.iz)("visibilitychange",(function(){if(t)return void("hidden"==document.visibilityState&&e());e(document.visibilityState)}),r,i)}},1214:(e,t,r)=>{r.d(t,{em:()=>v,u5:()=>N,QU:()=>S,_L:()=>I,Gm:()=>L,Lg:()=>M,gy:()=>U,BV:()=>Q,Kf:()=>ee});var n=r(2177);const i="nr@original";var o=Object.prototype.hasOwnProperty,a=!1;function s(e,t){return e||(e=n.ee),r.inPlace=function(e,t,n,i,o){n||(n="");var a,s,c,u="-"===n.charAt(0);for(c=0;c 2?n-2:0),o=2;o {r(A[T],e,w),r(E[T],e,w)})),r(l._A,"fetch",y),t.on(y+"end",(function(e,r){var n=this;if(r){var i=r.headers.get("content-length");null!==i&&(n.rxSize=i),t.emit(y+"done",[null,r],n)}else t.emit(y+"done",[e],n)})),t}const O={},j=["pushState","replaceState"];function S(e){const t=function(e){return(e||n.ee).get("history")}(e);return!l.il||O[t.debugId]++||(O[t.debugId]=1,s(t).inPlace(window.history,j,"-")),t}var P=r(3239);const C={},R=["appendChild","insertBefore","replaceChild"];function I(e){const t=function(e){return(e||n.ee).get("jsonp")}(e);if(!l.il||C[t.debugId])return t;C[t.debugId]=!0;var r=s(t),i=/[?&](?:callback|cb)=([^&#]+)/,o=/(.*)\.([^.]+)/,a=/^(\w+)(\.|$)(.*)$/;function c(e,t){var r=e.match(a),n=r[1],i=r[3];return i?c(i,t[n]):t[n]}return r.inPlace(Node.prototype,R,"dom-"),t.on("dom-start",(function(e){!function(e){if(!e||"string"!=typeof e.nodeName||"script"!==e.nodeName.toLowerCase())return;if("function"!=typeof e.addEventListener)return;var n=(a=e.src,s=a.match(i),s?s[1]:null);var a,s;if(!n)return;var u=function(e){var t=e.match(o);if(t&&t.length>=3)return{key:t[2],parent:c(t[1],window)};return{key:e,parent:window}}(n);if("function"!=typeof u.parent[u.key])return;var d={};function f(){t.emit("jsonp-end",[],d),e.removeEventListener("load",f,(0,P.m$)(!1)),e.removeEventListener("error",l,(0,P.m$)(!1))}function l(){t.emit("jsonp-error",[],d),t.emit("jsonp-end",[],d),e.removeEventListener("load",f,(0,P.m$)(!1)),e.removeEventListener("error",l,(0,P.m$)(!1))}r.inPlace(u.parent,[u.key],"cb-",d),e.addEventListener("load",f,(0,P.m$)(!1)),e.addEventListener("error",l,(0,P.m$)(!1)),t.emit("new-jsonp",[e.src],d)}(e[0])})),t}var k=r(5763);const H={};function L(e){const t=function(e){return(e||n.ee).get("mutation")}(e);if(!l.il||H[t.debugId])return t;H[t.debugId]=!0;var r=s(t),i=k.Yu.MO;return i&&(window.MutationObserver=function(e){return this instanceof i?new i(r(e,"fn-")):i.apply(this,arguments)},MutationObserver.prototype=i.prototype),t}const z={};function M(e){const t=function(e){return(e||n.ee).get("promise")}(e);if(z[t.debugId])return t;z[t.debugId]=!0;var r=n.c,o=s(t),a=k.Yu.PR;return a&&function(){function e(r){var n=t.context(),i=o(r,"executor-",n,null,!1);const s=Reflect.construct(a,[i],e);return t.context(s).getCtx=function(){return n},s}l._A.Promise=e,Object.defineProperty(e,"name",{value:"Promise"}),e.toString=function(){return a.toString()},Object.setPrototypeOf(e,a),["all","race"].forEach((function(r){const n=a[r];e[r]=function(e){let i=!1;[...e||[]].forEach((e=>{this.resolve(e).then(a("all"===r),a(!1))}));const o=n.apply(this,arguments);return o;function a(e){return function(){t.emit("propagate",[null,!i],o,!1,!1),i=i||!e}}}})),["resolve","reject"].forEach((function(r){const n=a[r];e[r]=function(e){const r=n.apply(this,arguments);return e!==r&&t.emit("propagate",[e,!0],r,!1,!1),r}})),e.prototype=a.prototype;const n=a.prototype.then;a.prototype.then=function(){var e=this,i=r(e);i.promise=e;for(var a=arguments.length,s=new Array(a),c=0;c e())),t};function m(e,t){i.inPlace(t,["onreadystatechange"],"fn-",E)}function b(){var e=this,t=r.context(e);e.readyState>3&&!t.resolved&&(t.resolved=!0,r.emit("xhr-resolved",[],e)),i.inPlace(e,f,"fn-",E)}if(function(e,t){for(var r in e)t[r]=e[r]}(o,p),p.prototype=o.prototype,i.inPlace(p.prototype,J,"-xhr-",E),r.on("send-xhr-start",(function(e,t){m(e,t),function(e){h.push(e),a&&(y?y.then(A):u?u(A):(w=-w,x.data=w))}(t)})),r.on("open-xhr-start",m),a){var y=c&&c.resolve();if(!u&&!c){var w=1,x=document.createTextNode(w);new a(A).observe(x,{characterData:!0})}}else t.on("fn-end",(function(e){e[0]&&e[0].type===d||A()}));function A(){for(var e=0;e {r.d(t,{t:()=>n});const n=r(3325).D.ajax},6660:(e,t,r)=>{r.d(t,{A:()=>i,t:()=>n});const n=r(3325).D.jserrors,i="nr@seenError"},3081:(e,t,r)=>{r.d(t,{gF:()=>o,mY:()=>i,t9:()=>n,vz:()=>s,xS:()=>a});const n=r(3325).D.metrics,i="sm",o="cm",a="storeSupportabilityMetrics",s="storeEventMetrics"},4649:(e,t,r)=>{r.d(t,{t:()=>n});const n=r(3325).D.pageAction},7633:(e,t,r)=>{r.d(t,{Dz:()=>i,OJ:()=>a,qw:()=>o,t9:()=>n});const n=r(3325).D.pageViewEvent,i="firstbyte",o="domcontent",a="windowload"},9251:(e,t,r)=>{r.d(t,{t:()=>n});const n=r(3325).D.pageViewTiming},3614:(e,t,r)=>{r.d(t,{BST_RESOURCE:()=>i,END:()=>s,FEATURE_NAME:()=>n,FN_END:()=>u,FN_START:()=>c,PUSH_STATE:()=>d,RESOURCE:()=>o,START:()=>a});const n=r(3325).D.sessionTrace,i="bstResource",o="resource",a="-start",s="-end",c="fn"+a,u="fn"+s,d="pushState"},7836:(e,t,r)=>{r.d(t,{BODY:()=>A,CB_END:()=>E,CB_START:()=>u,END:()=>x,FEATURE_NAME:()=>i,FETCH:()=>_,FETCH_BODY:()=>v,FETCH_DONE:()=>m,FETCH_START:()=>p,FN_END:()=>c,FN_START:()=>s,INTERACTION:()=>l,INTERACTION_API:()=>d,INTERACTION_EVENTS:()=>o,JSONP_END:()=>b,JSONP_NODE:()=>g,JS_TIME:()=>T,MAX_TIMER_BUDGET:()=>a,REMAINING:()=>f,SPA_NODE:()=>h,START:()=>w,originalSetTimeout:()=>y});var n=r(5763);const i=r(3325).D.spa,o=["click","submit","keypress","keydown","keyup","change"],a=999,s="fn-start",c="fn-end",u="cb-start",d="api-ixn-",f="remaining",l="interaction",h="spaNode",g="jsonpNode",p="fetch-start",m="fetch-done",v="fetch-body-",b="jsonp-end",y=n.Yu.ST,w="-start",x="-end",A="-body",E="cb"+x,T="jsTime",_="fetch"},5938:(e,t,r)=>{r.d(t,{W:()=>o});var n=r(5763),i=r(2177);class o{constructor(e,t,r){this.agentIdentifier=e,this.aggregator=t,this.ee=i.ee.get(e,(0,n.OP)(this.agentIdentifier).isolatedBacklog),this.featureName=r,this.blocked=!1}}},9144:(e,t,r)=>{r.d(t,{j:()=>m});var n=r(3325),i=r(5763),o=r(5546),a=r(2177),s=r(7894),c=r(8e3),u=r(3960),d=r(385),f=r(50),l=r(3081),h=r(8632);function g(){const e=(0,h.gG)();["setErrorHandler","finished","addToTrace","inlineHit","addRelease","addPageAction","setCurrentRouteName","setPageViewName","setCustomAttribute","interaction","noticeError","setUserId"].forEach((t=>{e[t]=function(){for(var r=arguments.length,n=new Array(r),i=0;i 1?r-1:0),i=1;i {e.exposed&&e.api[t]&&o.push(e.api[t](...n))})),o.length>1?o:o[0]}(t,...n)}}))}var p=r(2587);function m(e){let t=arguments.length>1&&void 0!==arguments[1]?arguments[1]:{},m=arguments.length>2?arguments[2]:void 0,v=arguments.length>3?arguments[3]:void 0,{init:b,info:y,loader_config:w,runtime:x={loaderType:m},exposed:A=!0}=t;const E=(0,h.gG)();y||(b=E.init,y=E.info,w=E.loader_config),(0,i.Dg)(e,b||{}),(0,i.GE)(e,w||{}),(0,i.sU)(e,x),y.jsAttributes??={},d.v6&&(y.jsAttributes.isWorker=!0),(0,i.CX)(e,y),g();const T=function(e,t){t||(0,c.R)(e,"api");const h={};var g=a.ee.get(e),p=g.get("tracer"),m="api-",v=m+"ixn-";function b(t,r,n,o){const a=(0,i.C5)(e);return null===r?delete a.jsAttributes[t]:(0,i.CX)(e,{...a,jsAttributes:{...a.jsAttributes,[t]:r}}),x(m,n,!0,o||null===r?"session":void 0)(t,r)}function y(){}["setErrorHandler","finished","addToTrace","inlineHit","addRelease"].forEach((e=>h[e]=x(m,e,!0,"api"))),h.addPageAction=x(m,"addPageAction",!0,n.D.pageAction),h.setCurrentRouteName=x(m,"routeName",!0,n.D.spa),h.setPageViewName=function(t,r){if("string"==typeof t)return"/"!==t.charAt(0)&&(t="/"+t),(0,i.OP)(e).customTransaction=(r||"http://custom.transaction")+t,x(m,"setPageViewName",!0)()},h.setCustomAttribute=function(e,t){let r=arguments.length>2&&void 0!==arguments[2]&&arguments[2];if("string"==typeof e){if(["string","number"].includes(typeof t)||null===t)return b(e,t,"setCustomAttribute",r);(0,f.Z)("Failed to execute setCustomAttribute.\nNon-null value must be a string or number type, but a type of was provided."))}else(0,f.Z)("Failed to execute setCustomAttribute.\nName must be a string type, but a type of was provided."))},h.setUserId=function(e){if("string"==typeof e||null===e)return b("enduser.id",e,"setUserId",!0);(0,f.Z)("Failed to execute setUserId.\nNon-null value must be a string type, but a type of was provided."))},h.interaction=function(){return(new y).get()};var w=y.prototype={createTracer:function(e,t){var r={},i=this,a="function"==typeof t;return(0,o.p)(v+"tracer",[(0,s.z)(),e,r],i,n.D.spa,g),function(){if(p.emit((a?"":"no-")+"fn-start",[(0,s.z)(),i,a],r),a)try{return t.apply(this,arguments)}catch(e){throw p.emit("fn-err",[arguments,this,"string"==typeof e?new Error(e):e],r),e}finally{p.emit("fn-end",[(0,s.z)()],r)}}}};function x(e,t,r,i){return function(){return(0,o.p)(l.xS,["API/"+t+"/called"],void 0,n.D.metrics,g),i&&(0,o.p)(e+t,[(0,s.z)(),...arguments],r?null:this,i,g),r?void 0:this}}function A(){r.e(439).then(r.bind(r,7438)).then((t=>{let{setAPI:r}=t;r(e),(0,c.L)(e,"api")})).catch((()=>(0,f.Z)("Downloading runtime APIs failed...")))}return["actionText","setName","setAttribute","save","ignore","onEnd","getContext","end","get"].forEach((e=>{w[e]=x(v,e,void 0,n.D.spa)})),h.noticeError=function(e,t){"string"==typeof e&&(e=new Error(e)),(0,o.p)(l.xS,["API/noticeError/called"],void 0,n.D.metrics,g),(0,o.p)("err",[e,(0,s.z)(),!1,t],void 0,n.D.jserrors,g)},d.il?(0,u.b)((()=>A()),!0):A(),h}(e,v);return(0,h.Qy)(e,T,"api"),(0,h.Qy)(e,A,"exposed"),(0,h.EZ)("activatedFeatures",p.T),T}},3325:(e,t,r)=>{r.d(t,{D:()=>n,p:()=>i});const n={ajax:"ajax",jserrors:"jserrors",metrics:"metrics",pageAction:"page_action",pageViewEvent:"page_view_event",pageViewTiming:"page_view_timing",sessionReplay:"session_replay",sessionTrace:"session_trace",spa:"spa"},i={[n.pageViewEvent]:1,[n.pageViewTiming]:2,[n.metrics]:3,[n.jserrors]:4,[n.ajax]:5,[n.sessionTrace]:6,[n.pageAction]:7,[n.spa]:8,[n.sessionReplay]:9}}},n={};function i(e){var t=n[e];if(void 0!==t)return t.exports;var o=n[e]={exports:{}};return r[e](o,o.exports,i),o.exports}i.m=r,i.d=(e,t)=>{for(var r in t)i.o(t,r)&&!i.o(e,r)&&Object.defineProperty(e,r,{enumerable:!0,get:t[r]})},i.f={},i.e=e=>Promise.all(Object.keys(i.f).reduce(((t,r)=>(i.f[r](e,t),t)),[])),i.u=e=>(({78:"page_action-aggregate",147:"metrics-aggregate",242:"session-manager",317:"jserrors-aggregate",348:"page_view_timing-aggregate",412:"lazy-feature-loader",439:"async-api",538:"recorder",590:"session_replay-aggregate",675:"compressor",733:"session_trace-aggregate",786:"page_view_event-aggregate",873:"spa-aggregate",898:"ajax-aggregate"}[e]||e)+"."+{78:"ac76d497",147:"3dc53903",148:"1a20d5fe",242:"2a64278a",317:"49e41428",348:"bd6de33a",412:"2f55ce66",439:"30bd804e",538:"1b18459f",590:"cf0efb30",675:"ae9f91a8",733:"83105561",786:"06482edd",860:"03a8b7a5",873:"e6b09d52",898:"998ef92b"}[e]+"-1.236.0.min.js"),i.o=(e,t)=>Object.prototype.hasOwnProperty.call(e,t),e={},t="NRBA:",i.l=(r,n,o,a)=>{if(e[r])e[r].push(n);else{var s,c;if(void 0!==o)for(var u=document.getElementsByTagName("script"),d=0;d {s.onerror=s.onload=null,clearTimeout(h);var i=e[r];if(delete e[r],s.parentNode&&s.parentNode.removeChild(s),i&&i.forEach((e=>e(n))),t)return t(n)},h=setTimeout(l.bind(null,void 0,{type:"timeout",target:s}),12e4);s.onerror=l.bind(null,s.onerror),s.onload=l.bind(null,s.onload),c&&document.head.appendChild(s)}},i.r=e=>{"undefined"!=typeof Symbol&&Symbol.toStringTag&&Object.defineProperty(e,Symbol.toStringTag,{value:"Module"}),Object.defineProperty(e,"__esModule",{value:!0})},i.j=364,i.p="https://js-agent.newrelic.com/",(()=>{var e={364:0,953:0};i.f.j=(t,r)=>{var n=i.o(e,t)?e[t]:void 0;if(0!==n)if(n)r.push(n[2]);else{var o=new Promise(((r,i)=>n=e[t]=[r,i]));r.push(n[2]=o);var a=i.p+i.u(t),s=new Error;i.l(a,(r=>{if(i.o(e,t)&&(0!==(n=e[t])&&(e[t]=void 0),n)){var o=r&&("load"===r.type?"missing":r.type),a=r&&r.target&&r.target.src;s.message="Loading chunk "+t+" failed.\n("+o+": "+a+")",s.name="ChunkLoadError",s.type=o,s.request=a,n[1](s)}}),"chunk-"+t,t)}};var t=(t,r)=>{var n,o,[a,s,c]=r,u=0;if(a.some((t=>0!==e[t]))){for(n in s)i.o(s,n)&&(i.m[n]=s[n]);if(c)c(i)}for(t&&t(r);u {i.r(o);var e=i(3325),t=i(5763);const r=Object.values(e.D);function n(e){const n={};return r.forEach((r=>{n[r]=function(e,r){return!1!==(0,t.Mt)(r,"".concat(e,".enabled"))}(r,e)})),n}var a=i(9144);var s=i(5546),c=i(385),u=i(8e3),d=i(5938),f=i(3960),l=i(50);class h extends d.W{constructor(e,t,r){let n=!(arguments.length>3&&void 0!==arguments[3])||arguments[3];super(e,t,r),this.auto=n,this.abortHandler,this.featAggregate,this.onAggregateImported,n&&(0,u.R)(e,r)}importAggregator(){let e=arguments.length>0&&void 0!==arguments[0]?arguments[0]:{};if(this.featAggregate||!this.auto)return;const r=c.il&&!0===(0,t.Mt)(this.agentIdentifier,"privacy.cookies_enabled");let n;this.onAggregateImported=new Promise((e=>{n=e}));const o=async()=>{let t;try{if(r){const{setupAgentSession:e}=await Promise.all([i.e(860),i.e(242)]).then(i.bind(i,3228));t=e(this.agentIdentifier)}}catch(e){(0,l.Z)("A problem occurred when starting up session manager. This page will not start or extend any session.",e)}try{if(!this.shouldImportAgg(this.featureName,t))return void(0,u.L)(this.agentIdentifier,this.featureName);const{lazyFeatureLoader:r}=await i.e(412).then(i.bind(i,8582)),{Aggregate:o}=await r(this.featureName,"aggregate");this.featAggregate=new o(this.agentIdentifier,this.aggregator,e),n(!0)}catch(e){(0,l.Z)("Downloading and initializing ".concat(this.featureName," failed..."),e),this.abortHandler?.(),n(!1)}};c.il?(0,f.b)((()=>o()),!0):o()}shouldImportAgg(r,n){return r!==e.D.sessionReplay||!1!==(0,t.Mt)(this.agentIdentifier,"session_trace.enabled")&&(!!n?.isNew||!!n?.state.sessionReplay)}}var g=i(7633),p=i(7894);class m extends h{static featureName=g.t9;constructor(r,n){let i=!(arguments.length>2&&void 0!==arguments[2])||arguments[2];if(super(r,n,g.t9,i),("undefined"==typeof PerformanceNavigationTiming||c.Tt)&&"undefined"!=typeof PerformanceTiming){const n=(0,t.OP)(r);n[g.Dz]=Math.max(Date.now()-n.offset,0),(0,f.K)((()=>n[g.qw]=Math.max((0,p.z)()-n[g.Dz],0))),(0,f.b)((()=>{const t=(0,p.z)();n[g.OJ]=Math.max(t-n[g.Dz],0),(0,s.p)("timing",["load",t],void 0,e.D.pageViewTiming,this.ee)}))}this.importAggregator()}}var v=i(1117),b=i(1284);class y extends v.w{constructor(e){super(e),this.aggregatedData={}}store(e,t,r,n,i){var o=this.getBucket(e,t,r,i);return o.metrics=function(e,t){t||(t={count:0});return t.count+=1,(0,b.D)(e,(function(e,r){t[e]=w(r,t[e])})),t}(n,o.metrics),o}merge(e,t,r,n,i){var o=this.getBucket(e,t,n,i);if(o.metrics){var a=o.metrics;a.count+=r.count,(0,b.D)(r,(function(e,t){if("count"!==e){var n=a[e],i=r[e];i&&!i.c?a[e]=w(i.t,n):a[e]=function(e,t){if(!t)return e;t.c||(t=x(t.t));return t.min=Math.min(e.min,t.min),t.max=Math.max(e.max,t.max),t.t+=e.t,t.sos+=e.sos,t.c+=e.c,t}(i,a[e])}}))}else o.metrics=r}storeMetric(e,t,r,n){var i=this.getBucket(e,t,r);return i.stats=w(n,i.stats),i}getBucket(e,t,r,n){this.aggregatedData[e]||(this.aggregatedData[e]={});var i=this.aggregatedData[e][t];return i||(i=this.aggregatedData[e][t]={params:r||{}},n&&(i.custom=n)),i}get(e,t){return t?this.aggregatedData[e]&&this.aggregatedData[e][t]:this.aggregatedData[e]}take(e){for(var t={},r="",n=!1,i=0;i t.max&&(t.max=e),e 2&&void 0!==arguments[2])||arguments[2];super(e,r,j.t,n),c.il&&((0,t.OP)(e).initHidden=Boolean("hidden"===document.visibilityState),(0,N.N)((()=>(0,s.p)("docHidden",[(0,p.z)()],void 0,j.t,this.ee)),!0),(0,O.bP)("pagehide",(()=>(0,s.p)("winPagehide",[(0,p.z)()],void 0,j.t,this.ee))),this.importAggregator())}}var P=i(3081);class C extends h{static featureName=P.t9;constructor(e,t){let r=!(arguments.length>2&&void 0!==arguments[2])||arguments[2];super(e,t,P.t9,r),this.importAggregator()}}var R,I=i(2210),k=i(1214),H=i(2177),L={};try{R=localStorage.getItem("__nr_flags").split(","),console&&"function"==typeof console.log&&(L.console=!0,-1!==R.indexOf("dev")&&(L.dev=!0),-1!==R.indexOf("nr_dev")&&(L.nrDev=!0))}catch(e){}function z(e){try{L.console&&z(e)}catch(e){}}L.nrDev&&H.ee.on("internal-error",(function(e){z(e.stack)})),L.dev&&H.ee.on("fn-err",(function(e,t,r){z(r.stack)})),L.dev&&(z("NR AGENT IN DEVELOPMENT MODE"),z("flags: "+(0,b.D)(L,(function(e,t){return e})).join(", ")));var M=i(6660);class B extends h{static featureName=M.t;constructor(r,n){let i=!(arguments.length>2&&void 0!==arguments[2])||arguments[2];super(r,n,M.t,i),this.skipNext=0;try{this.removeOnAbort=new AbortController}catch(e){}const o=this;o.ee.on("fn-start",(function(e,t,r){o.abortHandler&&(o.skipNext+=1)})),o.ee.on("fn-err",(function(t,r,n){o.abortHandler&&!n[M.A]&&((0,I.X)(n,M.A,(function(){return!0})),this.thrown=!0,(0,s.p)("err",[n,(0,p.z)()],void 0,e.D.jserrors,o.ee))})),o.ee.on("fn-end",(function(){o.abortHandler&&!this.thrown&&o.skipNext>0&&(o.skipNext-=1)})),o.ee.on("internal-error",(function(t){(0,s.p)("ierr",[t,(0,p.z)(),!0],void 0,e.D.jserrors,o.ee)})),this.origOnerror=c._A.onerror,c._A.onerror=this.onerrorHandler.bind(this),c._A.addEventListener("unhandledrejection",(t=>{const r=function(e){let t="Unhandled Promise Rejection: ";if(e instanceof Error)try{return e.message=t+e.message,e}catch(t){return e}if(void 0===e)return new Error(t);try{return new Error(t+(0,D.P)(e))}catch(e){return new Error(t)}}(t.reason);(0,s.p)("err",[r,(0,p.z)(),!1,{unhandledPromiseRejection:1}],void 0,e.D.jserrors,this.ee)}),(0,O.m$)(!1,this.removeOnAbort?.signal)),(0,k.gy)(this.ee),(0,k.BV)(this.ee),(0,k.em)(this.ee),(0,t.OP)(r).xhrWrappable&&(0,k.Kf)(this.ee),this.abortHandler=this.#e,this.importAggregator()}#e(){this.removeOnAbort?.abort(),this.abortHandler=void 0}onerrorHandler(t,r,n,i,o){"function"==typeof this.origOnerror&&this.origOnerror(...arguments);try{this.skipNext?this.skipNext-=1:(0,s.p)("err",[o||new F(t,r,n),(0,p.z)()],void 0,e.D.jserrors,this.ee)}catch(t){try{(0,s.p)("ierr",[t,(0,p.z)(),!0],void 0,e.D.jserrors,this.ee)}catch(e){}}return!1}}function F(e,t,r){this.message=e||"Uncaught error with no additional information",this.sourceURL=t,this.line=r}let U=1;const q="nr@id";function G(e){const t=typeof e;return!e||"object"!==t&&"function"!==t?-1:e===c._A?0:(0,I.X)(e,q,(function(){return U++}))}function V(e){if("string"==typeof e&&e.length)return e.length;if("object"==typeof e){if("undefined"!=typeof ArrayBuffer&&e instanceof ArrayBuffer&&e.byteLength)return e.byteLength;if("undefined"!=typeof Blob&&e instanceof Blob&&e.size)return e.size;if(!("undefined"!=typeof FormData&&e instanceof FormData))try{return(0,D.P)(e).length}catch(e){return}}}var X=i(7243);class W{constructor(e){this.agentIdentifier=e,this.generateTracePayload=this.generateTracePayload.bind(this),this.shouldGenerateTrace=this.shouldGenerateTrace.bind(this)}generateTracePayload(e){if(!this.shouldGenerateTrace(e))return null;var r=(0,t.DL)(this.agentIdentifier);if(!r)return null;var n=(r.accountID||"").toString()||null,i=(r.agentID||"").toString()||null,o=(r.trustKey||"").toString()||null;if(!n||!i)return null;var a=(0,_.M)(),s=(0,_.Ht)(),c=Date.now(),u={spanId:a,traceId:s,timestamp:c};return(e.sameOrigin||this.isAllowedOrigin(e)&&this.useTraceContextHeadersForCors())&&(u.traceContextParentHeader=this.generateTraceContextParentHeader(a,s),u.traceContextStateHeader=this.generateTraceContextStateHeader(a,c,n,i,o)),(e.sameOrigin&&!this.excludeNewrelicHeader()||!e.sameOrigin&&this.isAllowedOrigin(e)&&this.useNewrelicHeaderForCors())&&(u.newrelicHeader=this.generateTraceHeader(a,s,c,n,i,o)),u}generateTraceContextParentHeader(e,t){return"00-"+t+"-"+e+"-01"}generateTraceContextStateHeader(e,t,r,n,i){return i+"@nr=0-1-"+r+"-"+n+"-"+e+"----"+t}generateTraceHeader(e,t,r,n,i,o){if(!("function"==typeof c._A?.btoa))return null;var a={v:[0,1],d:{ty:"Browser",ac:n,ap:i,id:e,tr:t,ti:r}};return o&&n!==o&&(a.d.tk=o),btoa((0,D.P)(a))}shouldGenerateTrace(e){return this.isDtEnabled()&&this.isAllowedOrigin(e)}isAllowedOrigin(e){var r=!1,n={};if((0,t.Mt)(this.agentIdentifier,"distributed_tracing")&&(n=(0,t.P_)(this.agentIdentifier).distributed_tracing),e.sameOrigin)r=!0;else if(n.allowed_origins instanceof Array)for(var i=0;i 2&&void 0!==arguments[2])||arguments[2];super(r,n,Z.t,i),(0,t.OP)(r).xhrWrappable&&(this.dt=new W(r),this.handler=(e,t,r,n)=>(0,s.p)(e,t,r,n,this.ee),(0,k.u5)(this.ee),(0,k.Kf)(this.ee),function(r,n,i,o){function a(e){var t=this;t.totalCbs=0,t.called=0,t.cbTime=0,t.end=E,t.ended=!1,t.xhrGuids={},t.lastSize=null,t.loadCaptureCalled=!1,t.params=this.params||{},t.metrics=this.metrics||{},e.addEventListener("load",(function(r){_(t,e)}),(0,O.m$)(!1)),c.IF||e.addEventListener("progress",(function(e){t.lastSize=e.loaded}),(0,O.m$)(!1))}function s(e){this.params={method:e[0]},T(this,e[1]),this.metrics={}}function u(e,n){var i=(0,t.DL)(r);i.xpid&&this.sameOrigin&&n.setRequestHeader("X-NewRelic-ID",i.xpid);var a=o.generateTracePayload(this.parsedOrigin);if(a){var s=!1;a.newrelicHeader&&(n.setRequestHeader("newrelic",a.newrelicHeader),s=!0),a.traceContextParentHeader&&(n.setRequestHeader("traceparent",a.traceContextParentHeader),a.traceContextStateHeader&&n.setRequestHeader("tracestate",a.traceContextStateHeader),s=!0),s&&(this.dt=a)}}function d(e,t){var r=this.metrics,i=e[0],o=this;if(r&&i){var a=V(i);a&&(r.txSize=a)}this.startTime=(0,p.z)(),this.listener=function(e){try{"abort"!==e.type||o.loadCaptureCalled||(o.params.aborted=!0),("load"!==e.type||o.called===o.totalCbs&&(o.onloadCalled||"function"!=typeof t.onload)&&"function"==typeof o.end)&&o.end(t)}catch(e){try{n.emit("internal-error",[e])}catch(e){}}};for(var s=0;s 1?e[1]=i:e.push(i)}else e[0]&&e[0].headers&&s(e[0].headers,n)&&(this.dt=n);function s(e,t){var r=!1;return t.newrelicHeader&&(e.set("newrelic",t.newrelicHeader),r=!0),t.traceContextParentHeader&&(e.set("traceparent",t.traceContextParentHeader),t.traceContextStateHeader&&e.set("tracestate",t.traceContextStateHeader),r=!0),r}}function x(e,t){this.params={},this.metrics={},this.startTime=(0,p.z)(),this.dt=t,e.length>=1&&(this.target=e[0]),e.length>=2&&(this.opts=e[1]);var r,n=this.opts||{},i=this.target;"string"==typeof i?r=i:"object"==typeof i&&i instanceof Y?r=i.url:c._A?.URL&&"object"==typeof i&&i instanceof URL&&(r=i.href),T(this,r);var o=(""+(i&&i instanceof Y&&i.method||n.method||"GET")).toUpperCase();this.params.method=o,this.txSize=V(n.body)||0}function A(t,r){var n;this.endTime=(0,p.z)(),this.params||(this.params={}),this.params.status=r?r.status:0,"string"==typeof this.rxSize&&this.rxSize.length>0&&(n=+this.rxSize);var o={txSize:this.txSize,rxSize:n,duration:(0,p.z)()-this.startTime};i("xhr",[this.params,o,this.startTime,this.endTime,"fetch"],this,e.D.ajax)}function E(t){var r=this.params,n=this.metrics;if(!this.ended){this.ended=!0;for(var o=0;o 2&&void 0!==arguments[2])||arguments[2];super(e,t,we.t,r),this.importAggregator()}}new class{constructor(e){let t=arguments.length>1&&void 0!==arguments[1]?arguments[1]:(0,_.ky)(16);c._A?(this.agentIdentifier=t,this.sharedAggregator=new y({agentIdentifier:this.agentIdentifier}),this.features={},this.desiredFeatures=new Set(e.features||[]),this.desiredFeatures.add(m),Object.assign(this,(0,a.j)(this.agentIdentifier,e,e.loaderType||"agent")),this.start()):(0,l.Z)("Failed to initial the agent. Could not determine the runtime environment.")}get config(){return{info:(0,t.C5)(this.agentIdentifier),init:(0,t.P_)(this.agentIdentifier),loader_config:(0,t.DL)(this.agentIdentifier),runtime:(0,t.OP)(this.agentIdentifier)}}start(){const t="features";try{const r=n(this.agentIdentifier),i=[...this.desiredFeatures];i.sort(((t,r)=>e.p[t.featureName]-e.p[r.featureName])),i.forEach((t=>{if(r[t.featureName]||t.featureName===e.D.pageViewEvent){const n=function(t){switch(t){case e.D.ajax:return[e.D.jserrors];case e.D.sessionTrace:return[e.D.ajax,e.D.pageViewEvent];case e.D.sessionReplay:return[e.D.sessionTrace];case e.D.pageViewTiming:return[e.D.pageViewEvent];default:return[]}}(t.featureName);n.every((e=>r[e]))||(0,l.Z)("".concat(t.featureName," is enabled but one or more dependent features has been disabled (").concat((0,D.P)(n),"). This may cause unintended consequences or missing data...")),this.features[t.featureName]=new t(this.agentIdentifier,this.sharedAggregator)}})),(0,T.Qy)(this.agentIdentifier,this.features,t)}catch(e){(0,l.Z)("Failed to initialize all enabled instrument classes (agent aborted) -",e);for(const e in this.features)this.features[e].abortHandler?.();const r=(0,T.fP)();return delete r.initializedAgents[this.agentIdentifier]?.api,delete r.initializedAgents[this.agentIdentifier]?.[t],delete this.sharedAggregator,r.ee?.abort(),delete r.ee?.get(this.agentIdentifier),!1}}}({features:[J,m,S,class extends h{static featureName=oe;constructor(t,r){if(super(t,r,oe,!(arguments.length>2&&void 0!==arguments[2])||arguments[2]),!c.il)return;const n=this.ee;let i;(0,k.QU)(n),this.eventsEE=(0,k.em)(n),this.eventsEE.on(se,(function(e,t){this.bstStart=(0,p.z)()})),this.eventsEE.on(ae,(function(t,r){(0,s.p)("bst",[t[0],r,this.bstStart,(0,p.z)()],void 0,e.D.sessionTrace,n)})),n.on(ce+ne,(function(e){this.time=(0,p.z)(),this.startPath=location.pathname+location.hash})),n.on(ce+ie,(function(t){(0,s.p)("bstHist",[location.pathname+location.hash,this.startPath,this.time],void 0,e.D.sessionTrace,n)}));try{i=new PerformanceObserver((t=>{const r=t.getEntries();(0,s.p)(te,[r],void 0,e.D.sessionTrace,n)})),i.observe({type:re,buffered:!0})}catch(e){}this.importAggregator({resourceObserver:i})}},C,xe,B,class extends h{static featureName=de;constructor(e,r){if(super(e,r,de,!(arguments.length>2&&void 0!==arguments[2])||arguments[2]),!c.il)return;if(!(0,t.OP)(e).xhrWrappable)return;try{this.removeOnAbort=new AbortController}catch(e){}let n,i=0;const o=this.ee.get("tracer"),a=(0,k._L)(this.ee),s=(0,k.Lg)(this.ee),u=(0,k.BV)(this.ee),d=(0,k.Kf)(this.ee),f=this.ee.get("events"),l=(0,k.u5)(this.ee),h=(0,k.QU)(this.ee),g=(0,k.Gm)(this.ee);function m(e,t){h.emit("newURL",[""+window.location,t])}function v(){i++,n=window.location.hash,this[ve]=(0,p.z)()}function b(){i--,window.location.hash!==n&&m(0,!0);var e=(0,p.z)();this[pe]=~~this[pe]+e-this[ve],this[ye]=e}function y(e,t){e.on(t,(function(){this[t]=(0,p.z)()}))}this.ee.on(ve,v),s.on(be,v),a.on(be,v),this.ee.on(ye,b),s.on(ge,b),a.on(ge,b),this.ee.buffer([ve,ye,"xhr-resolved"],this.featureName),f.buffer([ve],this.featureName),u.buffer(["setTimeout"+le,"clearTimeout"+fe,ve],this.featureName),d.buffer([ve,"new-xhr","send-xhr"+fe],this.featureName),l.buffer([me+fe,me+"-done",me+he+fe,me+he+le],this.featureName),h.buffer(["newURL"],this.featureName),g.buffer([ve],this.featureName),s.buffer(["propagate",be,ge,"executor-err","resolve"+fe],this.featureName),o.buffer([ve,"no-"+ve],this.featureName),a.buffer(["new-jsonp","cb-start","jsonp-error","jsonp-end"],this.featureName),y(l,me+fe),y(l,me+"-done"),y(a,"new-jsonp"),y(a,"jsonp-end"),y(a,"cb-start"),h.on("pushState-end",m),h.on("replaceState-end",m),window.addEventListener("hashchange",m,(0,O.m$)(!0,this.removeOnAbort?.signal)),window.addEventListener("load",m,(0,O.m$)(!0,this.removeOnAbort?.signal)),window.addEventListener("popstate",(function(){m(0,i>1)}),(0,O.m$)(!0,this.removeOnAbort?.signal)),this.abortHandler=this.#e,this.importAggregator()}#e(){this.removeOnAbort?.abort(),this.abortHandler=void 0}}],loaderType:"spa"})})(),window.NRBA=o})(); window.jQuery || document.write(' ') CKEDITOR_BASEPATH='https://f1000research.com/js/vendor/ckeditor/' window.reactTheme = 'research'; window.MathJax = { CommonHTML: { linebreaks: { automatic: true } }, 'HTML-CSS': { linebreaks: { automatic: true } }, SVG: { linebreaks: { automatic: true } }, AuthorInit: function() { MathJax.Hub.Register.MessageHook('End Process', function () { let timeout = false; // holder for timeout id const delay = 250; // delay after event is "complete" to run callback const reflowMath = function() { const dispFormulas = document.querySelectorAll('.disp-formula.panel'); if (!dispFormulas) { return; } for (const dispFormula of dispFormulas) { const child = dispFormula.querySelector('.MathJax_Preview').nextSibling.firstChild; const isMultiline = MathJax.Hub.getAllJax(dispFormula)[0].root.isMultiline; if (dispFormula.offsetWidth < child.offsetWidth || isMultiline) { MathJax.Hub.Queue(['Rerender', MathJax.Hub, dispFormula]); } } }; window.addEventListener('resize', function() { clearTimeout(timeout); // clear the timeout timeout = setTimeout(reflowMath, delay); // start timing for event "completion" }); }); }, }; if (window.location.hash == '#_=_'){ window.location = window.location.href.split('#')[0] } !function(f,b,e,v,n,t,s){if(f.fbq)return;n=f.fbq=function() {n.callMethod? n.callMethod.apply(n,arguments):n.queue.push(arguments)} ;if(!f._fbq)f._fbq=n; n.push=n;n.loaded=!0;n.version='2.0';n.queue=[];t=b.createElement(e);t.async=!0; t.src=v;s=b.getElementsByTagName(e)[0];s.parentNode.insertBefore(t,s)}(window, document,'script','https://connect.facebook.net/en_US/fbevents.js'); fbq('init', '1641728616063202'); fbq('track', "PixelInitialized", {}); (function(h,o,t,j,a,r){ h.hj=h.hj||function(){(h.hj.q=h.hj.q||[]).push(arguments)}; h._hjSettings={hjid:2318163,hjsv:6}; a=o.getElementsByTagName('head')[0]; r=o.createElement('script');r.async=1; r.src=t+h._hjSettings.hjid+j+h._hjSettings.hjsv; a.appendChild(r); })(window,document,'https://static.hotjar.com/c/hotjar-','.js?sv='); search file_upload Submit your research search menu close search Browse Gateways & Collections How to Publish Submit your Research My Submissions Article Guidelines Article Guidelines (New Versions) Open Data, Software and Code Guidelines Open Data and Accessible Source Materials Guidelines (HSS) Open Data, Software and Code Guidelines (PSE) Prepublication Checks Production Process Posters and Slides Guidelines Document Guidelines Article Processing Charges Peer Review Finding Article Reviewers About How it Works For Reviewers Our Advisors Policies Glossary FAQs For Developers Newsroom Contact My Research Submissions Content and Tracking Alerts My Details Sign In file_upload Submit your research { "@context": "https://schema.org", "@type": "ScholarlyArticle", "mainEntityOfPage": { "@type": "WebPage", "@id": "https://f1000research.com/articles/15-207" }, "headline": "Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the...", "datePublished": "2026-02-06T10:40:07", "dateModified": "2026-02-06T10:40:07", "author": [ { "@type": "Person", "name": "Firas Hussein Ali" }, { "@type": "Person", "name": "Khaled Abdullah Ibrahim" } ], "publisher": { "@type": "Organization", "name": "F1000Research", "logo": { "@type": "ImageObject", "url": "https://f1000research.com/img/AMP/F1000Research_image.png", "height": 480, "width": 60 } }, "image": { "@type": "ImageObject", "url": "https://f1000research.com/img/AMP/F1000Research_image.png", "height": 1200, "width": 150 }, "description": " Background The banking sector is undergoing rapid digital transformation, requiring the development of business processes and employee skills. making digital human resource management a key factor in enhancing competitiveness. This research aims to identify the relationship between digital human resource management and competitive advantage in private banks by studying the level of adoption of digital practices and their impact on the development of competitive performance. Methodology A descriptive analytical approach was used, and data were collected through a questionnaire administered to a sample of 150 administrative leaders in private banks. The data were analyzed using SPSS V.27 and AMOS V.24, with tests of stability and internal consistency, in addition to testing for procedural bias. Results The results showed a high level of stability (α = 0.94) and the absence of measurement bias (CMB = 32.08%). It also showed that the level of competitive advantage was higher than the level of digital human resource management adoption. The results of the analysis showed a strong and significant correlation between digital human resource management and competitive advantage (r = 0.96, P = 0.002). All digital dimensions had a direct and significant impact on competitive advantage, with the digital learning dimension having the most significant impact. Conclusions Developing digital human resource management practices is an important path to enhancing the competitiveness of private banks. Investing in digital infrastructure and expanding the use of digital applications contributes to supporting operational efficiency, increasing responsiveness to technological changes, and enhancing banks’ readiness for market requirements. " } { "@context": "http://schema.org", "@type": "BreadcrumbList", "itemListElement": [ { "@type": "ListItem", "position": "1", "item": { "@id": "https://f1000research.com/", "name": "Home" } }, { "@type": "ListItem", "position": "2", "item": { "@id": "https://f1000research.com/browse/articles", "name": "Browse" } }, { "@type": "ListItem", "position": "3", "item": { "@id": "https://f1000research.com/articles/15-207/v1", "name": "Digital Human Resource Management and Its Role in Achieving Competitive..." } } ] } Home Browse Digital Human Resource Management and Its Role in Achieving Competitive... ALL Metrics - Views Downloads Get PDF Get XML Cite How to cite this article Hussein Ali F and Abdullah Ibrahim K. Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.12688/f1000research.174062.1 ) NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article. Close Copy Citation Details Export Export Citation Sciwheel EndNote Ref. Manager Bibtex ProCite Sente EXPORT Select a format first Track Share ▬ ✚ Research Article Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] Firas Hussein Ali https://orcid.org/0009-0002-7452-9057 1 , Khaled Abdullah Ibrahim 2 Firas Hussein Ali https://orcid.org/0009-0002-7452-9057 1 , Khaled Abdullah Ibrahim 2 PUBLISHED 06 Feb 2026 Author details Author details 1 General Administration, University of FaUniversity of Fallujah, College of Administration and Economics, Fallujah, Anbar, Iraq 2 General Administration, University of Fallujah, College of Administration and Economics, Fallujah, Anbar, Iraq Firas Hussein Ali Roles: Conceptualization, Data Curation, Funding Acquisition, Methodology, Resources, Software, Writing – Original Draft Preparation Khaled Abdullah Ibrahim Roles: Formal Analysis, Investigation, Project Administration, Supervision, Validation, Visualization, Writing – Review & Editing OPEN PEER REVIEW DETAILS REVIEWER STATUS This article is included in the Fallujah Multidisciplinary Science and Innovation gateway. Abstract Background The banking sector is undergoing rapid digital transformation, requiring the development of business processes and employee skills. making digital human resource management a key factor in enhancing competitiveness. This research aims to identify the relationship between digital human resource management and competitive advantage in private banks by studying the level of adoption of digital practices and their impact on the development of competitive performance. Methodology A descriptive analytical approach was used, and data were collected through a questionnaire administered to a sample of 150 administrative leaders in private banks. The data were analyzed using SPSS V.27 and AMOS V.24, with tests of stability and internal consistency, in addition to testing for procedural bias. Results The results showed a high level of stability (α = 0.94) and the absence of measurement bias (CMB = 32.08%). It also showed that the level of competitive advantage was higher than the level of digital human resource management adoption. The results of the analysis showed a strong and significant correlation between digital human resource management and competitive advantage (r = 0.96, P = 0.002). All digital dimensions had a direct and significant impact on competitive advantage, with the digital learning dimension having the most significant impact. Conclusions Developing digital human resource management practices is an important path to enhancing the competitiveness of private banks. Investing in digital infrastructure and expanding the use of digital applications contributes to supporting operational efficiency, increasing responsiveness to technological changes, and enhancing banks’ readiness for market requirements. READ ALL READ LESS Keywords Digital Human Resource Management, Competitive Advantage Corresponding Author(s) Firas Hussein Ali ( [email protected] ) Khaled Abdullah Ibrahim ( [email protected] ) Close Corresponding authors: Firas Hussein Ali, Khaled Abdullah Ibrahim Competing interests: No competing interests were disclosed. Grant information: The author(s) declared that no grants were involved in supporting this work. Copyright: © 2026 Hussein Ali F and Abdullah Ibrahim K. This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. How to cite: Hussein Ali F and Abdullah Ibrahim K. Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.12688/f1000research.174062.1 ) First published: 06 Feb 2026, 15 :207 ( https://doi.org/10.12688/f1000research.174062.1 ) Latest published: 06 Feb 2026, 15 :207 ( https://doi.org/10.12688/f1000research.174062.1 ) Introduction Digital human resource management has become a driving force in the development of its functions and contributes to bringing about change within organizations by enhancing employees’ career paths and providing strategic value through the use of digital technologies such as artificial intelligence, data analytics, modern technologies, and verbal communication, which requires the development of new skills and the organization of job roles in a way that achieves adaptability and continuity ( Yusuf, et al., 2023 :4). It is a key player in supporting the transition of organizations toward digital transformation by meeting increasing digital requirements, interacting with innovation within business environments, and keeping pace with the organizational and technical challenges that accompany competition ( Nematollahi et al., 2024 :1079). The digital revolution has contributed to transforming work methods within organizations, placing significant pressure on administrative structures and employees to adapt to technological developments, making digitization an inevitable path to survival, development and competitiveness ( Halid, et al., 2020 :96). Small and medium-sized enterprises (SMEs) are flexible models capable of achieving a competitive market advantage by employing modern technology and taking advantage of rapid decision-making, simple structures and precise organization of the target market ( Yuleva, 2019 :72). Strong organizations rely on highly competent human resources, advanced technologies, flexible management systems and a creative environment that supports excellence and is capable of coping with global changes in order to achieve a competitive advantage ( Farida & Setiawan, 2022 :1-2). This highlights the need for a more in-depth study of the nature of the relationship between digital human resource management and competitive advantage in private banks, especially with the increasing importance of digital transformation in the banking sector. Hence, this research aims to analyze the role that digital human resource management plays in enhancing competitive advantage by diagnosing the reality of the adoption of digital practices in banks, determining the level of competitive advantage in them, and clarifying the nature of the relationship between the two variables in terms of correlation and impact, in order to understand which digital dimensions contribute most to supporting competitive excellence. The research seeks to provide a clear picture that can benefit banks in developing their digital policies and improving their strategic performance. The research problem arose from the continued reliance of many private banks on traditional methods despite technological developments, which limits their efficiency and ability to achieve competitive advantage. The problem lies in questioning the relationship and impact of digital human resource management on competitive advantage. The importance of the research lies in enhancing theoretical knowledge about digital human resources and competitive advantage, and in clarifying the role of digital practices in developing institutional performance, reducing administrative routine, and improving banking services. The research aims to analyze the role of digital human resources, clarify its concepts and relationship with competitive advantage, explain its dimensions and impact, and provide recommendations for improving digital performance in private banks. The researchers adopted a descriptive analytical approach based on data collection and analysis to understand the phenomenon. Two main hypotheses were formulated regarding the relationship and impact between the two variables, in addition to sub-hypotheses for each dimension. The time frame was set from 23 July 2025 to 21 September 2025, while the spatial boundaries were limited to a group of private banks. Literature review With advances in technology and the global trend of digitalization, digitization has become an important technical concepts used to describe the conversion of analog information into binary digits for automated processing. It has various applications, such as digitizing paper books to digital files and customer registration cards to digital collateral ( Strohmeier, 2020 :348). In this context, human resource management has evolved to incorporate Internet-based technologies in to various applications, contributing to enhanced performance efficiency and the provision of required information in an accurate and organized manner ( Atiyah & Turki, 2024 : 7). The digitization of human resource management is a step that any organization needs to make to conform to the needs of the digital age. It enhances successful interaction between management and employees by developing strategies that facilitate organizational performance and improve its capacity to respond to changes ( Hajar, 2024 :479). Therefore, a good correlation between human resource management and competitive advantage is clear because effective organizations can match their human resources and competencies with the present and future market needs to provide differentiation or cost savings as a source of gaining relative advantage ( Urbanek, 2024 : 1376). A competitive advantage is a characteristic of an organization that allows it to differ among competitors ( Potjanajaruwit, 2018 : 106). Further, it may be achieved by offering services or products that are above the expectations of the consumer and surpass their needs better so that the organization can create efficient and sustainable growth strategies ( Negulescu, 2019 : 71). In this view, digital human resource management is more than a traditional role; it is a strategic pillar that promotes organizational excellence and the ability of organizations to attain a high level of superiority in a changing competitive environment. A- First variable: Digital human resource management 1. Concept of Digital Human Resource Management Terms such as digital human resource management (DHRM) and other designations applied in the sphere of social sciences differ significantly. As a result of the increased use of modern technologies, the role of human resources has to be reconsidered, which is why the concept of digital management has been adopted. This is a process aimed at serving human resource management and the consumers of internet-based systems in HR departments, with the aim of enhancing the services offered to the organization ( Al-Sharbini, 2025 : 1242). According to ( Zouqar, 2024 : 82) DHRM can be explained as a radical change in human resource functioning based on matching culture, skills, organizational structure, and core processes to create a balance between efficiency and innovation ( Asraf, 2020 : 238). It involves the application of the available technologies in the organization in the processes that facilitate different HR activities including recruitment, selection, appointment, training, and performance appraisal as well as administering all data concerning current and potential employees. ( Strohmeier, 2020 : 351) underlines that DHRM is a technical process; as a result, the HR data recorded in paper-based or analog formats are converted into digital forms that can be automatically processed and represented in different electronic systems. ( García-Fernández et al., 2024 : 3) further adds that it is a collection of programs, devices, and digital assets that will focus on automation of HR operations and creation of practices that are both consistent and of high quality, facilitated by the current digital transformation. Further, DHRM is understood as a practice that makes heavy use of digital tools in recruitment, selection, communication, training and career development. Not solely are folks beginning to affiliate the two concepts on this regard however it’s extra typical for firms to not take note of if they’ve sear pasting or no mirroring. This is part of what helps the organization to select the right candidate for a job and enhances participant growth in that work environment ( Varadaraj & Al Wadi, 2021 : 44). For instance, the authors consider digital HRM as the use of contemporary digital technologies to increase the effectiveness of human resource activities and structure HR services by endowing traditional processes with a serious electronic component emphasizing innovation and supporting decision making. 2. Importance of Digital Human Resource Management In the digital era, one of the fundamental topics is digital human resource management (DHRM) as a part of organizational digital transformations that have continued to emerge since most organizations utilize the Internet and information communication technology. It is the most important element for increasing organizational efficiency and effectiveness through process development, improving adaptability to changing demands, and achieving objectives. In the HR field, digital transformation reduces reliance on paper documents and traditional administrative exchanges by digitizing employee files, payrolls, and leave requests, which helps attract talent, enhances the organization’s digital image, and improves recruitment performance ( Issa & Abdelrazek, 2024 : 312). ( Varadaraj and Al Wadi, 2021 : 44, Alkhawlani et al., 2018 ) note that nowadays, in the digital world, the role of DHRM has increased over the traditional form of management because organizations require more effective and flexible work forms that enhance overall performance and respond to the demands of the competitive environment. Digital systems are becoming more popular in organizations to handle their human resources, and HR departments must follow the process and revise internal policies to meet the requirements of the digital era. The effectiveness of organizations is determined by their capability to develop effective internal resources and successfully integrate the latest technologies and business processes to increase competitiveness on local and global scales. ( Aggarwal and Sharon, 2017 : 25, Al-Rawi et al., 2021 ) stress that it all comes down to DHRM’s potential to change the direction of the HR department from administrative (operations oriented) towards being more effective and strategic. With digitization, HR can align outcomes with results, quantitatively measure them, and store them for further use (e.g., decision support). This becomes even more important as organizations advance toward globalization, in which case using digital technologies is becoming necessary to follow the pace of change and reach competitiveness. ( Al-Alawi et al., 2023 : 450, Al-Sabaawe et al., 2020 ) emphasize that DHRM contributes to business continuity in times of crisis, remote work support, bilateral HR communication, and organizational adaptation through recruitment through technical tools in communication and task management. As a result, it becomes the most essential element that ensures high quality performance and continuous active operations. ( Urba et al., 2022 : 206, Husien et al., 2019 ) the relevance of DHRM to the field of engineering management is that it accounts for human capital management and organizations. It also helps in process digitalization and performance improvement, and d is strongly associated with the deformation and restructuring between structure and functions in academia mainly during and after crises; thus it is an elementary element for keeping pace with development and adjusting to modern changes. The researchers argue that the significance of this topic lies in the need to explain how digital transformation can be used as a tool for enhancing HR performance and work efficiency, which, in turn, boosts reliance on technology in both performing functions and networking within the organization, hence going along with dynamic changes, aiming at realizing institutional excellence. 3. Dimensions of Digital Human Resource Management The measurement scale developed by( Mia & Faisal, 2020 ) as applied in the study by ( Balani & Hussein, 2023 ) identifies six dimensions of digital human resource management (DHRM): 1. Digital Recruitment: Digital hiring is an important aspect of DHRM that utilizes technology, such as AI, to aid in the assessment of candidates, interviews, and the appropriate talent to fill job vacancies. These technologies a) facilitate faster application review and response time for recruitment managers and b) offer an automated chat system to provide support and answer questions regarding the recruitment process, leading to increased efficiency and quality ( Yawalkar 2019 : 22). Digital recruitment is the process in which latest technologies such as AI and social media are used to increase recruitment efficiency, reach a wider pool of candidates, accurately assess them, streamline communication among engaged parties by instantaneous data management that empowers decision making, and offers an interactive applicant experience ( Amany, 2025 : 67). 2. Digital Selection: Digital selection is also a method for selecting the most suitable candidate from digital instruments, such as electronic assessments, virtual interviews, and CV screening. It is about gathering enough information to hire the right candidate for the job. This is a core HR function, and it aims to match the capacity of the workforce with what jobs they do and whether people are being employed in the right places for their level of education and experience ( Al-Afishat & Al-Muadidi, 2024 : 21). 3. Digital Performance Appraisal: Performance appraisal in digital form is an integral part of DHRM because it helps assess the productivity of employees and identifies if they have met the objectives of the organization. This is the appraisal method which aims at evaluating employee performance according to the standard guidelines and dictum decided by the business. It is based on a pre-defined system of formality that keeps its eyes open to guide progress, analyzing what actually occurred and providing an insight to the weak points, so staff can develop ( Tawfiq et al., 2025 : 167). 4. Digital Training and Development: DHRM incorporates digital learning and development, as technology is strategically implemented to aid in revolutionizing various forms of learning during the employee experience: learning how to do things more agilely, including managing their career trajectory. These cars make the administrative load much lighter, enhance the exchange of knowledge and ideas, and instill a sense of enhanced identity in a global workplace connected by shared values and responsible success. This is part of a grand mission to develop human resources adaptable to the new turn of events in the future and raise work efficiency at an overall level ( Thite, 2022 : 2). Through technological updates, digital instruction has evolved to improve flexibility and efficiency not found in conventional systems. In the past, it was difficult to receive training and achieve employer satisfaction, and career development took a hit due to time and location restrictions. Today, digital platforms allow employees to learn conveniently and at a pace suited to their needs. Digital solutions also reduce costs, such as travel and accommodation, while continuously developing skills and expertise, making digital training essential for building employee capabilities ( Tripathi & Singh, 2017 : 5). 5. Digital Compensation Management: Digital compensation management relies on applications and electronic tools to manage compensation processes within the organization. The system collects, processes, stores, analyzes, and distributes data related to employee rewards, wages, and salaries, providing access to this information at any time and location ( Hussein & Ismail, 2025 : 379). 6. Digital Learning: Digital learning is the process through which individuals take responsibility for their career paths through self-leadership and initiatives. Large companies such as General Electric have created learning platforms in which employees actively participate. However, it is the role of organizations to lead employees to the necessary skills, support, and training, as well as, to offer learning and communication opportunities. Digital tools can be used to provide or deliver structured content and provide flexible educational solutions, but they cannot subtract the human component from the creation of an employee`s career path of an employee ( Thite, 2018 : 23). B: Second variable (Competitive advantage) 1. Concept of Competitive Advantage Digital human resource management is one of the main reasons for the development of competitive advantage within organizations under the circumstances of rapid technological changes. It helps to improve the performance and make it more efficient through the use of modern technologies to implement HR functions. A competitive advantage is significant in the fact that an organization is capable of offering added value or a unique product or service, which renders it better and more sustainable than other competitors. This benefit is based on the strategic and technical platforms that enable the fulfillment of customer needs and their satisfaction, which contributes to the improvement of organizational position and survival in the rapidly changing and highly competitive environment ( Abdul-Aziz, 2024 : 1056). ( Hart and Rodgers, 2024 : 2165) stated that competitive advantage is an essential ability of an organization that enables it to achieve perform superior results over its rivals in the same sector by using precious, rare, and unique resources, which cannot be readily substituted. ( Distanont, 2020 : 18) argues that competitive advantage enables an organization’s strategy to create long-term competition by combining knowledge and skills in technology, creativity, and development and by introducing new ideas through product innovation, process innovation, or business model innovation. This not only generates positive outcomes for the organization, but also contributes to the growth of the national economy. ( Adewusi et al., 2024 : 422) explain that competitive advantage is an organization’s ability to achieve superior and sustainable performance through precise strategic decisions, based on the analysis of historical data, real-time insights, and predictive analytics. This supports a quick response to market change, provides an image of opportunity, reduces risk, and builds flexibility and innovation in a dynamic business environment. ( Darmawan and Grenier, 2021 : 76) described competitive advantage as an organizational strength that sets it apart from its rivals. It is a particular way of supplying products or services at high costs compared to competing offerings, including low prices relative to others that offer the same performance or quality levels, and delivering at performance and quality levels that are also greater than expected. The authors of this study regard competitive advantage as an organization’s remarkable and long -lasting performance that sets it apart from other rival units through unique resource implementations and inventive strategy innovations. This strategy can satisfy customer requirements efficiently and gain advantage in the knowledge economy stage with its reliance on knowledge, technology, and creativity, as well as respond to the change of market at any time, and achieve excellence in a competitive arch environment. 2. Importance of Competitive Advantage However, aggressive advantage represents its extreme importance as an important factor to support organizations in order to excel their competitors and achieve better performance, such as impelmenting market share and profitability award competitive position of institutional to make organizations more able to maintain growth government business competition ( Agustian et al., 2023 : 110). According to ( Widodo, 2023 : 4) competitive advantage is important because it reflects how efficiently a company uses its strategic resources to achieve high financial performance and beat its competitors. It also significantly contributes to the enhancement of performance of micro, small and medium enterprises by maximizing profitability and enhancing the customer base. ( Djiu et al., 2024 : 758) emphasize the role of competitive advantage in allowing a firm to differentiate itself from competing firms by reducing costs or creating something that is perceived as unique and valued by the intended audience. It also plays an important complementary role in improving the productivity of small, medium enterprises and is interrelated to their export potential which is crucial for both profit and growth in the market. The authors conclude that competitive advantage is important, partly because it enables firms to be profitable in excess of competitors’ profits by providing greater value to (customersinger quality or lower price). It also consolidates the NCC’s position in the competitive market and provides opportunities for ongoing investment and expansion. 3. Dimensions of Competitive Advantage The study adopts (Porter’s, 1998) framework, as applied in ( Obeidat, 2021 ) which includes the following dimensions: 1. Cost Leadership: Cost leadership is a strategy applied by organizations to provide low costs of goods and services in comparison to its competitors. This approach is based on lowering the costs of value-creating operations and constantly monitoring the variables influencing the costs and market situations to sustain such an advantage ( Farjallah & Ben Souilah, 2025 : 182). ( Nasereddin, 2023 : 2688) describes cost leadership as the optimization of production processes through the removal or reduction of activities that are not part of the value addition to the organization to design and offer products and services to the market as cheaply as possible in comparison with competitors. 2. Differentiation: Differentiation aims to provide products or services that are perceived as unique in the market by concentrating on certain qualities that customers favor in the product or service, such as quality, design, or service. This is aimed at ensuring that customers prefer the product to competitors despite having to pay a high price, which will improve the market position and competitive power of the organization ( Amer & Abdulwahhab, 2020 : 63). 3. Focus: Focus is a strategy designed to provide products or services that meet the exact requirements of a particular market segment that is targeted by the customer category or geographic location. The goal of organizations that employ this strategy is to attain a competitive advantage despite having a small market. The focus strategies may be based on cost leadership or differentiation ( Obeidat, 2021 : 200). Methodology A. Research design The research adopted a descriptive analytical design as the appropriate methodological framework for studying the nature of the relationship between variables focusing on analyzing the correlation and impact between two main variables: The independent variable of digital human resource management and the dependent variable of competitive advantage, a questionnaire was developed consisting of the dimensions of the two main variables with the aim of measuring the level of adoption of digital human resource applications and diagnosing their impact on enhancing the competitive advantage of private banks. The questionnaire was also subjected to scientific review by specialists to ensure the validity and soundness of the tool, and its reliability was tested using Cronbach’s Alpha coefficient. B. Data collection The questionnaire was distributed to a sample of 150 leaders in private banks, and their general data included: gender, age, educational qualifications, job or position, and number of years of service. The results of the statistical description showed that most of the sample were male (91%), and the predominant age group was 30–39 years old (40.7%), while most of the respondents had a bachelor’s degree (60.7%). The data also showed that the category of ‘head of department’ was the most represented (64.7%), and that the majority of years of experience ranged between 11 and 20 years. C. Data analysis This study has narrowed down on two variables: the first variable is the independent variable, which is Digital Human Resource Management, and the second variable is the dependent variable, Competitive Advantage. This study determines the correlations between these two variables. The experts validated the questionnaire, which included the dimensions of the two variables. The analysis was performed using SPSS virson 27 and AMOS version 24. Description of the sample The questionnaires were distributed to a sample of 150 individuals from the leadership of private banks, and their opinions were relied upon to measure both digital human resource management and competitive advantage. Reliability test The research relied on the alpha coefficient to determine the level of stability and classified. ( Feldt & Brennan, 1989 ) the values of the reliability coefficient into two groups: those with values above 70 percent are classified as high, whereas those with values below 70 percent are classified as low. Cronbach’s alpha coefficient was computed, as reflected in Table 1 below: Table 1. Reliability measurement of variables of the study. Main variables Cronbach’s alpha coefficient for combined dimensions Digital Human Resource Management 0.94 Competitive Advantage Cronbach’s alpha coefficient was 0.94, compared to the variables of the study, which was greater than 0.7. Thus, it can be supposed that according to Cronbach’s alpha coefficient, the study variables have a high degree of reliability. Internal consistency Internal consistency is an important measure to determine the correlation between questionnaire items within a single dimension is called Internal Consistency . This measure can also be used to determine correlations among all items within a single variable. It is calculated by determining the mean of the absolute correlation coefficients between pairs of items within a dimension or variable. A value greater than 0.3 indicates the presence of internal consistency ( Wu, M. et al., 2016 ). Based on Table 2 , it can be seen that the level of internal consistency is the level of the main variable because the value of the absolute mean correlation is 0.324, indicating Digital Human Resource Management, and 0.405, indicating Competitive Advantage, which is greater than 0.3. Table 2. Internal consistency values for main variables. Inter-item correlations Main variables Mean Minimum Maximum Variance No. of item Digital Human Resource Management 0.32 0.04 0.59 0.012 24 Competitive Advantage 0.40 0.04 0.66 0.014 14 Common Method Bias (CMB) test It is a basic test for acquiring valid and accurate estimations and relationships. According to researchers, this bias may be caused by various sources, such as insufficient variety in the sources of data, agreement of the respondents with the question in any case, concomitant usage of the scale, nonexistence of different Likert measures, similarity or ambiguity of statements, and questionnaire length. The existence of this bias can exaggerate or underestimate correlations between variables, that is the correlation values might be indicative of this extraneous variables instead of the actual relationships, and the results would be inaccurate. The presence or absence of common method bias was determined using the Harman single factor test . According to ( Bagozzi and Yi, 1991 ) if the value of this test exceeds 50%, it indicates the presence of common method bias. The value of this test was calculated using SPSS, and for the current study data, the value was %CMB = 32.078 , which was below 50%. Therefore, it can be concluded that there is no common method bias. Description and diagnosis of research variables In this section, the study variables are described in terms of means, standard deviations, percentages, and frequencies for each variable, as shown in Table 3 below: Table 3. Overall mean, frequency distributions, means, standard deviations, coefficient of variation, and response rates for the study variables. Paragraphs Response scale Mean Standard deviation Relative importance (%) Paragraph ranking Strongly agree (5) Agree (4) Neutral (3) Disagree (2) Strongly disagree (1) Number % Number % Number % Number % Number % Digital Human Resource Management 31.00 20.67 67.04 44.68 37.42 24.95 10.17 6.79 4.38 2.92 3.734 0.941 74.683 1 65.35 24.95 9.70 Competitive Advantage 54.47 36.30 59.50 39.68 25.42 16.94 8.22 5.48 2.40 1.60 4.036 0.937 80.722 2 75.98 16.94 7.09 It is observed from Table 3 above that the variable Digital Human Resource Management achieved a response intensity of 74.683% , a mean of 3.734 , and a standard deviation of 0.941 . In terms of agreement and disagreement percentages, the overall agreement for Digital Human Resource Management reached 65.35% , disagreement was 9.70% , and 24.95% expressed neutral opinions. Competitive Advantage recorded a response intensity of 80.722% , mean of 4.036 , and standard deviation of 0.937 . The overall agreement was 75.98% , disagreement 7.09% , and 16.94% . Comparing the two variables, Competitive Advantage shows a higher response intensity than digital Human Resource Management. Results This study presents the results of an analysis of the relationship between the variable of digital human resource management and the dependent variable of competitive advantage. The hypotheses were tested using correlation coefficients and regression analysis to determine the strength and type of relationship between the two variables and their statistical significance. A. Correlation analysis The correlation coefficient determines the strength and nature of the correlation between the two variables. The sign of the coefficient will be negative or positive, and the value will show the strength of the relationship; the closer the value is to either ±1, the stronger the relationship between the variables. Additionally, the p-value was used to determine the significance of the correlation; when p was less than 0.05, the correlation was considered to be statistically significant. Main Hypothesis 1: Digital Human Resource Management has a significant correlation with Competitive Advantage. The outcome of the testing of the first main hypothesis is presented in Table 4 below: Table 4. Correlation between digital human resource management and competitive advantage. First variable Relationship direction Second variable Correlation value 95% confidence interval P-value Lower Upper Digital Human Resource Management Competitive Advantage 0.96 0.905 1.013 0.002 Digital Human Resource Management and Competitive Advantage have a positive correlation, represented by a correlation coefficient of 0.96. We have a Confidence Interval (CI), which is used to indicate limits of confidence, and the lower and upper limits are 0.905 and 1.013, respectively, at a significance level of 0.05. In addition, the p-value (0.002) is below 0.05, thus demonstrating a statistically significant relationship between Digital Human Resource Management and Competitive Advantage. From this main hypothesis, the following sub-hypotheses are derived: a. There is a statistically significant correlation between the Digital Recruitment dimension and Competitive Advantage. b. There is a statistically significant correlation between the Digital Selection dimension and Competitive Advantage. c. There is a statistically significant correlation between the Digital Performance Evaluation dimension and Competitive Advantage. d. There is a statistically significant correlation between Digital Training and Development dimensions and Competitive Advantage. e. There was a statistically significant correlation between the Digital Compensation Management dimension and Competitive Advantage. f. There was a statistically significant correlation between Digital Learning and Competitive Advantage. Table 5 below shows the results of testing the above hypotheses. Table 5. Correlation between the dimensions of digital human resource management and competitive advantage. First variable Relationship direction Second variable Correlation value 95% confidence interval P-value Lower Upper Digital Recruitment Competitive Advantage 0.69 0.520 0.821 0.006 Digital Selection 0.82 0.683 0.917 0.003 Digital Performance Evaluation 0.81 0.624 0.949 0.003 Digital Training and Development 0.74 0.549 0.890 0.004 Digital Compensation Management 0.89 0.890 1.013 0.002 Digital Learning 0.99 0.935 1.058 0.001 From Table 5 above, it is observed that all dimensions of Digital Human Resource Management showed a positive relationship with Competitive Advantage , as indicated by the positive correlation coefficients. The correlation values for the dimensions ( Digital Recruitment, Digital Selection, Digital Performance Evaluation, Digital Training and Development, Digital Compensation Management, Digital Learning ) were 0.99, 0.89, 0.74, 0.81, 0.82, 0.69 , respectively. All dimensions were statistically significant, with p-values of < 0.05 . Additionally, the confidence intervals for these dimensions showed consistent signs, indicating the significance of their correlation. Main Hypothesis 2: Digital Human Resource Management has a statistically significant effect on Competitive Advantage . Table 6 below presents the results of Hypothesis 2: Table 6. Results of the effect of digital human resource management on competitive advantage. Independent variable Effect direction Dependent variable Regression coefficient estimate (β) Standard error of regression coefficient (Se. β) 95% confidence interval P-value Lower Upper Digital Human Resource Management Competitive Advantage 0.949 0.161 0.656 1.304 0.002 The effect of Digital Human Resource Management on Competitive Advantage is demonstrated through the estimated coefficient for Digital Human Resource Management, which reaches (0.949), indicating a positive relationship between Digital Human Resource Management and Competitive Advantage, as reflected by the positive sign of this estimated coefficient. The standard error (S.E.) is (0.161). Furthermore, the effect of Digital Human Resource Management on Competitive Advantage was statistically significant, as the p-value (0.002) was less than (0.05). The 95% confidence interval showed consistent signs, with lower and upper bounds being (0.656 and 1.304), respectively. Based on these results, the alternative hypothesis that Digital Human Resource Management has an effect on Competitive Advantage can be accepted. The following sub-hypotheses were derived from this hypothesis: a. Digital Recruitment had a statistically significant effect on competitive advantage. b. Digital Selection had a statistically significant effect on competitive advantage. c. The Digital Performance Evaluation has a statistically significant effect on competitive advantage. d. Digital Training and Development has a statistically significant effect on competitive advantage. e. Digital Compensation Management had a statistically significant effect on competitive advantage. f. Digital Learning had a statistically significant effect on competitive advantage. Table 7 below presents the results of testing the above hypotheses: Table 7. Results of the effect of digital human resource management dimensions on competitive advantage. Independent variable Direction of effect Dependent variable Regression coefficient estimate (β) Standard error of regression coefficient Se. (β) 95% confidence interval P-value Lower Upper Digital Recruitment Competitive Advantage 0.552 0.128 0.346 0.834 0.003 Digital Selection 0.682 0.135 0.446 0.968 0.003 Digital Performance Evaluation 0.666 0.145 0.407 0.972 0.002 Digital Training and Development 0.669 0.157 0.419 1.026 0.003 Digital Compensation Management 0.887 0.170 0.607 1.296 0.001 Digital Learning 1.003 0.176 0.732 1.430 0.002 From Table 7 above, it is observed that all dimensions of the Digital Human Resource Management variable exhibited a positive relationship with the Competitive Advantage variable, as indicated by the positive signs of the estimated coefficients. The estimated coefficient values for the dimensions (Digital Recruitment, Digital Selection, Digital Performance Evaluation, Digital Training and Development, Digital Compensation Management, Digital Learning) were (1.003, 0.887, 0.669, 0.666, 0.682 and 0.552) respectively. All dimensions of the Digital Human Resource Management variable were statistically significant, as their corresponding p-values were less than 0.05. Moreover, the confidence intervals for the Digital Human Resource Management dimensions displayed consistent signs, indicating the statistical significance of these dimensions. Discussion The results of the study showed high reliability of the research tool, with a Cronbach’s alpha coefficient of 0.94. The Harman single factor test confirmed the absence of systematic bias at a rate of 32.08%, which reinforces the credibility of the results. The average competitive advantage rating (4.036) was higher than the average digital human resource management rating (3.734), reflecting bank leaders’ appreciation of the importance of digitization in enhancing competitiveness. The correlation analysis showed a very strong positive relationship between the two variables with a correlation coefficient of 0.96 and a significance value (P = 0.002), which means that the relationship is statistically significant and not coincidental. Analysis of the dimensions of digital human resource management showed that the digital learning dimension had the most impact on competitive advantage (β = 1.003), followed by the digital compensation dimension. Some limitations include the fact that the sample was limited to 150 leaders in private banks, and the study relied on subjective data for a specific period, which may reduce the possibility of generalizing the results or concluding long-term effects. The study focused on only two main variables, while other factors such as organizational culture, leadership and innovation may influence the relationship between digitalization and competitive advantage. The results indicate that digital human resource management is an important driver of competitive advantage and that investment in digital learning, digital compensation and process automation increases an organization’s ability to adapt and achieve excellence. Recommendations Banks should focus on developing competitive advantage supported by digital human resource management applications. Research findings can be relied upon to make strategic decisions while maintaining the reliability of measurement tools in future studies. It is advisable to invest in digital infrastructure for human resource management and adopt comprehensive digital programmes for all dimensions to ensure improved competitiveness, and integrating digital human resource management as a strategic tool for improving performance, while periodically monitoring development and measuring its impact. Ethical considerations This study does not involve human participants or animals. Informed consent Written informed consent was obtained from all individual participants prior to their participation in the study. All participants were informed about the purpose of the research, their right to withdraw at any time, and the confidentiality of their data. Availability of data The dataset supporting the findings of this study is available at: https://doi.org/10.5281/zenodo.18270090 . Ali, F., & Ibrahim, K. (2026). Dataset for: Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of Leaders in Private Banks. Zenodo. The data are available under the terms of the Creative Commons Attribution 4.0 International license (CC-BY 4.0). Reporting guidelines This study is an observational survey-based research and follows the STROBE reporting guidelines. No CONSORT or ARRIVE checklists are required as the study does not involve clinical trials or animal experiments. References Abdel Aziz RAM: Marketing culture and its impact on competitive advantage through the mediation of e-service quality. Scientific Journal for Financial and Commercial Studies and Research, Faculty of Commerce, Damietta University. 2024; 5 (1, Part 3): 1045–1074. Adewusi AO, Okoli UI, Adaga E, et al. : Business intelligence in the era of big data: a review of analytical tools and competitive advantage. Computer Science & IT Research Journal. 2024; 5 (2): 415–431. Aggarwal V, Sharon D: Digital human resource management. Gyan Management Journal. 2017; 11 (2): 23–27. Agustian K, Pohan A, Zen A, et al. : Human resource management strategies in achieving competitive advantage in business administration. Journal of Contemporary Administration and Management (ADMAN). 2023; 1 (2): 108–117. Al-Afishat TM, Al-Muadidi MW: The role of digital human resource management in enhancing digital transformation readiness: The moderating role of ICT resources in Jordanian commercial banks.2024. Al-Alawi AI, Messaadia M, Mehrotra A, et al. : Digital transformation adoption in human resources management during COVID-19. Arab Gulf Journal of Scientific Research. 2023; 41 (4): 446–461. Alkhawlani M, Husien WA, Alhamdany SN: Facilitating Patient Registrations Using an Integrating Healthcare Management System. 2018 1st Annual International Conference on Information and Sciences (AiCIS). IEEE; 2018, November; pp. 23–27. Publisher Full Text Al-Rawi A, et al. : Working capital efficiency and the reduction risk: A case study. Webology. 2021; 18 (SI05): 1067–1083. Publisher Full Text Al-Sabaawe YM, Husien WA, Hammadi AA: Three Phases Strategy of Electronic Management Application “a Proposed Model”. 2020 2nd Annual International Conference on Information and Sciences (AiCIS). 2020. Publisher Full Text Al-Sharbini ASK: The mediating role of organizational sustainability in the relationship between digital human resource management and digital transformation: Applied study on the Alexandria Metallurgical Industries Complex. Scientific Journal for Financial and Commercial Studies and Research. 2025; 6 (1): 1237–1282. Amany S: A Review of Digital Human Resource Management: Transforming HR Practices Through Technology. Luminis Applied Science and Engineering. 2025; 2 (1): 65–71. Amer RS, Abdulwahhab FL: Achieving the competitive advantage by using Customer Relationships Management (CRM). Pol. J. Manag. Stud. 2020; 21 (1): 61–70. Asraf HJ: The impact of digital human resource management applications in enhancing organizational excellence: An applied study on the Economic Development Department in Ajman Government. Arab Journal of Management. 2020; 40 (2): 233–246. Atiyah STS, Turki A: The impact of digital human resources management on organizational ambidexterity through human capital as an interactive variable in iraqi telecommunications companies. International Journal of Professional Business Review: Int. J. Prof. Bus. Rev. 2024; 9 (7): 6. Bagozzi RP, Yi Y: Multitrait–multimethod matrices in consumer research. J. Consum. Res. 1991; 17 : 426–439. Balani ZHA, Hussein SQ: The role of digital human resource management in achieving digital transformation: An exploratory study of administrative and academic leaders’ opinions at the University of Duhok. Noroz Academic Journal. 2023; 12 (4). Darmawan D, Grenier E: Competitive advantage and service marketing mix. Journal of Social. Science Studies (JOS3). 2021; 1 (2): 75–80. Distanont A: The role of innovation in creating a competitive advantage. Kasetsart Journal of Social Sciences. 2020; 41 (1): 15–21. Djiu N, Kong NV, Saputra D: The role of competitive advantage in mediating technological capabilities and social media usage on SMEs export performance. Procedia Computer Science. 2024; 234 : 756–763. Farida I, Setiawan D: Business strategies and competitive advantage: the role of performance and innovation. J. Open Innov.: Technol. Mark. Complex. 2022; 8 (3): 163. Farjallah Z, Ben Souilah L: Modern technology and its role in achieving organizational competitive advantage. Journal of Social Sciences. 2025; 19 (1): 175–187. Feldt LS, Brennan RL: “Reliability”, Educational measurement, edited by Robert L Linn. New York: Macmillan Publishing Company; 1989. García-Fernández L, Ortiz-de-Urbina-Criado M, García-López MJ: Mapping the main research themes in digital human resources. Humanities and Social Sciences Communications. 2024; 11 (1): 1–12. Hajar S: Digital human resources management: a necessity in modern organizations. The International Journal of Politics and Sociology Research. 2024; 11 (4): 479–484. Halid H, Yusoff YM, Somu H: The relationship between digital human resource management and organizational performance. First ASEAN Business, Environment, and Technology Symposium (ABEATS 2019). Atlantis Press; 2020, May; pp. 96–99. Hart PF, Rodgers W: Competition, competitiveness, and competitive advantage in higher education institutions: a systematic literature review. Stud. High. Educ. 2024; 49 (11): 2153–2177. Husien WA, Aziz ZM, Jasim AA, et al. : Impact of job loyalty, management performance, rewards and recognition and firm size on profitability in supply chain of bank: Empirical study on Islamic banks in Iraq. International Journal of Supply Chain Management. 2019; 8 (2): 643–648. Publisher Full Text Hussein SH, Ismail GA: Digital human resource management and its role in the quality of telecommunication services: An analytical study of employee opinions at Cork Communications. University of Iraq Journal. 2025; 73 (8). Issa AAA, Abdelrazek MHM: Mechanisms for developing human resources under digital transformation in African countries: An applied study on Egyptian railways. Journal of African and Nile Basin Studies. 2024; 8 (2): 305–325. Mia H, Faisal F: Digital Human Resource Management: Prospects & Challenges for Garments Industries in Bangladesh, European. J. Bus. Manag. 2020; 12 (7). Nasereddin AY: Impact of the blue ocean strategy dimensions in achieving competitive advantage from the perspective of faculty members. Information Sciences Letters. 2023; 12 (6): 2685–2698. Negulescu OH: THE IMPORTANCE OF COMPETITIVE ADVANTAGE ASSESSMENT IN SELECTING THE ORGANIZATION’S STRATEGY. Review of General Management. 2019; 29 (1). Nematollahi H, Mohammadi H, Gholipour A, et al. : Impact of Digital Human Resource Management Practices and Digital Transformation on Human Resource Management System Strength: Evidence from Insurance Industry. Interdisciplinary Journal of Management Studies. 2024; 17 (4): 1077–1096. Obeidat AM: E-Marketing and Its Impact on The Competitive Advantage. Ilkogretim Online. 2021; 20 (5). Potjanajaruwit P: Competitive advantage effects on firm performance: A Case study of startups in Thailand. J. Int. Stud. 2018; 11 (3): 104–111. Strohmeier S: Digital human resource management: A conceptual clarification. German Journal of Human Resource Management. 2020; 34 (3): 345–365. Tawfiq ZM, et al. : The role of digital human resource management in achieving administrative creativity: An exploratory study of opinions from managers and department heads in various colleges and institutes affiliated with Duhok Technical University.2025; 6 (1): 163–176. Thite M: e-HRM: Digital Approaches, Directions & Applications. Routledge; 2018. Thite M: Digital human resource development: where are we? Where should we go and how do we go there? Hum. Resour. Dev. Int. 2022; 25 (1): 87–103. Tripathi R, Singh PK: A study on innovative practices in digital human resource management. Proceedings of the National Conference “Digital transformation of business in India: Opportunities and challenges”, Dehradun. 2017, March; pp. 1–13. Urba S, Chervona O, Panchenko V, et al. : Features of the application of digital technologies for human resources management of an engineering enterprise. Ingenierie des Systemes d’Information. 2022; 27 (2): 205. Urbanek G: The Essence and Measurement of a Competitive Advantage. European Research Studies Journal. 2024; 27 (3): 1373–1390. Varadaraj A, Al Wadi BM: A study on contribution of digital human resource management towards organizational performance. The International Journal of Management Science and Business Administration. 2021; 7 (5): 43–51. Widodo DS: The nexus of entrepreneurial orientation and knowledge management on business performance of smes in west java: Role of competitive advantage. Journal of law and sustainable development. 2023; 11 (7): e1364–e1364. Wu M, et al. : Educational measurement for applied researchers. Singapore: Springer Nature Singapore Ltd.; 2016. Publisher Full Text Yawalkar MVV: A study of artificial intelligence and its role in human resource management. International Journal of Research and Analytical Reviews (IJRAR). 2019; 6 (1): 20–24. Yuleva R: Competitive advantages and competitive strategies of small and medium-sized enterprises. Икономика и управление. 2019; 15 (1): 71–81. Yusuf M, Satia HMR, Bernardianto RB, et al. : Investigating the effect of digital HRM and digital innovation and the SMEs performance in Indonesia. International Journal of Professional Business Review: Int. J. Prof. Bus. Rev. 2023; 8 (6): 51. Zouqar W: The impact of digital transformation on human resource management practices at different HR performance levels (Unpublished master’s thesis). Biskra: Mohamed Khider University; 2024. Comments on this article Comments (0) Version 1 VERSION 1 PUBLISHED 06 Feb 2026 ADD YOUR COMMENT Comment Author details Author details 1 General Administration, University of FaUniversity of Fallujah, College of Administration and Economics, Fallujah, Anbar, Iraq 2 General Administration, University of Fallujah, College of Administration and Economics, Fallujah, Anbar, Iraq Firas Hussein Ali Roles: Conceptualization, Data Curation, Funding Acquisition, Methodology, Resources, Software, Writing – Original Draft Preparation Khaled Abdullah Ibrahim Roles: Formal Analysis, Investigation, Project Administration, Supervision, Validation, Visualization, Writing – Review & Editing Competing interests No competing interests were disclosed. Grant information The author(s) declared that no grants were involved in supporting this work. Article Versions (1) version 1 Published: 06 Feb 2026, 15:207 https://doi.org/10.12688/f1000research.174062.1 Copyright © 2026 Hussein Ali F and Abdullah Ibrahim K. This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. Download Export To Sciwheel Bibtex EndNote ProCite Ref. Manager (RIS) Sente metrics Views Downloads F1000Research - - PubMed Central info_outline Data from PMC are received and updated monthly. - - Citations open_in_new 0 open_in_new 0 open_in_new SEE MORE DETAILS CITE how to cite this article Hussein Ali F and Abdullah Ibrahim K. Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.12688/f1000research.174062.1 ) NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS track receive updates on this article Track an article to receive email alerts on any updates to this article. TRACK THIS ARTICLE Share Open Peer Review Current Reviewer Status: ? Key to Reviewer Statuses VIEW HIDE Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Version 1 VERSION 1 PUBLISHED 06 Feb 2026 Views 0 Cite How to cite this report: Sainger G and Singh N. Reviewer Report For: Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.5256/f1000research.191934.r463426 ) The direct URL for this report is: https://f1000research.com/articles/15-207/v1#referee-response-463426 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 17 Mar 2026 Garima Sainger , GLA University, Mathura, Uttar Pradesh, India; IBM, Institute of Business Management, GLA University, Mathura, Mathura, Uttar Pradesh, India Niharika Singh , IBM, Institute of Business Management, GLA University, Mathura (Ringgold ID: 210745), Mathura, Uttar Pradesh, India Not Approved VIEWS 0 https://doi.org/10.5256/f1000research.191934.r463426 Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of Leaders in Private Banks Overall Assessment The manuscript investigates the relationship between Digital Human Resource Management (DHRM) and competitive advantage in private banks. ... Continue reading READ ALL Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of Leaders in Private Banks Overall Assessment The manuscript investigates the relationship between Digital Human Resource Management (DHRM) and competitive advantage in private banks. The topic is timely and relevant given the rapid digital transformation occurring in financial institutions worldwide. The authors use a descriptive analytical approach based on questionnaire data from 150 leaders in private banks, analyzed using SPSS and AMOS. The findings indicate a strong positive relationship between DHRM and competitive advantage, with digital learning emerging as the most influential dimension. The study addresses an important topic in digital HR transformation and strategic management. However, several conceptual, methodological, and reporting issues limit the manuscript’s scientific robustness. Substantial revisions are required to improve clarity, methodological transparency, and theoretical positioning.Evaluation Based on Review Criteria 1. Is the work clearly and accurately presented and does it cite the current literature? Answer: Partly The manuscript presents an interesting research topic; however, the presentation requires improvement. Strengths The introduction highlights the growing importance of digital transformation in HR practices. The paper provides a general overview of digital HRM concepts and competitive advantage. Several recent references (2023–2025) are included. Weaknesses Several aspects reduce clarity and scholarly rigor: Language and grammar Numerous sentences contain grammatical inconsistencies and unclear phrasing. Some paragraphs appear overly descriptive rather than analytical. Literature synthesis The literature review primarily summarizes previous studies rather than synthesizing them. Limited discussion of major theoretical frameworks such as: Resource Based View (RBV) Dynamic Capability Theory Digital Transformation frameworks Research gap The research gap is not clearly articulated. It remains unclear how this study extends existing knowledge on digital HRM and competitive advantage. Recommendation The authors should: Improve language clarity and readability. Strengthen theoretical grounding. Clearly articulate the research gap and contribution of the study. 2. Is the study design appropriate and technically sound? Answer: Yes The study uses a descriptive analytical research design, which is suitable for examining relationships between digital HRM practices and competitive advantage. Strengths Clear identification of independent and dependent variables. Use of established dimensions of digital HRM (recruitment, selection, training, etc.). Reliability testing shows strong internal consistency (Cronbach’s alpha = 0.94). Use of SPSS and AMOS is appropriate for statistical analysis. Limitation While the overall design is acceptable, the conceptual model and theoretical justification could be stronger. 3. Are sufficient details of methods and analysis provided to allow replication by others? Answer: Partly The methodology section provides a basic description of the research design, but important details are missing. Missing methodological details The authors should clarify: • The questionnaire instrument used • The number of items measuring each construct • The Likert scale format used in the survey • The sampling technique (random, purposive, convenience, etc.) • The number of banks involved • The country or geographic context of the banks • The measurement model used in AMOS Providing the full survey instrument as an appendix would significantly improve reproducibility. 4. If applicable, is the statistical analysis and interpretation appropriate? Answer: Yes The statistical techniques used are generally appropriate for the research objectives. Analyses conducted The study includes: Reliability testing Correlation analysis Regression analysis The results indicate: Strong positive correlation between DHRM and competitive advantage (r = 0.96) Significant regression effect (β = 0.949, p = 0.002) Issues to improve To enhance statistical rigor, the authors should include: • Structural model fit indices from AMOS (CFI, RMSEA, TLI) • Clear explanation of effect sizes • A structural model diagram 5. Are all the source data underlying the results available to ensure full reproducibility? Answer: Partly The manuscript indicates that the dataset is available through Zenodo, which is commendable. However, the following materials are not provided: The survey questionnaire The coding scheme for variables Detailed dataset documentation Providing these materials would significantly improve transparency and reproducibility. 6. Are the conclusions supported by the results? Answer: Yes The conclusions are broadly consistent with the empirical results. The findings indicate that: Digital HRM practices positively influence competitive advantage. Digital learning and compensation management have strong effects. Digital HR transformation supports operational efficiency and strategic competitiveness. The policy recommendations encouraging banks to invest in digital HR infrastructure are consistent with the findings. Major Issues (Must Be Addressed) Improve language clarity and academic writing throughout the manuscript. Strengthen the literature review with deeper theoretical integration. Clearly articulate the research gap and contribution. Provide detailed description of the questionnaire and measurement scales. Clarify the sampling technique and study context. Include additional statistical information from AMOS analysis. Provide the questionnaire instrument and dataset documentation. Minor Issues • Some paragraphs in the literature review are overly descriptive. • Table explanations could be clearer. • The discussion section could better connect results to prior research. Recommendation to the Editor Decision: Major Revision The manuscript addresses an important research topic and has potential to contribute to the literature on digital human resource management and competitive advantage. However, several improvements are required in terms of theoretical grounding, methodological transparency, and clarity of presentation before the manuscript can be considered for indexing. ✔ Final Review Summary CriterionDecisionClarity and literaturePartly Study designYes Methods replicabilityPartly Statistical analysisYes Data availabilityPartly Conclusions supportedYes Is the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Yes Are sufficient details of methods and analysis provided to allow replication by others? Partly If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? Partly Are the conclusions drawn adequately supported by the results? Partly Competing Interests: No competing interests were disclosed. Reviewer Expertise: HRM , OB We confirm that we have read this submission and believe that we have an appropriate level of expertise to state that we do not consider it to be of an acceptable scientific standard, for reasons outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Sainger G and Singh N. Reviewer Report For: Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.5256/f1000research.191934.r463426 ) The direct URL for this report is: https://f1000research.com/articles/15-207/v1#referee-response-463426 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Respond or Comment COMMENT ON THIS REPORT Views 0 Cite How to cite this report: Yulianto E. Reviewer Report For: Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.5256/f1000research.191934.r463430 ) The direct URL for this report is: https://f1000research.com/articles/15-207/v1#referee-response-463430 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 11 Mar 2026 Erwin Yulianto , Universitas Langlangbuana, Bandung, West Java, Indonesia Approved with Reservations VIEWS 0 https://doi.org/10.5256/f1000research.191934.r463430 Summary of the Article This study investigates the role of Digital Human Resource Management (DHRM) in achieving competitive advantage in private banks. The authors aim to explore the level of adoption of digital HR practices and examine ... Continue reading READ ALL Summary of the Article This study investigates the role of Digital Human Resource Management (DHRM) in achieving competitive advantage in private banks. The authors aim to explore the level of adoption of digital HR practices and examine their relationship and impact on competitive performance. The study adopts a descriptive analytical research design and collects data through a questionnaire distributed to 150 administrative leaders in private banks . Statistical analysis was conducted using SPSS (Version 27) and AMOS (Version 24) to test reliability, internal consistency, correlations, and structural relationships between variables. The results indicate a strong positive correlation between digital human resource management and competitive advantage (r = 0.96, p = 0.002) . Among the digital HR dimensions examined, digital learning was found to have the most significant impact on competitive advantage. The authors conclude that strengthening digital HR practices can improve operational efficiency and enhance the competitiveness of private banks. Overall, the topic is relevant and timely given the growing importance of digital transformation in the banking sector. Detailed Comments 1. Clarity of Presentation and Literature Review (Partly) The article addresses an important and relevant topic in the field of digital HR transformation and strategic management . The introduction and literature review provide a broad overview of the concepts of digital HRM and competitive advantage. However, several improvements are recommended: Some sentences in the literature review contain grammatical issues and unclear phrasing , which affect readability. A number of references appear descriptive rather than analytical , and the discussion could better synthesize prior research. The literature review would benefit from more recent international studies on digital HR transformation in banking or financial services . The research gap could be stated more explicitly , clarifying what new contribution this study provides beyond existing research. Improving language clarity and strengthening the theoretical discussion would significantly enhance the manuscript. 2. Study Design and Technical Soundness (Yes) The descriptive analytical approach used in the study is appropriate for examining relationships between digital HR practices and competitive advantage. Strengths include: Use of established dimensions of digital HRM and competitive advantage. Application of reliability testing (Cronbach’s alpha = 0.94) indicating strong internal consistency. Use of SPSS and AMOS , which are appropriate tools for correlation and structural analysis. Overall, the research design is suitable for the study objectives. 3. Methods and Replicability (Partly) While the methodology section describes the research design and sample characteristics, some details are still missing that would improve replicability: The authors should clarify: The exact questionnaire items or measurement scale used for each variable. The Likert scale format applied in the survey. The sampling technique (e.g., random, purposive, convenience sampling). The number of banks involved and their geographic context . The model specification used in AMOS analysis . Providing the full instrument or an appendix with survey items would help other researchers replicate the study. 4. Statistical Analysis (Yes) The statistical analysis appears appropriate for the study objectives. The authors conducted: Reliability analysis Correlation testing Structural relationship analysis The interpretation of results is generally consistent with the statistical findings. The reported correlation between DHRM and competitive advantage is strong and statistically significant. However, the authors may consider providing: Additional model fit indices for AMOS analysis Clearer explanation of effect sizes and path coefficients. 5. Data Availability and Reproducibility (No) The manuscript does not provide access to the raw dataset or underlying source data used in the analysis. To improve transparency and reproducibility, the authors are encouraged to: Upload the dataset to a public repository or as supplementary material . Provide the questionnaire instrument used in the study. 6. Conclusions (Yes) The conclusions are generally supported by the results presented. The study successfully demonstrates that digital HRM practices—particularly digital learning and development —can significantly contribute to improving competitive advantage in private banks. The recommendations regarding investment in digital infrastructure and expansion of digital HR applications are aligned with the findings. Recommendations for Improvement (Key Points) To strengthen the manuscript, the authors should: Improve language clarity and grammar throughout the manuscript. Strengthen the literature review by adding more recent studies and clarifying the research gap. Provide more detailed information about the questionnaire and measurement scales . Clarify the sampling method and research context . Include data availability and survey instrument to improve reproducibility. Provide additional explanation of AMOS results and model fit indicators . Overall, the manuscript contributes to the discussion on digital human resource management and competitive advantage in the banking sector. I appreciate the authors’ efforts in conducting this study and thank the editorial team for the opportunity to review this work. Is the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Yes Are sufficient details of methods and analysis provided to allow replication by others? Partly If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? No Are the conclusions drawn adequately supported by the results? Yes Competing Interests: No competing interests were disclosed. Reviewer Expertise: Human Capital Management, Information System, Database, Software Engineering, Project Management, Operation Management, Strategic Management, Marketing Management, Banking Management, Risk Management I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Yulianto E. Reviewer Report For: Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.5256/f1000research.191934.r463430 ) The direct URL for this report is: https://f1000research.com/articles/15-207/v1#referee-response-463430 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Respond or Comment COMMENT ON THIS REPORT Comments on this article Comments (0) Version 1 VERSION 1 PUBLISHED 06 Feb 2026 ADD YOUR COMMENT Comment keyboard_arrow_left keyboard_arrow_right Open Peer Review Reviewer Status info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Reviewer Reports Invited Reviewers 1 2 Version 1 06 Feb 26 read read Erwin Yulianto , Universitas Langlangbuana, Bandung, Indonesia Garima Sainger , GLA University, Mathura, India; Institute of Business Management, GLA University, Mathura, Mathura, India Niharika Singh , Institute of Business Management, GLA University, Mathura (Ringgold ID: 210745), Mathura, India Comments on this article All Comments (0) Add a comment Sign up for content alerts Sign Up You are now signed up to receive this alert Browse by related subjects keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2026 Sainger G et al. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 17 Mar 2026 | for Version 1 Garima Sainger , GLA University, Mathura, Uttar Pradesh, India; IBM, Institute of Business Management, GLA University, Mathura, Mathura, Uttar Pradesh, India Niharika Singh , IBM, Institute of Business Management, GLA University, Mathura (Ringgold ID: 210745), Mathura, Uttar Pradesh, India 0 Views copyright © 2026 Sainger G et al. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (0) Not Approved info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of Leaders in Private Banks Overall Assessment The manuscript investigates the relationship between Digital Human Resource Management (DHRM) and competitive advantage in private banks. The topic is timely and relevant given the rapid digital transformation occurring in financial institutions worldwide. The authors use a descriptive analytical approach based on questionnaire data from 150 leaders in private banks, analyzed using SPSS and AMOS. The findings indicate a strong positive relationship between DHRM and competitive advantage, with digital learning emerging as the most influential dimension. The study addresses an important topic in digital HR transformation and strategic management. However, several conceptual, methodological, and reporting issues limit the manuscript’s scientific robustness. Substantial revisions are required to improve clarity, methodological transparency, and theoretical positioning.Evaluation Based on Review Criteria 1. Is the work clearly and accurately presented and does it cite the current literature? Answer: Partly The manuscript presents an interesting research topic; however, the presentation requires improvement. Strengths The introduction highlights the growing importance of digital transformation in HR practices. The paper provides a general overview of digital HRM concepts and competitive advantage. Several recent references (2023–2025) are included. Weaknesses Several aspects reduce clarity and scholarly rigor: Language and grammar Numerous sentences contain grammatical inconsistencies and unclear phrasing. Some paragraphs appear overly descriptive rather than analytical. Literature synthesis The literature review primarily summarizes previous studies rather than synthesizing them. Limited discussion of major theoretical frameworks such as: Resource Based View (RBV) Dynamic Capability Theory Digital Transformation frameworks Research gap The research gap is not clearly articulated. It remains unclear how this study extends existing knowledge on digital HRM and competitive advantage. Recommendation The authors should: Improve language clarity and readability. Strengthen theoretical grounding. Clearly articulate the research gap and contribution of the study. 2. Is the study design appropriate and technically sound? Answer: Yes The study uses a descriptive analytical research design, which is suitable for examining relationships between digital HRM practices and competitive advantage. Strengths Clear identification of independent and dependent variables. Use of established dimensions of digital HRM (recruitment, selection, training, etc.). Reliability testing shows strong internal consistency (Cronbach’s alpha = 0.94). Use of SPSS and AMOS is appropriate for statistical analysis. Limitation While the overall design is acceptable, the conceptual model and theoretical justification could be stronger. 3. Are sufficient details of methods and analysis provided to allow replication by others? Answer: Partly The methodology section provides a basic description of the research design, but important details are missing. Missing methodological details The authors should clarify: • The questionnaire instrument used • The number of items measuring each construct • The Likert scale format used in the survey • The sampling technique (random, purposive, convenience, etc.) • The number of banks involved • The country or geographic context of the banks • The measurement model used in AMOS Providing the full survey instrument as an appendix would significantly improve reproducibility. 4. If applicable, is the statistical analysis and interpretation appropriate? Answer: Yes The statistical techniques used are generally appropriate for the research objectives. Analyses conducted The study includes: Reliability testing Correlation analysis Regression analysis The results indicate: Strong positive correlation between DHRM and competitive advantage (r = 0.96) Significant regression effect (β = 0.949, p = 0.002) Issues to improve To enhance statistical rigor, the authors should include: • Structural model fit indices from AMOS (CFI, RMSEA, TLI) • Clear explanation of effect sizes • A structural model diagram 5. Are all the source data underlying the results available to ensure full reproducibility? Answer: Partly The manuscript indicates that the dataset is available through Zenodo, which is commendable. However, the following materials are not provided: The survey questionnaire The coding scheme for variables Detailed dataset documentation Providing these materials would significantly improve transparency and reproducibility. 6. Are the conclusions supported by the results? Answer: Yes The conclusions are broadly consistent with the empirical results. The findings indicate that: Digital HRM practices positively influence competitive advantage. Digital learning and compensation management have strong effects. Digital HR transformation supports operational efficiency and strategic competitiveness. The policy recommendations encouraging banks to invest in digital HR infrastructure are consistent with the findings. Major Issues (Must Be Addressed) Improve language clarity and academic writing throughout the manuscript. Strengthen the literature review with deeper theoretical integration. Clearly articulate the research gap and contribution. Provide detailed description of the questionnaire and measurement scales. Clarify the sampling technique and study context. Include additional statistical information from AMOS analysis. Provide the questionnaire instrument and dataset documentation. Minor Issues • Some paragraphs in the literature review are overly descriptive. • Table explanations could be clearer. • The discussion section could better connect results to prior research. Recommendation to the Editor Decision: Major Revision The manuscript addresses an important research topic and has potential to contribute to the literature on digital human resource management and competitive advantage. However, several improvements are required in terms of theoretical grounding, methodological transparency, and clarity of presentation before the manuscript can be considered for indexing. ✔ Final Review Summary CriterionDecisionClarity and literaturePartly Study designYes Methods replicabilityPartly Statistical analysisYes Data availabilityPartly Conclusions supportedYes Is the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Yes Are sufficient details of methods and analysis provided to allow replication by others? Partly If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? Partly Are the conclusions drawn adequately supported by the results? Partly Competing Interests No competing interests were disclosed. Reviewer Expertise HRM , OB We confirm that we have read this submission and believe that we have an appropriate level of expertise to state that we do not consider it to be of an acceptable scientific standard, for reasons outlined above. reply Respond to this report Responses (0) Sainger G and Singh N. Peer Review Report For: Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.5256/f1000research.191934.r463426) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/15-207/v1#referee-response-463426 keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2026 Yulianto E. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 11 Mar 2026 | for Version 1 Erwin Yulianto , Universitas Langlangbuana, Bandung, West Java, Indonesia 0 Views copyright © 2026 Yulianto E. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (0) Approved With Reservations info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Summary of the Article This study investigates the role of Digital Human Resource Management (DHRM) in achieving competitive advantage in private banks. The authors aim to explore the level of adoption of digital HR practices and examine their relationship and impact on competitive performance. The study adopts a descriptive analytical research design and collects data through a questionnaire distributed to 150 administrative leaders in private banks . Statistical analysis was conducted using SPSS (Version 27) and AMOS (Version 24) to test reliability, internal consistency, correlations, and structural relationships between variables. The results indicate a strong positive correlation between digital human resource management and competitive advantage (r = 0.96, p = 0.002) . Among the digital HR dimensions examined, digital learning was found to have the most significant impact on competitive advantage. The authors conclude that strengthening digital HR practices can improve operational efficiency and enhance the competitiveness of private banks. Overall, the topic is relevant and timely given the growing importance of digital transformation in the banking sector. Detailed Comments 1. Clarity of Presentation and Literature Review (Partly) The article addresses an important and relevant topic in the field of digital HR transformation and strategic management . The introduction and literature review provide a broad overview of the concepts of digital HRM and competitive advantage. However, several improvements are recommended: Some sentences in the literature review contain grammatical issues and unclear phrasing , which affect readability. A number of references appear descriptive rather than analytical , and the discussion could better synthesize prior research. The literature review would benefit from more recent international studies on digital HR transformation in banking or financial services . The research gap could be stated more explicitly , clarifying what new contribution this study provides beyond existing research. Improving language clarity and strengthening the theoretical discussion would significantly enhance the manuscript. 2. Study Design and Technical Soundness (Yes) The descriptive analytical approach used in the study is appropriate for examining relationships between digital HR practices and competitive advantage. Strengths include: Use of established dimensions of digital HRM and competitive advantage. Application of reliability testing (Cronbach’s alpha = 0.94) indicating strong internal consistency. Use of SPSS and AMOS , which are appropriate tools for correlation and structural analysis. Overall, the research design is suitable for the study objectives. 3. Methods and Replicability (Partly) While the methodology section describes the research design and sample characteristics, some details are still missing that would improve replicability: The authors should clarify: The exact questionnaire items or measurement scale used for each variable. The Likert scale format applied in the survey. The sampling technique (e.g., random, purposive, convenience sampling). The number of banks involved and their geographic context . The model specification used in AMOS analysis . Providing the full instrument or an appendix with survey items would help other researchers replicate the study. 4. Statistical Analysis (Yes) The statistical analysis appears appropriate for the study objectives. The authors conducted: Reliability analysis Correlation testing Structural relationship analysis The interpretation of results is generally consistent with the statistical findings. The reported correlation between DHRM and competitive advantage is strong and statistically significant. However, the authors may consider providing: Additional model fit indices for AMOS analysis Clearer explanation of effect sizes and path coefficients. 5. Data Availability and Reproducibility (No) The manuscript does not provide access to the raw dataset or underlying source data used in the analysis. To improve transparency and reproducibility, the authors are encouraged to: Upload the dataset to a public repository or as supplementary material . Provide the questionnaire instrument used in the study. 6. Conclusions (Yes) The conclusions are generally supported by the results presented. The study successfully demonstrates that digital HRM practices—particularly digital learning and development —can significantly contribute to improving competitive advantage in private banks. The recommendations regarding investment in digital infrastructure and expansion of digital HR applications are aligned with the findings. Recommendations for Improvement (Key Points) To strengthen the manuscript, the authors should: Improve language clarity and grammar throughout the manuscript. Strengthen the literature review by adding more recent studies and clarifying the research gap. Provide more detailed information about the questionnaire and measurement scales . Clarify the sampling method and research context . Include data availability and survey instrument to improve reproducibility. Provide additional explanation of AMOS results and model fit indicators . Overall, the manuscript contributes to the discussion on digital human resource management and competitive advantage in the banking sector. I appreciate the authors’ efforts in conducting this study and thank the editorial team for the opportunity to review this work. Is the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Yes Are sufficient details of methods and analysis provided to allow replication by others? Partly If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? No Are the conclusions drawn adequately supported by the results? Yes Competing Interests No competing interests were disclosed. Reviewer Expertise Human Capital Management, Information System, Database, Software Engineering, Project Management, Operation Management, Strategic Management, Marketing Management, Banking Management, Risk Management I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. reply Respond to this report Responses (0) Yulianto E. Peer Review Report For: Digital Human Resource Management and Its Role in Achieving Competitive Advantage: An Exploratory Study of the Opinions of a Sample of Leaders in Private Banks. [version 1; peer review: 1 approved with reservations, 1 not approved] . F1000Research 2026, 15 :207 ( https://doi.org/10.5256/f1000research.191934.r463430) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/15-207/v1#referee-response-463430 Alongside their report, reviewers assign a status to the article: Approved - the paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations - A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved - fundamental flaws in the paper seriously undermine the findings and conclusions Adjust parameters to alter display View on desktop for interactive features Includes Interactive Elements View on desktop for interactive features Competing Interests Policy Provide sufficient details of any financial or non-financial competing interests to enable users to assess whether your comments might lead a reasonable person to question your impartiality. Consider the following examples, but note that this is not an exhaustive list: Examples of 'Non-Financial Competing Interests' Within the past 4 years, you have held joint grants, published or collaborated with any of the authors of the selected paper. You have a close personal relationship (e.g. parent, spouse, sibling, or domestic partner) with any of the authors. You are a close professional associate of any of the authors (e.g. scientific mentor, recent student). You work at the same institute as any of the authors. You hope/expect to benefit (e.g. favour or employment) as a result of your submission. You are an Editor for the journal in which the article is published. Examples of 'Financial Competing Interests' You expect to receive, or in the past 4 years have received, any of the following from any commercial organisation that may gain financially from your submission: a salary, fees, funding, reimbursements. You expect to receive, or in the past 4 years have received, shared grant support or other funding with any of the authors. You hold, or are currently applying for, any patents or significant stocks/shares relating to the subject matter of the paper you are commenting on. Stay Updated Sign up for content alerts and receive a weekly or monthly email with all newly published articles Register with F1000Research Already registered? Sign in Not now, thanks close PLEASE NOTE If you are an AUTHOR of this article, please check that you signed in with the account associated with this article otherwise we cannot automatically identify your role as an author and your comment will be labelled as a “User Comment”. If you are a REVIEWER of this article, please check that you have signed in with the account associated with this article and then go to your account to submit your report, please do not post your review here. If you do not have access to your original account, please contact us . All commenters must hold a formal affiliation as per our Policies . The information that you give us will be displayed next to your comment. User comments must be in English, comprehensible and relevant to the article under discussion. We reserve the right to remove any comments that we consider to be inappropriate, offensive or otherwise in breach of the User Comment Terms and Conditions . Commenters must not use a comment for personal attacks. When criticisms of the article are based on unpublished data, the data should be made available. I accept the User Comment Terms and Conditions Please confirm that you accept the User Comment Terms and Conditions. Affiliation ✕ refresh Please enter your institution. Note: To add your institution or organisation, start typing the name and then select the correct name from the list. Where applicable, the name will appear in both the original language and in English. Do not paste in the name. If the name does not appear in the drop-down list, we will display the information you have entered. ✕ refresh Country/Region * USA UK Canada China France Germany Afghanistan Aland Islands Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory British Virgin Islands Brunei Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos (Keeling) Islands Colombia Comoros Congo Cook Islands Costa Rica Cote d'Ivoire Croatia Cuba Cyprus Czech Republic Democratic Republic of the Congo Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands Faroe Islands Federated States of Micronesia Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard Island and Mcdonald Islands Holy See (Vatican City State) Honduras Hong Kong Hungary Iceland India Indonesia Iran Iraq Ireland Israel Italy Jamaica Japan Jersey Jordan Kazakhstan Kenya Kiribati Kosovo (Serbia and Montenegro) Kuwait Kyrgyzstan Lao People's Democratic Republic Latvia Lebanon Lesotho Liberia Libya Liechtenstein Lithuania Luxembourg Macao Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Minor Outlying Islands of the United States Moldova Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Antilles New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island North Korea North Macedonia Northern Mariana Islands Norway Oman Pakistan Palau Palestinian Territory Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Poland Portugal Puerto Rico Qatar Reunion Romania Russian Federation Rwanda Saint Helena Saint Kitts and Nevis Saint Lucia Saint Pierre and Miquelon Saint Vincent and the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia Seychelles Sierra Leone Singapore Slovakia Slovenia Solomon Islands Somalia South Africa South Georgia and the South Sandwich Is South Korea South Sudan Spain Sri Lanka Sudan Suriname Svalbard and Jan Mayen Swaziland Sweden Switzerland Syria Taiwan Tajikistan Tanzania Thailand The Gambia The Netherlands Timor-Leste Togo Tokelau Tonga Trinidad and Tobago Tunisia Turkey Turkmenistan Turks and Caicos Islands Tuvalu UK USA Uganda Ukraine United Arab Emirates United States Virgin Islands Uruguay Uzbekistan Vanuatu Venezuela Vietnam Wallis and Futuna West Bank and Gaza Strip Western Sahara Yemen Zambia Zimbabwe Please select your country/region. You must enter a comment. Competing Interests Please disclose any competing interests that might be construed to influence your judgment of the article's or peer review report's validity or importance. Competing Interests Policy Provide sufficient details of any financial or non-financial competing interests to enable users to assess whether your comments might lead a reasonable person to question your impartiality. Consider the following examples, but note that this is not an exhaustive list: Examples of 'Non-Financial Competing Interests' Within the past 4 years, you have held joint grants, published or collaborated with any of the authors of the selected paper. You have a close personal relationship (e.g. parent, spouse, sibling, or domestic partner) with any of the authors. You are a close professional associate of any of the authors (e.g. scientific mentor, recent student). You work at the same institute as any of the authors. You hope/expect to benefit (e.g. favour or employment) as a result of your submission. You are an Editor for the journal in which the article is published. Examples of 'Financial Competing Interests' You expect to receive, or in the past 4 years have received, any of the following from any commercial organisation that may gain financially from your submission: a salary, fees, funding, reimbursements. You expect to receive, or in the past 4 years have received, shared grant support or other funding with any of the authors. You hold, or are currently applying for, any patents or significant stocks/shares relating to the subject matter of the paper you are commenting on. Please state your competing interests The comment has been saved. An error has occurred. Please try again. Cancel Post var lTitle = "Digital Human Resource Management and Its...".replace("'", ''); var linkedInUrl = "http://www.linkedin.com/shareArticle?url=https://f1000research.com/articles/15-207/v1" + "&title=" + encodeURIComponent(lTitle) + "&summary=" + encodeURIComponent('Read the article by '); var deliciousUrl = "https://del.icio.us/post?url=https://f1000research.com/articles/15-207/v1&title=" + encodeURIComponent(lTitle); var redditUrl = "http://reddit.com/submit?url=https://f1000research.com/articles/15-207/v1" + "&title=" + encodeURIComponent(lTitle); linkedInUrl += encodeURIComponent('Hussein Ali F and Abdullah Ibrahim K'); var offsetTop = /chrome/i.test( navigator.userAgent ) ? 4 : -10; var addthis_config = { ui_offset_top: offsetTop, services_compact : "facebook,twitter,www.linkedin.com,www.mendeley.com,reddit.com", services_expanded : "facebook,twitter,www.linkedin.com,www.mendeley.com,reddit.com", services_custom : [ { name: "LinkedIn", url: linkedInUrl, icon:"/img/icon/at_linkedin.svg" }, { name: "Mendeley", url: "http://www.mendeley.com/import/?url=https://f1000research.com/articles/15-207/v1/mendeley", icon:"/img/icon/at_mendeley.svg" }, { name: "Reddit", url: redditUrl, icon:"/img/icon/at_reddit.svg" }, ] }; var addthis_share = { url: "https://f1000research.com/articles/15-207", templates : { twitter : "Digital Human Resource Management and Its Role in Achieving Competitive.... Hussein Ali F and Abdullah Ibrahim K, published by " + "@F1000Research" + ", https://f1000research.com/articles/15-207/v1" } }; if (typeof(addthis) != "undefined"){ addthis.addEventListener('addthis.ready', checkCount); addthis.addEventListener('addthis.menu.share', checkCount); } $(".f1r-shares-twitter").attr("href", "https://twitter.com/intent/tweet?text=" + addthis_share.templates.twitter); $(".f1r-shares-facebook").attr("href", "https://www.facebook.com/sharer/sharer.php?u=" + addthis_share.url); $(".f1r-shares-linkedin").attr("href", addthis_config.services_custom[0].url); $(".f1r-shares-reddit").attr("href", addthis_config.services_custom[2].url); $(".f1r-shares-mendelay").attr("href", addthis_config.services_custom[1].url); function checkCount(){ setTimeout(function(){ $(".addthis_button_expanded").each(function(){ var count = $(this).text(); if (count !== "" && count != "0") $(this).removeClass("is-hidden"); else $(this).addClass("is-hidden"); }); }, 1000); } close How to cite this report {{reportCitation}} Cancel Copy Citation Details $(function(){R.ui.buttonDropdowns('.dropdown-for-downloads');}); $(function(){R.ui.toolbarDropdowns('.toolbar-dropdown-for-downloads');}); $.get("/articles/acj/174062/191934") new F1000.Clipboard(); new F1000.ThesaurusTermsDisplay("articles", "article", "191934"); $(document).ready(function() { $( "#frame1" ).on('load', function() { var mydiv = $(this).contents().find("div"); var h = mydiv.height(); console.log(h) }); var tooltipLivingFigure = jQuery(".interactive-living-figure-label .icon-more-info"), titleLivingFigure = tooltipLivingFigure.attr("title"); tooltipLivingFigure.simpletip({ fixed: true, position: ["-115", "30"], baseClass: 'small-tooltip', content:titleLivingFigure + " " }); tooltipLivingFigure.removeAttr("title"); $("body").on("click", ".cite-living-figure", function(e) { e.preventDefault(); var ref = $(this).attr("data-ref"); $(this).closest(".living-figure-list-container").find("#" + ref).fadeIn(200); }); $("body").on("click", ".close-cite-living-figure", function(e) { e.preventDefault(); $(this).closest(".popup-window-wrapper").fadeOut(200); }); $(document).on("mouseup", function(e) { var metricsContainer = $(".article-metrics-popover-wrapper"); if (!metricsContainer.is(e.target) && metricsContainer.has(e.target).length === 0) { $(".article-metrics-close-button").click(); } }); var articleId = $('#articleId').val(); if($("#main-article-count-box").attachArticleMetrics) { $("#main-article-count-box").attachArticleMetrics(articleId, { articleMetricsView: true }); } }); var figshareWidget = $(".new_figshare_widget"); if (figshareWidget.length > 0) { window.figshare.load("f1000", function(Widget) { // Select a tag/tags defined in your page. In this tag we will place the widget. _.map(figshareWidget, function(el){ var widget = new Widget({ articleId: $(el).attr("figshare_articleId") //height:300 // this is the height of the viewer part. [Default: 550] }); widget.initialize(); // initialize the widget widget.mount(el); // mount it in a tag that's on your page // this will save the widget on the global scope for later use from // your JS scripts. This line is optional. //window.widget = widget; }); }); } close Error Close Add Reset F1000.MICROSERVICES.AFFILIATION = ''; $(document).ready(function () { $('.js-affiliations-form').each((index, form) => { new AffiliationForm({ formId: form.id, institutionErrorSelector: '.comment-enter-institution', departmentErrorSelector: '.comment-enter-department', placeSelector: '.js-add-comment-place', stateSelector: '.js-add-comment-state', zipCodeSelector: '.js-add-comment-zipcode', countrySelector: '.js-add-comment-country', countryErrorSelector: '.comment-enter-country', }); }); }); $(document).ready(function () { var reportIds = { "457734": 0, "463431": 0, "457735": 0, "463430": 17, "463429": 0, "457733": 0, "463428": 0, "463427": 0, "463426": 11, "463425": 0, "457742": 0, "457740": 0, "457741": 0, "457738": 0, "457739": 0, "463434": 0, "457736": 0, "463433": 0, "457737": 0, "463432": 0, }; $(".referee-response-container,.js-referee-report").each(function(index, el) { var reportId = $(el).attr("data-reportid"), reportCount = reportIds[reportId] || 0; $(el).find(".comments-count-container,.js-referee-report-views").html(reportCount); }); var uuidInput = $("#article_uuid"), oldUUId = uuidInput.val(), newUUId = "bd5404cb-7f07-4e87-9136-6b31c1c542c3"; uuidInput.val(newUUId); $("a[href*='article_uuid=']").each(function(index, el) { var newHref = $(el).attr("href").replace(oldUUId, newUUId); $(el).attr("href", newHref); }); }); An innovative open access publishing platform offering rapid publication and open peer review, whilst supporting data deposition and sharing. Browse Gateways Collections How it Works Contact For Developers Cookie Notice Privacy Notice RSS Submit Your Research Follow us © 2012-2026 F1000 Research Ltd. ISSN 2046-1402 | Legal | Partner of Research4Life • CrossRef • ORCID • FAIRSharing R.templateTests.simpleTemplate = R.template(' $text $text $text $text $text '); R.templateTests.runTests(); var F1000platform = new F1000.Platform({ name: "f1000research", displayName: "F1000Research", hostName: "f1000research.com", id: "1", editorialEmail: "[email protected]", infoEmail: "[email protected]", usePmcStats: true }); $(function(){R.ui.dropdowns('.dropdown-for-authors, .dropdown-for-about, .dropdown-for-myresearch');}); // $(function(){R.ui.dropdowns('.dropdown-for-referees');}); $(document).ready(function () { if ($(".cookie-warning").is(":visible")) { $(".sticky").css("margin-bottom", "35px"); $(".devices").addClass("devices-and-cookie-warning"); } $(".cookie-warning .close-button").click(function (e) { $(".devices").removeClass("devices-and-cookie-warning"); $(".sticky").css("margin-bottom", "0"); }); $("#tweeter-feed .tweet-message").each(function (i, message) { var self = $(message); self.html(linkify(self.html())); }); $(".partner").on("mouseenter mouseleave", function() { $(this).find(".gray-scale, .colour").toggleClass("is-hidden"); }); }); Sign In Remember me Forgotten your password? Sign In Cancel Email or password not correct. Please try again Please wait... $(function(){ // Note: All the setup needs to run against a name attribute and *not* the id due the clonish // nature of facebox... $("a[id=googleSignInButton]").click(function(event){ event.preventDefault(); $("input[id=oAuthSystem]").val("GOOGLE"); $("form[id=oAuthForm]").submit(); }); $("a[id=facebookSignInButton]").click(function(event){ event.preventDefault(); $("input[id=oAuthSystem]").val("FACEBOOK"); $("form[id=oAuthForm]").submit(); }); $("a[id=orcidSignInButton]").click(function(event){ event.preventDefault(); $("input[id=oAuthSystem]").val("ORCID"); $("form[id=oAuthForm]").submit(); }); }); If you've forgotten your password, please enter your email address below and we'll send you instructions on how to reset your password. The email address should be the one you originally registered with F1000. Email address not valid, please try again You registered with F1000 via Google, so we cannot reset your password. To sign in, please click here . If you still need help with your Google account password, please click here . You registered with F1000 via Facebook, so we cannot reset your password. To sign in, please click here . If you still need help with your Facebook account password, please click here . Code not correct, please try again Reset password Cancel Email us for further assistance. Server error, please try again. If your email address is registered with us, we will email you instructions to reset your password. If you think you should have received this email but it has not arrived, please check your spam filters and/or contact for further assistance. Please wait... Register $(document).ready(function () { signIn.createSignInAsRow($("#sign-in-form-gfb-popup")); $(".target-field").each(function () { var uris = $(this).val().split("/"); if (uris.pop() === "login") { $(this).val(uris.toString().replace(",","/")); } }); });