From digitalisation to digital intelligence: theoretical conceptualisation and scale development for intelligent transformation in corporate human resource management

Abstract

Objective. To define the conceptual framework and core dimensions of digital transformation in human resources, develop a 24–item maturity diagnostic scale with high reliability and validity, provide a measurement tool for academic research, and offer practical guidance for corporate transformation. Materials and methods. An item pool was generated based on a six–dimensional theoretical framework. Following expert review, a 24–item scale was finalized. Questionnaires were distributed to mid–to–senior level managers and HR professionals in mainland China to collect valid data. The scale's reliability and validity were examined using exploratory and confirmatory factor analysis. Results. The data fit factor analysis, with the extracted six–factor structure aligning with the theoretical framework. The overall scale and each dimension demonstrated ideal levels of reliability, convergent validity, and discriminant validity. Conclusion. This study systematically defines the concept of digital intelligence in human resources for the first time and develops a scale covering the entire digital intelligence chain. It fills a theoretical gap and provides a practical diagnostic tool for corporate transformation.