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based tourism and cultural preservation but often face limitations in management
capacity and digital adoption (Thi Hang et al., 2026). In this context, digital transformation
- through infrastructure, leadership, applications, and capabilities - offers opportunities to
improve coordination, service quality, and human resource development (Bondarouk &
Brewster, 2016).
However, empirical research on this relationship remains limited, especially in the
cooperative sector (Verhoef et al., 2021; Aust et al., 2020). Vietnam provides a relevant
context, where digital transformation and the collective economy are being actively
promoted. In Bac Ninh Province, tourism cooperatives are increasingly adopting digital
technologies but still face challenges in human resource development.
Against this background, this study examines the impact of digital transformation -
including digital infrastructure, leadership, application, and capability - on SHRM in
tourism cooperatives. In this research, SHRM is conceptualized from a socio-economic
sustainability perspective, focusing on long-term workforce development, employment
stability, fairness, and participatory governance rather than environmental or
psychological dimensions.
2. Literature review and hypothesis development
2.1. Digital transformation
Drawing on prior studies (Vial, 2021; Verhoef et al., 2021; Kane et al., 2019), digital
transformation is conceptualized through four dimensions: digital infrastructure, digital
leadership, digital capability, and digital application. It involves integrating digital
technologies into organizational processes and structures to enhance performance and
value creation (Vial, 2021; Verhoef et al., 2021).
These dimensions facilitate information flow, coordination, and innovation. Digital
infrastructure supports learning systems, digital leadership drives strategic direction,
digital capability reflects employees’ technological competence, and digital application
captures operational use. In tourism cooperatives, these factors collectively enhance
efficiency and performance.
2.2. Sustainable human resource management
Sustainable Human Resource Management (SHRM) emphasizes long-term
workforce development, fairness, and responsible employment conditions (Ehnert, 2009;
Kramar, 2014). It integrates economic and social objectives by promoting participation,
stability, and continuous development (Aust et al., 2020).
A key dimension of SHRM is enhancing employee competencies to adapt to
technological change (Strohmeier, 2020), which is particularly critical in tourism
cooperatives for ensuring service quality and sustainability.
2.3. Digital transformation and SHRM
Digital transformation enhances SHRM by improving learning, knowledge sharing,
and skill development. Digital infrastructure enables training, digital leadership promotes
adoption, digital capability strengthens adaptability, and digital application facilitates new
work practices. These mechanisms collectively support sustainable human resource
development in tourism cooperatives.
2.4. Hypothesis development
In tourism cooperatives, digital transformation improves coordination and human
resource development. Accordingly, digital infrastructure, leadership, capability, and
application are expected to positively influence SHRM.
H1: Digital infrastructure positively affects SHRM.

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