Human Resource Digital Transformation as an Intangible Accounting Asset: A Theoretical Study of GIC Re India
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The accelerating digital transformation of human resource (HR) functions has reshaped how organizations generate, manage, and communicate human capital value. In knowledge-intensive and risk-oriented institutions such as reinsurance organizations, HR digitalization extends well beyond administrative efficiency and emerges as a strategic mechanism for sustained value creation. This paper conceptualizes Human Resource Digital Transformation (HRDT) as an intangible accounting asset, using the General Insurance Corporation of India (GIC Re) as a theoretical case context. Grounded in human capital theory, the resource-based view, and intangible asset accounting frameworks, the study develops a conceptual model explaining how digital HR systems—including HR analytics, artificial intelligence–enabled talent management, digital learning platforms, and integrated HR information systems—enhance human capital value, organizational capability, and the decision usefulness of accounting information. The paper critically evaluates the limitations of conventional accounting standards in recognizing digitally enabled human capital and proposes a theoretical framework for capturing HRDT-driven value in terms of efficiency gains, knowledge capitalization, governance transparency, and strategic alignment. By positioning HR digital transformation as a measurable intangible asset, the study advances theoretical accounting literature and provides a foundation for future empirical research on human capital valuation in the digital era.
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