Sanjay Kumar Singh, University of Dundee

Sateesh V. Shet, Northumbria University

Dorothea Roumpi, The Pennsylvania State University

Aizhan Tursunbayeva, University of Naples Parthenope

Sachiko Yamao, Keio University

Digital natives, who have grown up immersed in technology, bring distinct cognitive styles and behavioral tendencies to the workplace that challenge traditional organizational assumptions. Their integration into the workforce requires new psychological understanding of how they experience motivation, construct identity, manage stress, and interact with others in technology-saturated environments. The special issue addresses how digital natives' expectations for flexibility, continuous feedback, and purpose-driven work reshape fundamental aspects of organizational life across individual, team, and organizational levels.

Appel publié par Applied Psychology. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Psychological mechanisms of digital natives as change agents in organizations
• Digital natives' engagement and motivation in tech-enabled work environments
• Real-time feedback mechanisms and their impact on intrinsic motivation and competence
• Gamified work systems and their effects on goal setting and job satisfaction
• Workplace culture, inclusion, and leadership preferences for digital natives
• Psychological safety and inclusion in digital contexts
• Leadership styles preferred by digital natives and follower outcomes
• Work flexibility, learning preferences, and work-life integration in remote and hybrid settings
• Microlearning and gamified learning preferences among digital natives
• Algorithmic management and psychological well-being
• Algorithmic monitoring, data-driven performance evaluation, and psychological safety
• Surveillance stress and identity coherence in digitally mediated workplaces
• Team dynamics and communication in digitally mediated contexts
• Trust formation and psychological safety in virtual teams
• Non-human actors and team psychological dynamics
• Distributed cognition in digitally native teams

Timeline

• November 30, 2027: Submission deadline

Caroline Barrett, University of York

Lutfun Nahar Lata, Murdoch University

Daniel Muzio, University of York

François Schoenberger, University of Oxford

This special issue examines how artificial intelligence and algorithmic management are reshaping professional work, situating current technological changes within a longer historical context of technological reconfiguration. It investigates whether AI threatens professional expertise by making knowledge more accessible or whether expertise remains fundamentally relational and generated through human interactions.

The call explores how power may shift as new AI-focused occupations emerge while established professions face disruption from new entrants and business models. Within professional service firms, hierarchical structures may flatten as AI reduces demand for junior professionals. The collection also addresses how these transformations impact individual professionals' identities, agency, and the ethical questions arising in AI-integrated practice.

Drawing on momentum from a successful conference stream, this open call welcomes global research spanning healthcare, creative labour, knowledge services, higher education, and the professions of those who build AI systems themselves.

Appel publié par New Technology Work and Employment. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• How AI displaces or enhances professional work; implications of AI-driven knowledge accessibility for occupational closure; erosion or evolution of professions as exclusive knowledge domains
• New business models challenging traditional regulation; AI's impact on hierarchies, leverage ratios, and power dynamics; role of legacy institutions in mediating change; new forms of organizational experimentation
• Shifting lived experiences, identities, and agency of individual professionals; emerging essential skills such as digital literacy and ethical reasoning; new ethical challenges; adaptation of professional training; forms of resistance or compliance to algorithmic oversight
• The rise or decline of specific occupations due to AI; potential resurgence of manual and craft labour; how professionals are shaping the future of their fields; emerging alternative models of professionalism
• Healthcare and diagnostic expertise, particularly AI implementation in medical imaging, digital documentation, and radiology
• Algorithmic transformations and emerging collective agency among journalists, visual media freelancers, and creative workers
• Disruption or transition of traditional expertise across legal sectors, translation platforms, and academic institutions
• How data scientists, ML engineers, computer programmers, and data analysts find their own elite expertise reconfigured by AI systems they build
• Shifting lived experiences, professional identities, and relational reinforcement of client expertise in modern institutional settings

Timeline

• Invalid DateTime: Expected Publication
• July 1, 2026: Proposal consideration
• September 1, 2026: Call for Papers Issued
• March 1, 2027: Review Process & Revisions
• June 1, 2027: Submission Deadline for Full Papers

AI systems are increasingly used in HR functions such as recruitment, employee analytics, training, performance management and workforce planning. While organizations often expect these systems to improve efficiency and fairness, they raise concerns about transparency, employee wellbeing, job quality and whether such systems genuinely enhance organizational performance. This special issue shifts focus from simply whether organizations adopt AI to how AI-enabled HR systems should be designed, governed and experienced to benefit employees and organizational effectiveness.

The special issue examines the relationship between AI-enabled HR practices and sustainable organizational performance, considering both potential benefits and risks. It invites research exploring when and how AI strengthens or undermines work quality, fairness, employee voice, inclusion and capability development. The collection addresses emerging regulatory interest from bodies like the OECD and EU AI Act, which recognize that AI in employment decisions requires responsible governance.

Appel publié par Journal of Organizational Effectiveness: People and Performance. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• AI-enabled recruitment, selection and fair access to work: How AI screening, automated assessments, candidate ranking, video interviews and people analytics affect fairness, validity, transparency, accessibility and selection outcomes.
• AI-supported training, development and capability building: How AI-enabled learning systems, skills analytics, career platforms and talent systems affect reskilling, development access, career visibility and employee capability.
• AI-enabled performance management, monitoring and evaluation: How algorithmic monitoring, datafication and AI-supported appraisal affect fairness, trust, employee agency, wellbeing, reasonable adjustment and performance outcomes.
• Work design, job quality and employee voice in AI-enabled workplaces: How AI changes autonomy, workload, coordination, meaningful work, participation, consultation and human oversight in people-management decisions.
• Inclusion, disability, governance and sustainable organisational effectiveness: How organisations design AI-enabled HRM systems that reduce bias, support EDI, protect disabled workers and applicants, strengthen trust and contribute to sustainable organisational performance.

Timeline

• June 25, 2026: Opening date for manuscripts submissions
• January 25, 2027: Closing date for manuscripts submission

David G. Collings, Trinity College Dublin

Jason L. Huang, Michigan State University

Dongyuan Wu, Fudan University

Patrick E. Downes, University of Kansas

This special issue examines how artificial intelligence, data analytics, and digital platforms fundamentally reshape talent management. Rather than treating technology as a support tool, it emphasizes technology as a central force that challenges traditional understandings of talent conceptualization, performance measurement, and value creation. The issue welcomes conceptual and empirical research on how technology influences talent identification, development, and deployment.

The call addresses three themes: how technology reshapes talent practices through AI-driven systems and remote work, ethical challenges such as bias and employee burnout, and the shift toward skills-based hiring. Organizations struggle to integrate technology into talent practices effectively and equitably, creating opportunities and risks that require scholarly attention.

Intended for human resource management and organizational behavior researchers and practitioners, this call seeks contributions advancing theoretical understanding of technology's role in modern talent systems while addressing practical concerns around implementation, ethics, and strategic coherence.

Appel publié par Human Resource Management. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• How does technology reshape the nature of exceptional performance and how organizations define and measure high-performance and high-potential?
• What are the implications of technology for how individuals generate exceptional value in organizations?
• How does technology interact with employee KSAOs in the generation of exceptional value?
• How does technology alter the distribution and visibility of exceptional performance in organizations?
• What does agentic AI mean for the composition and performance of teams?
• Are traditional measures and understandings of high-potential still relevant in the context of emerging technological trends?
• How are companies using technology to shape talent-related expectations and outcomes?
• How do organizations design tech-enabled talent processes that shape the experiences of high-performing and high-potential employees?
• What role do digital tools play in fostering engagement, perceived justice, well-being, and retention of high-performing employees and individuals in pivotal roles?
• How do organizations adapt to ensure technological advancements enhance, rather than hinder, strategic talent strategies?
• How does technology reshape the role, authority, and activities of HR professionals in talent management?
• How can HR professionals play a leadership role and strike a balance between what technology can do and what technology should do in talent-related decision-making?
• How can organizations leverage AI and digital tools to reduce administrative burdens while improving talent outcomes?
• How do HR teams utilize efficiencies to focus on more strategic activities related to talent identification, development, and deployment?
• How can organizations manage the balance between technology and human judgment in talent management?
• How do companies integrate AI and automation without compromising the human aspects of leadership, decision-making, and talent evaluations?
• How does technology impact the emergence of expertise in organizations?
• How does technology impact the nature of performance distribution and the identification and management of critical roles in organizations?
• How can organizations transform their approaches to talent planning, attraction, and activation to address skill scarcity?
• What is the effectiveness of a skills-based hiring approach in recruiting talent for pivotal roles, and can rapid on-the-job training and reskilling better fill talent gaps?
• How do companies navigate skill gaps and talent reskilling in fast-changing industries?
• How does technology facilitate internal mobility and the dynamic recomposition of capabilities over time?
• How can digital platforms and algorithmic management enhance visibility into employees' skills and career aspirations?
• How can companies create and better utilize internal talent marketplaces to support career transitions and the allocation of talent to critical roles?
• What role does technology play in skills matching and identifying development pathways for high-potential employees in organizations?
• How can organizations effectively manage hybrid and nonstandard work arrangements as part of broader talent systems?
• What role does technology play in managing dispersed teams, ensuring productivity, and fostering collaboration among strategically valuable contributors?
• What challenges arise from integrating different employment models, and how can organizations optimize the experience and retention of talent across organizational boundaries?
• How can organizations ensure that talent continues to support the development of colleagues through knowledge transfer and mentoring in dispersed work contexts?
• How can organizations create talent systems that support experimentation with new tools and processes?
• What cultural and leadership factors influence an organization's ability to adapt to technological change in talent-related practices?
• How can businesses cultivate a mindset of continuous improvement and openness to innovation rather than resistance to change?
• How can organizations ensure that technology-enabled talent management promotes fairness, transparency, and inclusion while safeguarding ethical standards?
• How do organizations mitigate the potential that technology introduces bias into talent management, and how can organizations mitigate these risks?
• How can HR leverage AI and data analytics to drive more equitable talent identification, development, and deployment practices?
• How can organizations safeguard ethical principles related to privacy, transparency, data security, and algorithmic accountability in talent decisions?

Timeline

• March 1, 2027: Submission window opens
• March 31, 2027: Submission deadline

This special issue explores the fundamental shift from traditional Human Resource Management (HRM) to Artificial Intelligence Management (AIM), examining how algorithms are reshaping the governance of people at work. As organizations increasingly deploy algorithmic systems to manage recruitment, performance evaluation, scheduling, and other HR functions, we need to critically understand the implications for workers, organizations, and society.

The collection seeks to bring together diverse perspectives on how algorithms are transforming workplace governance, the mechanisms through which algorithmic management operates, and the consequences for employment relationships, worker agency, and organizational practices. We welcome contributions that examine both the promises and perils of algorithmic management across different sectors, geographies, and worker populations.

Appel publié par Human Resource Management Journal. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• AI and algorithmic management in organizational contexts
• The role of algorithms in HR decision-making and workforce management
• Transformation of HR practices through artificial intelligence
• Governance of people at work in the age of algorithms
• Impact of AI on employment relationships and worker autonomy
• Ethical considerations in algorithmic management
• Data-driven HR and talent management systems
• Worker surveillance and monitoring through algorithms
• Resistance and adaptation to algorithmic management
• Regulatory and policy frameworks for AI in HR

Timeline

• October 15, 2026: Extended abstract submission deadline

Sandra Fisher, FH Münster

Janet Marler, University at Albany - SUNY

Guido Hertel, University of Münster

This special issue examines how artificial intelligence and related technologies reshape human resource management practices and organizational work. Building on decades of e-HRM research, the collection investigates AI's transformative potential while remaining critical of its limitations, including bias, lack of transparency, and skill erosion concerns.

The issue welcomes research exploring which HRM processes should be automated versus augmented, what alternative technologies might complement or replace AI, and what comes after the current wave of AI advancement. It seeks evidence-based scholarship that helps organizations implement AI to benefit all stakeholders while avoiding technological determinism.

Appel publié par The International Journal of Human Resource Management. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• New theories and methodologies to study AI/HRM
• New HRM strategies
• AI-Human collaboration at work
• e-HRM/AI value propositions
• AI/Technology-enabled HR roles
• AI Agents' roles and intended and unintended outcomes in HRM
• AI/Technology-enabled HR functions: recruitment, selection, performance management, leadership, training and development, coaching, compensation and employee relations
• Algorithmic management of employees or gig workers
• Gig-worker management and employment/work relations
• e-HRM and employee experience
• e-HRM and employee wellbeing
• AI and Bias in decision-making
• AI and job design/crafting
• HR data management and confidentiality
• People Analytics and AI
• Digital talent management
• Employee and digital onboarding systems
• Gamification in HRM
• Robots and artificial intelligence (AI) in HRM
• Employer branding and digital communication
• AI/e-HRM and trust/ethics

Timeline

• Invalid DateTime: Special issue completed
• July 1, 2026: Submission portal opens
• October 31, 2026: Special Issue Submissions due