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

Asta Luksyte, +affiliation not provided in source

Overqualification—when employees possess education, skills, or experience exceeding job requirements—represents a significant and growing challenge in contemporary organizations. This phenomenon has become increasingly prevalent due to economic fluctuations, technological disruption, and shifting labor market dynamics. Despite its prevalence, overqualification remains under-researched in human resource management (HRM) literature, with limited guidance for practitioners navigating its complexities.

The sustainability of talent management practices depends on effectively addressing overqualification to ensure organizational viability, employee well-being, and long-term competitive advantage. Overqualified employees often experience underutilization of their capabilities, which can lead to reduced engagement, increased turnover, and diminished organizational performance. Conversely, organizations that strategically manage overqualified talent may unlock opportunities for innovation, enhanced performance, and sustainable competitive advantage.

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

Potential topics

• Overqualification and person-job (PJ) fit
• Overqualification and person-organization (PO) fit
• Overqualification and sustainable HRM practices
• Career development and advancement opportunities for overqualified employees
• Retention strategies for overqualified talent
• Underemployment and its organizational consequences
• Skills utilization and employee engagement among overqualified workers
• Diversity, equity, and inclusion implications of overqualification
• Global perspectives on overqualification and talent management
• Technological change and overqualification trends
• Organizational culture and overqualification
• Psychological contract violations and overqualified employees
• Training and development for overqualified talent
• Selection and recruitment practices addressing overqualification
• Organizational performance implications of overqualification

Timeline

• March 1, 2027: Submission window

Sanjay Singh, University of Dundee

Sateesh Shet, Northumbria University

Tanya Bondarouk, The University of Twente

Paresha Sinha, University of Waikato

James Duggan, Cork University Business School

This special issue addresses how Human Resource Management must evolve to effectively manage a workforce that is digitally fluent, technology-enabled, and deeply embedded in digital ecosystems. As organizations undergo digital transformation, a new type of employee has emerged with distinct expectations around flexibility, autonomy, continuous learning, and meaningful digital interactions. The integration of emerging technologies like AI, machine learning, and HR analytics is reshaping traditional HR functions including recruitment, performance management, and employee development.

The special issue identifies critical gaps in understanding how HRM can strategically align with and support digitally-savvy employees while addressing emerging challenges. Key concerns include digital wellbeing and burnout, ethical surveillance, algorithmic fairness, and digital inequality. The editors seek research that explores workforce planning for digital roles, work design for technology-mediated environments, and HRM frameworks that balance technological innovation with human-centric values.

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

Potential topics

• Strategic workforce planning for digital talent needs and skills gaps
• Work design for digital flexibility, autonomy, and remote/hybrid work arrangements
• Emerging digital technologies (AI, machine learning, blockchain, virtual reality) transforming HR functions
• Talent acquisition and employer branding for digitally-savvy employees
• Performance management in tech-driven environments and algorithmic evaluation
• Employee engagement and experience in digital workspaces
• Digital fatigue, techno-stress, and well-being challenges
• Ethics, privacy, and surveillance in digital HR practices
• Inclusion, equity, and accessibility in digital HR systems
• Work-life integration and boundary blurring in always-connected settings

Timeline

• Invalid DateTime: Publication of Special Issue
• August 1, 2026: Manuscript submission window opens
• September 30, 2026: Manuscript submission deadline