This special issue seeks contributions on human resource management practices within cooperatives and employee-owned firms. The focus is on understanding how HRM strategies and policies are implemented and adapted in organizations with alternative ownership and governance structures.

Appel publié par Journal of Co-operative Organization and Management. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Timeline

• October 31, 2026: Submission deadline

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

Green HRM (GHRM) integrates environmental responsibility into HR practices and procedures, enabling organizations to achieve sustainability goals while transforming employees into sustainability advocates. However, most GHRM research originates from the Global North, leaving implementation in the Global South—Latin America, Africa, Asia, and the Middle East—insufficiently studied and scattered across specific contexts.

This gap in scholarship risks producing GHRM frameworks disconnected from the socioeconomic and institutional realities of Global South countries. The special issue seeks to address this by inviting conceptual papers, empirical research, and scholarly discussions that examine how GHRM can advance sustainability, social justice, and economic stability in resource-constrained environments while exploring the unique obstacles and opportunities for GHRM adoption in Global South organizations.

Appel publié par International Journal of Organizational Analysis. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Contextualizing GHRM in the Global South (i.e. the adoption of GHRM, implementation barriers, contribution to sustainability)
• GHRM and work outcomes in the Global South (i.e. the effect of GHRM on green and non-green individual and organizational outcomes)
• How GHRM can enhance staff well-being in informal staffing settings (i.e. the relationship between GHRM and workplace happiness, job security, and inclusive practices of staffing, etc.)
• GHRM in sector-specific context in the Global South (i.e. manufacturing, IT, higher education, hospitality, etc.)
• National perspectives of GHRM in the Global South (i.e. how GHRM can facilitate effective economic transitions given the frequent scarcity of the resources and climate vulnerability)
• Leadership, organizational culture, management commitment to sustainable practices (how the aforementioned factors can shape GHRM practices in contexts where pro-environmental values may be nascent)
• GHRM and Organizational Resilience in the Global South (i.e. why and how GHRM can serve as a tool that contributes to organizational resilience in the light of environmental and operational disruptions)
• The role of AI and digital transformation in enabling GHRM in the Global South
• Success stories and case studies of organizations that pioneered the implementation of GHRM in the Global South

Timeline

• July 4, 2026: Opening date for manuscripts submissions
• November 30, 2026: Closing date for manuscripts submission

Tony Fang, Memorial University

Jennifer A. Harrison, EM Normandie Business School

Artificial intelligence is reshaping organizations by reconfiguring task structures, skill requirements, and managerial processes. Rather than eliminating jobs, AI adoption fosters new occupational roles and redefines expertise through changed patterns of human-AI collaboration. These developments promise to enhance productivity, though realizing these gains depends critically on the human skills that enable effective technology use.

The concept of skills varies significantly across disciplines, from labour economics viewing skills as human capital to organizational psychology emphasizing cognitive capabilities and sociology examining how skills are socially constructed. This fragmented understanding limits integrated knowledge about how AI shapes skills and productivity. The call seeks to bridge these perspectives by examining how skills are identified, defined, and valued in relation to AI, and how they translate into productivity gains across contexts.

Appel publié par Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• AI adoption and implementation in organizations, including how skills are identified, defined, measured, valued, and linked to productivity
• Human and AI collaboration, work transformation, and the identification and use of skills in changing task contexts
• Defining and developing skills in workplaces using AI (e.g., reskilling, upskilling, lifelong learning) and linking to productivity
• Changes in occupations, expertise, and professional roles, and how skill requirements are defined and evolving with AI
• Organizational and institutional factors shaping how skills are identified, defined, and managed in relation to AI and productivity (e.g., leadership, HR practices, policy contexts)
• Career sustainability, mobility, and inequality in labour markets shaped by AI, with a focus on how skills are defined, accessed, and valued

Timeline

• December 15, 2026: Submission Deadline

Yu Kang Yang Trevor, Nanyang Technological University

Brian D. Blume, University of Michigan

Jason L. Huang, Michigan State University

Kenneth G. Brown, University of Iowa

Work-related learning is essential for organizational competitiveness, yet remains disconnected from human resource management scholarship. While learning research focuses on individual processes, HRM emphasizes organizational systems, creating a gap in understanding how learning can be strategically integrated into HR practices. This special issue aims to bridge that divide by examining learning processes across different levels and work contexts, positioning learning as a strategic mechanism central to HRM.

The special issue welcomes research on formal, informal, incidental, and self-directed learning in traditional, hybrid, and digital environments. Submissions should integrate learning with HR systems and strategy, adopt multilevel perspectives, address contemporary challenges such as artificial intelligence and hybrid work, and demonstrate practical relevance for organizations. Both empirical and theoretical contributions from diverse methodological approaches are invited, provided they maintain focus on HRM.

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

Potential topics

• Integrative approaches to learning systems and how HR systems can integrate formal, informal, and self-directed learning into coherent architectures aligned with business strategy
• Mechanisms linking learning and development initiatives to workforce agility, innovation, and firm performance
• Compositional and compilational processes linking learning across individual, team, and organizational levels
• Longitudinal and multilevel research designs tracing learning episodes across different levels of analysis
• Multidimensional learning criteria incorporating cognitive, skill-based, and affective outcomes
• Learning ROI evaluation through both immediate performance metrics and long-term indicators of adaptability, resilience, and innovation
• How organizations create, sustain, and transfer learning cultures through HR practices
• HR system characteristics facilitating or hindering learning transfer at individual and team levels
• Organizational learning climates and psychological safety influencing skill transfer
• Formal training, leadership development, and on-the-job learning effectiveness and long-term transfer
• Adaptive and AI-driven learning systems tailoring training content
• Sequencing of learning events affecting transfer outcomes
• Social learning interventions such as peer mentoring and communities of practice
• Proactivity, self-regulation, and learning motivation affecting continuous learning and career adaptability
• Exploration-exploitation tradeoffs during work-related learning
• Employee management of tradeoffs between work, nonwork, and recovery when allocating resources to self-directed learning
• Motivational processes sustaining self-directed learning in fast-changing environments
• Meta-cognitive awareness of learning strategies, habits, and biases
• HRM practices fostering sustained self-regulated learning cycles
• Relationships and interactions between formal, informal, and self-directed learning
• Emotions, personality traits, and workplace context shaping informal learning processes
• How digital technologies influence the experience, design, and delivery of learning opportunities
• Knowledge, skills, and abilities especially valuable in AI-mediated work settings such as data literacy and human-AI collaboration
• AI in predictive and generative algorithms, microlearning, and learning management systems affecting learning and organizational outcomes
• Co-learning experiences with AI systems such as chatbots and virtual coaches
• Trust, dependence, and resistance emerging when AI guides or assesses learning
• Contextual factors interacting with technologies to influence learning effectiveness
• Digital collaboration platforms fostering or fragmenting knowledge sharing and informal learning
• Obstacles and challenges faced by persons with disabilities, mid-career switchers, elderly workers, and non-standard employees in learning
• HR systems and public policy democratizing learning access and ensuring equitable capability development
• Employment status, industry type, and job level determining learning opportunities and outcomes
• Learning opportunities and self-assessment for vulnerable and non-affiliated workers such as gig and informal economy workers
• Equitable access to formal and informal learning for workers in small and medium enterprises or platform-based employment
• Learning technologies amplifying or reducing disparities in learning outcomes
• HR policies and public-private partnerships supporting continuous learning for displaced, older, or low-skilled workers
• Cognitive, motivational, and affective processes shaping engagement in work-related learning under conditions of high workload and continuous change
• Fluctuations in attentional control, working-memory capacity, and cognitive load influencing knowledge acquisition and transfer
• Job design features facilitating or undermining sustained cognitive engagement in learning
• Affective states such as curiosity, anxiety, and psychological safety influencing learning persistence and adaptability
• Insights from cognitive and neurocognitive research informing the design of high-quality jobs and HR systems supporting learning and psychological sustainability

Timeline

• January 31, 2027: Submission deadline

James Bort, DePaul University

Veroniek Collewaert, Vlerick Business School

Yuval Engel, University of Amsterdam

Evy Van Lancker, Ghent University

Johan Wiklund, Syracuse University

The startup workforce represents a distinct and consequential stakeholder in entrepreneurship that has been systematically understudied relative to founders and funders. Early insights from the Stanford Project on Emerging Companies revealed how organizational changes within startups disproportionately impacted long-tenured employees. This pioneering work laid the foundation for understanding how startups differ from established firms in their approach to human capital, including fundamental aspects such as compensation, staffing, and performance management.

Contemporary research has deepened our understanding of the unique dynamics between startups and their employees. Whereas early research identified demographic patterns, illustrating that startup employees tend to be younger and risk-tolerant, recent work has uncovered more nuanced dynamics. For example, experienced employees often join startups when they have partners with stable careers, but can also command wage premiums as firms grow. Startup employees are drawn in by passionate founders, opportunities for greater freedom and responsibility, and the potential for significant financial upside.

Appel publié par Entrepreneurship Theory and Practice. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Employee motivations and retention across venture stages
• Recruitment, employer branding, and the role of prior affiliations in startup hiring
• The influence of early employees on organizational culture, routines, and strategic direction
• Compensation structures, equity arrangements, and evolving psychological contracts
• Workforce well-being, occupational stress, and founder-employee emotional spillovers
• The impact of hybrid and remote work on startup employment dynamics
• The opportunities and adversity of AI in light of startup employment and work ethic, and workforce diversity, inclusion, and the role of HR professionalization in early-stage ventures
• Worker voice, collective action, and power asymmetries in startups, including unionization, whistleblowing, hustle culture and exploitation, equity and vesting disputes, and the dark side of founder–employee relations
• The regulatory and institutional environment of startup employment, including non-compete enforcement, worker classification, equity taxation, and visa regimes
• Non-standard and hybrid labor forms, including contractors, fractional executives, agencies, platform and ghost work, and globally distributed teams
• Post-startup career trajectories, including employee mobility, alumni networks, and entrepreneurial spawning after exit, acquisition, or failure
• The scaleup transition and its workforce implications, including when and how a startup workforce ceases to be one and how HR professionalization reshapes the employment relation
• AI-native ventures as a new organizational form, where a small number of humans operate agentic systems and the category of workforce is itself reconstituted
• Startup workforces outside North America and Western Europe, including emerging-economy, informal, and cross-border contexts

Timeline

• Invalid DateTime: Academy of Management PDW
• December 31, 2026: Extended abstracts due for participation in May workshop
• May 1, 2027: Special issue editorial workshop for invited participants based on proposals (hosted in United States)
• August 30, 2027: Full papers due for submission following second workshop
• November 1, 2027: Special issue editorial workshop for invited participants based on full papers (hosted in Europe)
• January 1, 2028: Full papers invited for submission

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

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

This section lists previous calls for papers from the Human Resource Management Journal. The calls include topics such as reconsidering careers in post-Covid-19 workplaces, caring for healthcare workers and advancing human resource management research in healthcare contexts, research methodologies that offer insights, and interfacing artificial intelligence technologies with human resource management in new firms.

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

Maarten Renkema, University of Twente

Laura Lamers, University of Twente

Christoph Lutz, BI Norwegian Business School

Anna B. Holm, Aarhus University

Organizations are rapidly adopting AI technologies, but this creates significant challenges including algorithmic bias and opacity. AI literacy—the knowledge, skills, and attitudes enabling individuals to engage effectively and critically with AI—has become essential for competitive survival and is now mandated by the EU's AI Act. However, research on AI literacy remains focused primarily on educational contexts and individual learners, leaving organizational and HRM perspectives largely unexplored.

This special issue seeks to advance theoretical understanding of AI literacy as an organizational phenomenon rather than merely an individual competency. The editors invite contributions that move beyond both naive enthusiasm and dismissive skepticism, instead adopting critically engaged perspectives grounded in empirical evidence. Contributions should examine AI literacy across multiple organizational levels—individual, team, and organizational—and explore how HRM can facilitate its development and implications for HR functions and practices.

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

• Implications of AI literacy for core HRM functions including recruitment, selection, learning and development, performance management, and employee well-being
• Organizational AI literacy: design, implementation, and governance of HRM activities
• Emergence mechanisms through which individual AI literacy becomes collective organizational capability
• Relationship between organizational AI literacy and adjacent constructs such as organizational AI readiness
• Competition for AI talent and inequality implications
• Team design and composition to enable and develop AI literacy
• HRM and HRD practices supporting AI-literate teams including workforce planning, staffing, job design, and training
• Levels and combinations of AI literacy needed across different teams and roles
• Manifestation of AI literacy in everyday work practices
• Technical, ethical and practical dimensions of AI literacy in AI-mediated recruitment
• AI literacy's influence on employees' AI overreliance and fairness perceptions
• AI literacy of HR professionals and its influence on adoption of AI tools

Timeline

• Invalid DateTime: Special issue completion
• September 1, 2026: Special Issue announced
• February 1, 2027: Submission window opens
• April 30, 2027: Submission deadline
• July 1, 2027: Decision on first submissions

Ingyu Oh, Kansai Gaidai University

Jie Wu, University of Aberdeen

Ho Kwong Kwan, China Europe International Business School

Hyun Jeong Kim, Inha University

Ultra-low fertility, defined as a total fertility rate of 1.3 or lower, is becoming a critical global challenge affecting human resource management across diverse regions including East Asia, Southern and Eastern Europe, and increasingly North America and Oceania. This demographic crisis is transforming HRM into a strategic imperative as organizations face risks of workforce shrinkage, declining productivity, and increased costs for talent acquisition and retention. The crisis requires rethinking foundational HRM frameworks and developing innovative strategies to build sustainable and resilient workforces.

This special issue seeks research that examines how organizations are responding to demographic scarcity through human-centered HRM innovations. It invites scholars to contribute work extending core theories such as the Resource-Based View, Institutional Theory, and Human Capital Theory to address labor market challenges, while exploring practical strategies including expanded parental leave, work-life balance initiatives, AI-enabled workforce planning, and inclusive hiring practices that integrate women, older workers, and immigrants.

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

• Work-life balance challenges and family-friendly HRM policies
• Gender inequality and its impact on fertility decisions
• Cultural expectations and traditional gender roles influencing fertility rates
• Flexible work policies including remote work and parental leave
• Upskilling and reskilling programs addressing workforce shrinkage
• Inclusive benefits such as childcare and fertility treatment support
• Diversity and inclusion strategies utilizing underutilized labor pools
• Innovative recruitment strategies and international talent acquisition
• Human-centered AI solutions for workforce management
• AI-assisted work-life balance and personalized employee support
• AI-facilitated servant leadership and psychological safety
• AI-driven work redesign for dual-earner couples
• Digital twin modeling for career and family pathway optimization
• Rethinking Resource-Based View and Dynamic Capabilities theory for demographic scarcity
• Scarcity-Based View of HRM and demographic agility
• Human capital preservation and the demographic premium
• Neo-Institutional Theory perspectives on fertility-HRM nexus
• Institutional fertility regimes and global HR best practices adaptation
• Cultural Paradox Theory and contradictions between family values and fertility rates
• Multi-level and comparative cross-national HRM research

Timeline

• September 1, 2026: Manuscript submission window opens
• November 30, 2026: Manuscript submission deadline
• December 1, 2026: Review process (1st round)
• March 1, 2027: Review process (2nd round)
• May 1, 2027: Final submission of accepted manuscripts

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

Matej Černe, University of Ljubljana

Marko Orel, Prague University of Economics and Business

Fabiola Mancinelli, University of Barcelona

Stefanie Reissner, Durham University

Brian Harney, Dublin City University

Digital nomadism represents location-independent work performed with geographic mobility, raising significant questions for human resource management regarding how organizations manage workers with fluid employment relationships and changing work locations. This special issue seeks scholarship that examines digital nomadism as both a distinctive research context and a lens for reconsidering fundamental HRM concepts in the context of distributed, fragmented, and fluid work arrangements.

The issue addresses a gap in HRM research by bringing together topics often studied separately—remote work, global mobility, platform work, and transnational employment regulation. Contributors are encouraged to develop theory-driven research that demonstrates implications for HRM phenomena, systems, and practices, moving beyond descriptive accounts of digital nomads as a lifestyle group to examine organizational and institutional dimensions.

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

• Work design, job demands and resources, autonomy, flexibility, isolation, insecurity, time-zone dispersion, infrastructure variability, and performance
• Leadership, coordination, voice, psychological safety, performance management, and feedback in mobile and distributed work arrangements
• The implications of digitalization, AI, algorithmic management, and digital platforms for where, how, and under what contractual conditions work is performed
• Talent attraction, selection, retention, and employer branding for mobile and location-independent workers
• Careers, employability, career self-management, protean careers, sustainable careers, and boundaryless or globally mobile talent pathways
• Wellbeing, recovery, work-nonwork boundaries, social embeddedness, loneliness, identity, and community among digital nomads and other mobile workers
• Onboarding, socialization, belonging, organizational identification, informal learning, and knowledge sharing when workers are geographically mobile
• Destination ecosystems, coworking spaces, local communities, employers, governments, and intermediaries as actors shaping mobile digital work
• Comparative research on digital nomadism across countries, regions, sectors, occupations, employment forms, and regulatory regimes
• Employment relationships, psychological contracts, commitment, fairness, inclusion, and duty of care in remote, freelance, contractual, hybrid, or employee-based arrangements
• International HRM, global mobility, digital nomad visas, taxation, labor law, social security, cross-border compliance, data protection, and institutional complexity
• HR architecture and governance: balancing flexibility, autonomy, coordination, control, equity, risk management, and organizational support

Timeline

• April 30, 2027: Manuscript deadline

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

Benjamin Laker, University of Reading

Sven Horak, St. John's University

Toyin Ajibade Adisa, University of East London

Fulya Acikgoz, University of Sussex

While inclusion has become central to human resource management practices globally, its institutional foundations are becoming increasingly unstable. Political and economic shifts, organisational hesitation, and cultural challenges have weakened the norms and mechanisms supporting inclusive HRM. This special issue examines how inclusion becomes performative—publicly supported but weakly implemented—when its institutional backing erodes.

The issue calls for work that moves beyond static views of identity to examine how it is constructed and contested through HRM systems amid institutional uncertainty. Research grounded in intersectionality, social identity theory, and critical perspectives is particularly encouraged, as are comparative studies showing how inclusion operates differently across institutional and cultural contexts. The collection seeks to understand how HRM practices both regulate identity and potentially become sites of resistance and contestation.

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

• Organisational responses to the erosion or contestation of inclusion mandates
• Identity construction, negotiation, and resistance within HRM systems
• Symbolic inclusion vs substantive change in HRM practice and policy
• How performance systems, leadership pipelines, or 'culture fit' criteria embed normative assumptions about who belongs
• Comparative and global analyses of inclusion across varied institutional, legal, and cultural settings
• HRM as a mechanism of voice suppression, identity masking, or strategic silence
• The effects of intersectional identity configurations (e.g. gender × race × class) on access to opportunity, recognition, and legitimacy in HRM
• How informal networks and shadow structures sustain or subvert inclusion efforts
• Experiences of inclusion and exclusion when organisations retreat from formal DEI commitments
• Institutional logics, power asymmetries, and the politics of belonging in HRM systems
• Decolonial or Indigenous critiques of Western-centric inclusion frameworks in global HRM

Timeline

• November 30, 2026: Manuscript deadline

Aneeqa Suhail, Tilburg University

Steven Kilroy, Trinity College Dublin

Robin Bauwens, Tilburg University

Sut I Wong, BI Norwegian Business School

Sasa Batistič, Tilburg University

This special issue examines the dynamic relationship between human resource management systems and leadership behaviors, addressing how they align, conflict, or substitute for one another in shaping organizational outcomes. The issue recognizes that while HRM and leadership research have traditionally developed as separate streams, they operate interdependently in practice. Understanding their interplay is essential for comprehending how people management actually functions in organizations and for developing more effective, coherent approaches to managing employees.

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

• How HRM systems and leadership behaviors interact in shaping employee and organizational outcomes across organizational levels
• Different forms of alignment between HRM and leadership (supplementary fit, complementary fit, perceptual filtering) and their distinct consequences
• When and how HRM systems function as substitutes for leadership and resulting consequences
• How misalignment between HRM systems and leadership behaviors emerges, persists, or becomes institutionalized
• When alignment amplifies negative outcomes such as work intensification, role overload, or employee strain
• How employees interpret and respond to misalignment or substitution between HRM systems and leadership
• Which configurations of HRM systems and leadership strengthen effectiveness of remote and hybrid work arrangements
• How leaders enact, adapt, or resist HRM systems when leading employees at a distance
• Employee experiences of alignment and misalignment in remote and hybrid work settings
• How HRM-leadership configurations evolve over time and affect employee and organizational outcomes
• How temporal shifts in leadership behaviors or HRM systems alter the balance between substitution and complementarity

Timeline

• March 31, 2027: Full paper submission deadline

This Special Issue aims to advance understanding of how AI is reshaping work and employment for underrepresented groups, and to stimulate research on how HRM can foster more inclusive, equitable, and human-centered AI-enabled workplaces. It seeks to bring together multidisciplinary scholarship examining both the opportunities and risks of AI for women, migrants, refugees, older workers, people with disabilities, and Indigenous employees. These aims will be met by inviting conceptual, empirical, and review-based contributions that examine bias, accessibility, trust, human–AI collaboration, inclusive design, and responsible governance in AI-HRM systems. In doing so, the Special Issue will generate new theoretical insights, practical implications, and future research directions that position HRM scholarship to respond more effectively to the challenges and possibilities of AI-driven organizational change, while helping organizations foster more equitable, inclusive, and human-centered human–AI interactions.

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

Potential topics

• AI in Talent Acquisition and Selection: How do AI-based recruitment and selection systems create, reproduce, or mitigate biases against candidates from underrepresented groups (e.g., people with disabilities, older workers, migrants), and what mechanisms can ensure equitable outcomes in AI-assisted hiring?
• Accessibility and Inclusion in Employment: In what ways can AI technologies be designed to enhance workplace accessibility, enable equitable participation, and expand employment opportunities for employees with disabilities or other marginalized groups?
• Human–AI Collaboration and Bias Mitigation: How can human oversight, input from minority employees, and inclusive design processes help AI systems learn more equitably—reducing bias and performing more human-like or human-better tasks in HR contexts?
• Talent Development, Reskilling, and Learning in the Age of AI: How can HRM leverage AI-enabled learning, development, and reskilling systems to support diverse employees and prepare both workers and organizations for ethical AI use? How can organizations use talent development strategies to train both humans and AI systems toward ethical and inclusive performance?
• Ethical, Legal, and Governance Challenges in AI-HRM: What are the ethical and legal implications of using AI in managing diversity and disability inclusion, and how can organizations establish responsible AI governance frameworks aligned with human rights and DEI principles?

Timeline

• January 9, 2026: Opening date for manuscripts submissions
• January 3, 2027: Closing date for manuscripts submission