This special issue examines how data science reshapes project, programme, and portfolio management practices. Rather than focusing on technical algorithmic details, it seeks to understand how managers can translate data and algorithmic insights into better decisions, governance, and value creation across the project lifecycle. The collection emphasizes managerial transformation rather than technology as an add-on.

Contributions should address how data-driven practices improve decision quality and accountability, how governance mechanisms adapt to data-intensive work, and how manager and team competencies evolve. The special issue particularly welcomes research on adoption conditions, implementation challenges, and safeguards for ethical use, bias mitigation, and transparency in decision-making.

Submissions should prioritize actionable insights for practitioners through conceptual frameworks, empirical case studies, and practical artifacts such as decision frameworks, governance templates, and maturity models. Cross-sector studies demonstrating tangible managerial outcomes and connections to organizational strategy and broader societal value are especially encouraged.

Appel publié par International Journal of Managing Projects in Business. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Data-driven decision-making in project environments: Exploring how data science enhances or transforms decision processes across the project lifecycle, including planning, monitoring, and risk management emphasizing chances, challenges and risk.
• Integration of data science methodologies into project management practices: Studies applying or adapting methods such as machine learning, data mining, or predictive analytics to project-specific contexts.
• Data science and project governance, ethics, and accountability: Examining the implications of algorithmic decision-making, data privacy, and ethical use of data in managing projects.
• The evolving role of the project manager in data-rich contexts: Investigating new competencies, skills, and leadership styles required for managing data-intensive or AI-augmented projects. Discussing the relationship between project managers and data science experts in project management.
• Real-time data, dashboards and analytics for project monitoring and control: Contributions on the design and limits, use and evaluation of real-time performance tracking and visualisation tools in project management.
• Data ecosystems and infrastructure in large-scale or complex projects: Studies addressing the architecture, integration, and governance of data sources across distributed project networks.
• Cross-disciplinary applications of data science in projects: Interdisciplinary work linking project management with fields such as operations research, information systems, computational social science, or engineering.
• AI, big data and automation in project scheduling, forecasting, and resource allocation: Empirical or conceptual work on how intelligent systems are used to optimize project efficiency and adaptability.
• Data-enabled project evaluation, benefits realisation, and impact assessment: Using data science to better measure and predict the value, outcomes, and sustainability of projects, including alignment with SDGs.
• Theoretical and conceptual contributions linking data science and project studies: Frameworks and models that critically examine the intersection of data science and project management as evolving disciplines.
• AI-empowered stakeholder engagement in large-scale or complex projects: Leveraging AI to enhance stakeholder analysis, communication, and collaboration in complex projects, optimizing engagement strategies and improving project outcomes through predictive insights and automated interaction tools.

Timeline

• January 4, 2026: Opening date for manuscripts submissions
• July 31, 2026: Closing date for abstract submission
• January 31, 2027: Closing date for manuscripts submission

Andrea Piccaluga, Sant'Anna School of Advanced Studies

Rosa Grimaldi, University of Bologna

Tim Minshall, University of Cambridge

Zhou Yuan, Tsinghua University

Giovanni Tolin, Sant'Anna School of Advanced Studies

Company case studies were once central to R&D management research but have become increasingly marginal. This special issue seeks to restore their importance by publishing rigorous, in-depth case studies that capture how organizations manage their R&D functions and provide insights for researchers, practitioners, and policymakers.

The decline stems from publication pressures favoring quantitative work, diminished academic engagement with practitioners, and companies' limited willingness to participate in research. Yet case studies remain essential for understanding the complex, context-specific mechanisms shaping R&D processes that quantitative metrics alone cannot capture.

Submissions should present single or multiple company case studies grounded in rigorous qualitative methodology. Co-authored contributions from academics and practitioners are encouraged. Case studies should demonstrate depth of primary source access, advance existing theory or identify new research directions, and address topics including R&D strategy, organization, product development, and collaborations.

Appel publié par R and D Management. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• R&D strategy and organization
• Product and process development and innovation
• Creativity in R&D
• R&D collaborations and partnerships
• R&D activities in SMEs
• Intra-organizational and inter-organizational R&D processes
• How companies organize and manage R&D, technology, and innovation activities
• Single and multiple company case studies that advance theory in R&D management

Timeline

• June 22, 2026: R&D Management Conference track at University of Manchester for early feedback on paper ideas
• November 1, 2026: Submission window opens
• December 31, 2026: Full manuscript submission deadline

Steve Kennedy, Rotterdam School of Management, Erasmus University

Brooke Lahneman, Montana State University

Lucrezia Nava, University of Exeter Business School

Amanda Williams, EM Lyon Business School

Scholarship on business sustainability increasingly views organizations as embedded within natural systems, conceptualized through the planetary boundaries framework. The planetary boundary framework defines nine Earth system processes that regulate the planet's stability and resilience and are directly affected by human activity. Alarmingly, seven of these nine boundaries have now been crossed, threatening both natural systems and the economies that depend on them. For business scholarship, this creates an urgent need to understand how organizations can operate and manage within the safe space delineated by planetary boundaries.

Appel publié par Organization & Environment. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• How Organizations Integrate the Planetary Boundary Framework into Strategy and Action
• How organizations leverage planetary boundaries to inform sustainability materiality assessments and sustainability strategies
• How organizations collectively use planetary boundaries as a basis to inform shared understanding of cross-scale risks across space and time
• How organizations leverage planetary boundaries to inform risk management approaches
• How organizations collectively build adaptive capacity for addressing risks and identifying opportunities associated with the planetary boundary framework
• How organizations utilize planetary boundaries to inform creation of sustainability targets such as SBTi and corporate reporting on environmental impacts
• How organizations disaggregate planetary boundaries to relevant temporal and spatial scales to inform appropriate action for sustainability
• How organizations use the planetary boundary framework to shape sectoral and cross-sector collaborations
• How organizations leverage planetary boundaries as a way to 'unlock' the complexity of the natural environment for business model innovation and/or product design
• How Organizations Can Operate and Manage within Individual Planetary Boundaries
• How organizations detect, interpret, and act when a planetary boundary is being approached or transgressed
• How organizations prepare for risks associated with transgressing the boundaries and innovate to limit planetary boundary transgression
• How organizations use planetary boundaries for constraint-driven innovation for enhanced practices, processes, business models, and/or collaborations
• Which processes and practices enable firms to develop proactive and responsive strategies for long-term engagement with a specific planetary boundary
• How organizations should balance trade-offs between proactive and responsive strategies for a given planetary boundary, given their industry and operating context
• What roles different stakeholders play in shaping organizational responses to planetary boundary transgressions
• How organizations can engage with least-studied boundaries such as ocean acidification, biogeochemical flows, atmospheric aerosol loading, stratospheric ozone depletion, and novel entities
• How to Navigate Interconnections among Planetary Boundaries and with Social Foundations
• How organizations adapt and innovate strategies, practices, and processes to address interconnections among multiple planetary boundaries
• How efforts to stay within planetary boundaries can be aligned with advancing key social foundations and UN Sustainable Development Goals
• How organizations can apply systems-thinking lenses to manage non-linear change, ecosystem risks, and feedback loops across planetary boundaries and/or social systems
• What governance mechanisms, decision tools, or collaborative arrangements enable organizations and industries to navigate and manage trade-offs across boundaries
• What role could concepts such as degrowth, carrying capacity, or post-growth business models play in helping organizations remain within interconnected ecological limits
• How to Develop Alternative Organizational Theories and Practices from Planetary Boundary Biophysical Foundations
• What innovations in practices, products, and business models emerge when organizational thinking begins with planetary boundaries
• How integrating the planetary boundary framework can inform or reshape core organizational theories
• How the planetary boundary framework can inform theory on crisis management and responding to ecosystem shocks such as natural disasters
• How the planetary boundary framework might advance perspectives on desirable or alternative futures
• What alternative forms of organizing can be theorized by taking planetary boundaries as foundational
• How theory on circular and regenerative systems can be informed by considering planetary boundaries

Timeline

• March 1, 2027: Full manuscript submission deadline

Associate editors

• Gail Whiteman, University of Exeter Business School

Edwina Pio, Auckland University of Technology

Stephen Kalilpakdee, Assumption University of Thailand

This special issue seeks to advance Human Resources Management (HRM) research by centering perspectives, experiences, and contexts from the Global South. While HRM scholarship has traditionally been dominated by Western theoretical frameworks and assumptions, there is a critical need to develop contextually-grounded HRM knowledge that reflects the unique institutional, economic, social, and cultural realities of countries and regions in Africa, Asia, Latin America, the Middle East, and other parts of the Global South.

The special issue welcomes empirical studies, theoretical contributions, critical reviews, and methodological innovations that challenge dominant HRM paradigms and offer new insights into how organizations manage human resources in Global South contexts. We are particularly interested in research that moves beyond adapting Western HRM models and instead develops indigenous, culturally-sensitive, and locally-relevant approaches to understanding people management.

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

• Exploring alternative theoretical frameworks and paradigms for HRM in the Global South
• Indigenous and culturally-rooted HRM approaches and practices
• HRM in informal economies and non-traditional work arrangements
• Human agency, worker voice, and resistance in HRM systems
• HRM's role in addressing inequality, social justice, and sustainable development
• Technology, digitalization, and their impacts on HRM in emerging economies
• HRM in post-colonial and transitional contexts
• Labor standards, worker protection, and ethical HRM practices in the Global South
• Comparative HRM studies across Global South regions
• Organizational learning and knowledge management in Global South contexts

Timeline

• December 1, 2026: Submission window

Jonathan Doh, Villanova University

Srividya Jandhyala, ESSEC Business School

Yadong Luo, University of Miami

Grazia D. Santangelo, Copenhagen Business School

Rising political turbulence globally—including violent conflicts, regime changes, geopolitical tensions, and trade wars—increasingly affects organizations across sectors. This special issue seeks evidence-based insights to help managers and organizations navigate these challenges, filling the gap between academic theory and practical managerial guidance on operating effectively under political turbulence.

The special issue welcomes rigorous submissions addressing how organizations and managers can understand, influence, and adapt to political risks and disruptions. Papers should provide actionable insights grounded in robust empirical evidence or conceptual frameworks, directly addressing real-world managerial and policy issues. The journal prioritizes practitioner-accessible work that guides organizational behavior and policy decisions rather than theory-driven research.

Appel publié par Academy of Management Perspectives. Voir l'appel sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Understanding different types and forms of political turbulence and their classification
• Rethinking corporate political strategies and integration of political activities
• Reorganizing and realigning geographically diversified operations in response to political change
• Managing stakeholder nationalism and organizational political positioning
• The role of new technologies (AI, blockchain, digital intelligence) in political risk management
• Managing corporate innovation while navigating national security and political constraints
• Navigating talent management and migration under anti-immigration political turbulence

Timeline

• September 1, 2026: Submission window opens
• September 30, 2026: Final submission deadline at 23:59 ET (DST+1, UTC-4)

Associate editors

• Tazeeb Rajwani, University of Surrey

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

Debora Gottardello, University of Edinburgh

Narda R. Quigley, Villanova University

Susanne M. Bruyère, Cornell University

Neurodivergent adults, including those with autism, ADHD, dyslexia, and dyspraxia, encounter systemic barriers in employment such as recruitment difficulties, limited career progression, and retention issues, often leading to underemployment and premature career exits. These challenges are structural rather than incidental, as many workplace practices adhere to neurotypical norms, viewing cognitive differences as liabilities instead of diverse strengths requiring adaptive practices. Efforts towards inclusion frequently focus on early-career hiring and a single diagnostic category, usually autism, neglecting mid and late-career trajectories and the multifaceted nature of disadvantage. Single-axis approaches may overlook how compounded inequalities manifest within organizational contexts.

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

Potential topics

• Intersectional patterns of inclusion, retention, progression and wellbeing across early, mid and later career stages for ageing neurodivergent workers
• HR and line-management practices-recruitment, appraisal, promotion and leadership development; intersecting biases and evidence-based redesign for equity
• Intersectional experiences of neurodivergence at work (e.g., ethnicity, gender, sexuality, class, migration status, age)
• Physiological and health transitions in relation to neurodivergence (e.g., menopause, chronic conditions)
• Late/retroactive diagnosis, professional identity, disclosure and workplace support; trajectories, risks and career consequences
• Organisational culture, leadership and policy frameworks for neurodivergent inclusion, foregrounding intersecting identities and power dynamics
• Cross-cultural and non-Western perspectives, including decolonial approaches, highlighting how local norms and colonial legacies shape intersecting experiences of neurodivergence at work
• Comparative case studies of inclusion regimes and workplace adaptations across sectors and settings (including precarious/gig work), with attention to differential outcomes across intersecting identities
• Participatory and co-produced approaches that centre multiply marginalised voices, with ethics and accessibility designed for intersectional needs
• Sector-specific analyses (e.g., academia, public sector, technology, healthcare) specifying intersectional implications for policy and practice and for distinct workforce groups

Timeline

• January 3, 2026: Opening date for manuscripts submissions
• December 31, 2026: Closing date for manuscripts submission