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

Surajit Bag, Excelia Business School

Amélie Clauzel, Université Paris-Saclay

Peter Naudé, Manchester Metropolitan University

Rasem Qudaih, University of Suffolk

The polycrisis—a convergence of overlapping crises including climate change, pandemic disruptions, geopolitical conflicts, and economic volatility—challenges management practice and theory. This special issue argues that sustainability rooted in environmental stewardship, social responsibility, and economic resilience is not a luxury but essential for organizational survival and legitimacy when facing systemic turbulence.

Organizations must maintain legitimacy and adapt strategy amid multiple simultaneous crises. This issue seeks scholarship examining how sustainable management approaches enable resilience, how supply chains can be redesigned for both sustainability and continuity, and what governance structures support long-term commitment during short-term crises. Contributions should draw on diverse theoretical perspectives—systems theory, institutional theory, ethics, and resilience science—to illuminate how sustainability principles guide decision-making under radical uncertainty.

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

Potential topics

• Redefining Sustainability Under Volatility: What does 'sustainability' mean in an era of permanent crisis? How are definitions and scope of corporate sustainability evolving?
• Organizational Legitimacy in Polycrisis Conditions: How do organizations maintain trust and legitimacy when multiple crises unfold simultaneously?
• Narratives, Institutional Logics, and Culture Shifts: What new narratives and institutional logics are emerging to address polycrisis and how do they influence organizational behavior?
• Strategic Management and Corporate Governance: How should corporate strategy and governance adapt to radical uncertainty and frequent disruption?
• Supply Chains, Operations, and Technologies for Resilience: How are supply chains and operations management evolving to ensure sustainability and resilience under compounding crises?
• Cross-Sector Collaboration and Institutional Responses: What collaborative approaches are emerging to tackle interlinked crises and what role do businesses play alongside governments and civil society?
• Human and Leadership Dimensions: What types of leadership, organizational learning, and human resource approaches support sustainability in turbulent times?
• Metrics, Accountability, and Measurement: How do we measure success for sustainability in a polycrisis and what accountability mechanisms ensure sustainability commitments are maintained?
• Systems Theory and Complexity: How might systems thinking and complexity science guide managers in designing holistic interventions that account for system-wide consequences?
• Resilience and Adaptive Capacity: How do sustainable practices contribute to organizational and supply chain resilience and what does it mean to thrive amid disruption?
• Institutional Theory and Legitimacy: How do firms maintain or regain legitimacy by committing to sustainability when short-term temptations arise in crisis contexts?
• Moral Philosophy and Ethics: What ethical duties do businesses owe to stakeholders and future generations when managing trade-offs between survival and long-term sustainability?
• Power and Inequality: How do power dynamics influence whose interests are prioritized in crisis responses and what implications does this have for sustainable development?
• Temporality and Future Orientation: How do organizations balance urgent short-term crisis management with the long-term thinking that sustainability demands?
• Risk, Uncertainty, and Sensemaking: What new approaches to integrated risk assessment and scenario planning help organizations navigate interconnected crises?

Timeline

• August 30, 2026: Call for Papers Released
• March 30, 2027: Final Revisions Deadline
• April 28, 2027: Manuscript Submission Deadline
• October 30, 2027: Review Process Completion

Guillermo Antonio Dávila, Universidad de Lima

Susanne Durst, Bangkok University

Organizations in resource-constrained and institutionally weak contexts face significant challenges in maintaining competitiveness and innovation amid political uncertainty and technological change. This special issue addresses the underexamined role of knowledge management in enabling these organizations—including SMEs, NGOs, and entities in developing regions—to overcome financial constraints, limited technological access, and skilled workforce shortages.

Knowledge management has demonstrated capacity to enhance innovation, strengthen organizational resilience, and foster learning even under severe resource limitations. While empirical evidence from emerging economies supports these benefits, research remains concentrated on stable, well-developed environments, leaving underrepresented contexts insufficiently studied despite their numerical significance and potential for theoretical contribution.

Appel publié par Knowledge Management Research & Practice. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• KM as an enabler of organizational performance under conditions of resource scarcity
• Knowledge risk management as crucial function in environments characterized by internal and external constraints
• KM in underrepresented organisational settings, including SMEs, family businesses, informal organisations, low-technology firms, social organisations or geographically isolated regions
• Organisational learning processes in contexts characterised by institutional and resource constraints
• The role of KM in strengthening organisational resilience during internal and external crises and disruptions
• Necessary conditions and bottlenecks for organizational development empowered by KM
• The interplay between artificial intelligence and KM in overcoming organisational and institutional constraints
• The role of institutional ecosystems and inter-organisational networks in enhancing the effectiveness of KM
• Novel methodological approaches for studying KM in constrained and underrepresented contexts

Timeline

• March 15, 2027: Manuscript deadline

Hugo Lam, affiliation required but not provided

Jens Roehrich, affiliation required but not provided

Martin C. Schleper, affiliation required but not provided

Shuang Ren, affiliation required but not provided

Soumyadeb Chowdhury, affiliation required but not provided

Over the last decade, managers, policymakers, scholars, and society at large have grappled with an escalating series of interconnected shocks: climate emergencies, geopolitical tensions, economic volatility and rapid technological disruption. What distinguishes the current era is not simply the frequency or severity of these shocks, but their deep interdependence, which is likely to prolong their effects for decades. Climate events often trigger food insecurity that fuels political instability; geopolitical conflict reshapes energy markets and trade flows; and technological breakthrough creates new vulnerabilities even as it may offer new capabilities. These dynamics do not unfold in isolation, but very often interact, amplify one another, and cascade across organisational boundaries and supply chains to impact sectors, regions and continents.

Appel publié par International Journal of Operations & Production Management. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• Leadership, stakeholder, and identity under polycrisis - What leadership, human systems, and micro-foundations are required to navigate entangled crises across levels and time horizons?
• Leadership, stakeholder, and identity under polycrisis - How do organisations and supply chains maintain legitimacy when actions addressing one crisis exacerbate another?
• Leadership, stakeholder, and identity under polycrisis - How does polycrisis reshape (inter-) organisational identity and stakeholder expectations?
• Understanding interacting disruptions/shocks and cascading failures - How do climate, geopolitical, economic and technological crises interact to generate cascading disruptions across global supply chains?
• Understanding interacting disruptions/shocks and cascading failures - What mechanisms explain how a localised shock propagates/ripples through multi tier networks and across sectors and/or regions?
• Understanding interacting disruptions/shocks and cascading failures - How do organisations perceive, prioritise and make sense of simultaneous crises, and how does this shape their operational and strategic responses?
• Rethinking resilience, risk, and adaptation during a polycrisis - How should resilience be operationalised when disruptions are interacting rather than being discrete?
• Rethinking resilience, risk, and adaptation during a polycrisis - What capabilities enable organisations to anticipate and/or mitigate cascading risks?
• Rethinking resilience, risk, and adaptation during a polycrisis - What forms of adaptation prove most effective when crises overlap and/or reinforce one another?
• Role of technology, innovation, and societal forces in polycrisis - How do organisations leverage technological innovation to simultaneously pursue climate resilience, social justice and economic viability under overlapping crises?
• Role of technology, innovation, and societal forces in polycrisis - How do supply chain decisions made under polycrisis conditions shape long term societal resilience and sustainability?
• Role of technology, innovation, and societal forces in polycrisis - What new forms of coordination emerge when organisations, governments and civil society actors confront multi level, multi actor disruptions?

Timeline

• May 1, 2026: Informational webinars for interested authors
• June 27, 2026: EurOMA Conference 2026: Further information on the Special Joint Initiative will be circulated
• July 1, 2026: Submissions portal for proposals open
• September 9, 2026: British Academy of Management Conference 2026: Further information on the Special Joint Initiative will be circulated
• November 1, 2026: Submission portal (BJM and IJOPM) for full manuscripts opens
• January 31, 2027: Closing date for full manuscripts submission