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

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

The rapid digitalization of work—driven by advances in information and communication technologies, remote and hybrid work arrangements, and GenAI-enabled systems—has fundamentally reshaped the boundaries between work and family domains. While digital tools provide unprecedented flexibility and autonomy, they also blur temporal and spatial boundaries, intensify role demands, and generate new forms of work–family conflict. This transformation is especially salient in knowledge-intensive and digitally-mediated work contexts, where the 'always-on' culture may foster constant connectivity, hinder psychological detachment, and undermine employee well-being and family functioning. At the same time, digitalization presents important opportunities for work–family enrichment. Flexible work arrangements and hybrid models can enhance individuals' capacity to integrate work and family roles, consistent with resource-based perspectives on the work–home interface. However, these benefits are not evenly distributed. Emerging evidence suggests that technostress, digital surveillance, and inequalities in access to flexible work may exacerbate existing disparities, particularly along gender and…

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

Potential topics

• Blurring of work–family boundaries in remote and hybrid work environments
• Emerging challenges in time–spatially flexible work
• GenAI use and digital overload, and their spillover effects on family life
• 'Always-on' work cultures and impacts on recovery and well-being
• Algorithmic management and implications for job autonomy and control
• Digital surveillance and privacy concerns in home-based work
• Gender inequality in digitally mediated work arrangements
• Individual boundary management strategies in digital contexts
• GenAI literacy and self-regulation in managing role demands
• Leadership behaviors that facilitate work–family integration
• HR practices mitigating digital work–family conflict
• Designing technology to support boundary control and well-being
• Time–spatial crafting as a boundary management strategy
• Work (re)design and home (re)design strategies to re-vitalize work and family life
• Positive spillover via flexible digital work arrangements
• Digitally-mediated tools supporting family engagement
• Hybrid work models and work–family enrichment
• Reconceptualizing integration in the digital era
• Micro-transitions between work and family roles across time and space
• Cross-cultural differences in digital work–family norms
• Individual differences in digital work–family strategies
• Institutional and policy influences
• Multi-level (individual–team–organization) dynamics
• Longitudinal changes and causal effects in work–family relationships
• Within-person variability in boundary management across days and situations

Timeline

• May 20, 2026: Opening date for manuscripts submissions
• November 30, 2026: Closing date for manuscripts submission