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

Jos Akkermans, VU University

David G. Collings, Trinity College Dublin

Mila Lazarova, Simon Fraser University

Jennifer Tosti-Kharas, Babson College

Career theory has evolved over recent decades. Classic career theories were grounded in relatively stable organizational contexts with hierarchical career paths and a relatively stable external context. In the 1990s, there was increasing recognition of the emergence of more flexible, dynamic careers, driven by technological disruption, demographic shifts, and the rise of non-traditional work and career paths. This development is still often referred to as the 'new career' paradigm. Career theories (e.g., boundaryless career theory, protean career theory, and social cognitive career theory) and concepts (e.g., career orientations, career competencies, and career self-management) within that paradigm primarily emphasize theorizing how individuals can take charge and successfully navigate volatile career paths.

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

Potential topics

• How do ongoing social, technological, and geopolitical disruptions challenge existing assumptions embedded in dominant career theories?
• How can new conceptual models better account for the relational and contextual aspects of career development in uncertain and changing environments?
• How should we reconceptualize concepts such as career competencies and employability in labor markets characterized by volatility, automation, and shifting skill demands?
• How can careers be reconceptualized in non-traditional work, including the gig economy, internal job deconstruction, and entrepreneurship?
• How do new forms of digital, hybrid, or platform-mediated work reshape notions of career identity, career success, and career self-management?
• What role does AI, including agentic AI, and the potential role of AI agents as co-workers play in how individuals' careers evolve?
• How can career theories and concepts be adapted or renewed to capture the career experiences of underrepresented and marginalized groups?
• How do organizational, institutional, and labor market structures shape individuals' capacity to construct meaningful and sustainable career paths during times of disruption?
• How do global mobility patterns, migration, and geopolitical conflict reshape traditional narratives of career progression and mobility?
• What new methodological or conceptual tools are needed to theorize non-linear, fragmented, or cyclical career patterns that increasingly deviate from traditional career models?

Timeline

• Invalid DateTime: Expected finalization of the Special Issue
• May 1, 2027: Full paper submission 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