To advance the integration of interdisciplinary academic research with practitioner-based perspectives, we encourage conceptual and methodological, qualitative and quantitative, empirical contributions, case studies, futures studies as well as proposals for practitioner panels on:
- Conceptualization of e/d-HRM and its translation to Strategic HRM
- Changing requirements for smart HRM
- Digital HRM (d-HRM) and globalization
- Context of d-HRM implementations, business policy changes with d-HRM
- d-HRM and smart restructuring of the HRM function
- Context of d-HRM implementations, business policy changes with d-HRM
- d-HRM and smart restructuring of the HRM function
- Business performance and d-HRM
- d-HRM in different sectors
- Effects of cloud-based HRM
- Effects of HRM analytics
- New business solutions with d-HRM
- Smart performance management with digital HRM
- Smart HRM in international business
- Smartness of HR professionals – changes in the HRM function
- d-HRM and networks
- Changing use of social media in HRM
- Macro- and micro-level smart HRM
- Research methodologies and methods for understanding d-HRM Future developments in d-HRM
We would emphasize that this list of topics, although long, is not exhaustive, we invite all papers that can help advance the discussion on such questions as: How does d-HRM look in a smart industry? How do d-HRM, smart HRM and sustainable HRM relate to each other? Is new theory needed for smart HRM? How can smart HRM improve business performance? How does strategic smart HRM look?