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?