Call for submissions

Thematic information

Over the last two decades e-HRM, also referred to as digital HRM or d-HRM, has evolved into a unique field of inquiry embracing all types of HRM content shared through IT which has the potential to automate HRM processes (Bondarouk, Parry, & Furtmueller, 2017; Bondarouk, Ruël, & Parry, 2017; Gueutal, Stone, & Salas, 2005). During this period, e-HRM has been mainly concerned with a wide range of configurations involving computer hardware, software and electronic networking resources which both enable intended or actual HRM activities (Marler & Parry, 2016) and their acceptance by HR professionals and employees (Heikkilä & Smale, 2011). Much of recent e-HRM research is also concerned with factors related to e-HRM adoption in organizations (Florkowski & Olivas-Luján, 2006; Strohmeier & Kabst, 2009; Tansley, Newell, & Williams, 2001), together with e-HRM goals and their intended and unintended outcomes (Parry & Tyson, 2011; Ruël, Bondarouk, & Looise, 2004). Digital transformations have also been extensively researched in the traditional HR functions of recruitment (Eckhardt, Laumer, Maier, & Weitzel, 2014; Holm, 2012), selection (Kehoe, Dickter, Russell, & Sacco, 2005; Stone, Lukaszewski, Stone-Romero, & Johnson, 2013), learning and development (Oiry, 2009), and compensation (Dulebohn & Marler, 2005).

More recently, however, the focus of e-HRM has moved from a focus on efficiency and technology acceptance towards exploring how value is created within and across organizations for targeted employees and management (Bondarouk & Ruël, 2009; Stone, Deadrick, Lukaszewski, & Johnson, 2015). In order to deliver value, HR professionals need to be aware of the technology-driven context in which they work and develop e-HRM practices adapted to that context (Ulrich, 2019). In addition, e-HRM is increasingly seen as having the potential to contribute to organizational strategic goals, and which can ultimately become a unique organizational resource (Bondarouk, Parry, et al., 2017). Thus, the aim of much current e-HRM research is to uncover e-HRM outcomes (Parry & Tyson, 2011) or consequences (Strohmeier, 2009) that lead to an enhanced value of HRM for both organizational members and other stakeholders (Marler & Fisher, 2013)

Research in e-HRM has been enriched with such concepts as cloud computing, big data and people analytics, social media, chatbots, gamification, the internet of things, robots, artificial intelligence, machine learning, etc. E-HRM has also evolved to include new forms of organizing, such as industry 4.0 and digital-platform business models. For example, industry 4.0 redefines the relationship between human workers and machines, and requires a new approach to HRM, or HRM4.0 (Bissola & Imperatori, 2018). Moreover, the emergence of advanced systems, software agents and/or robots which work alongside human workers (Beane & Orlikowski, 2015) has resulted in human-robot ‘white-collar teams’ (Richards, 2017). The platform economy (Kuhn, 2016), on the other hand, has created a new type of contingent worker, i.e. gig workers or e-lancers (Aguinis & Lawal, 2013), with little or no connection to job providers. Nonetheless, the digital platform is an important vehicle of their employment relationship, since it creates a new ecosystem for employment/work relations and institutes the use of algorithms/software robots for executing HRM activities. These developments pose new challenges to and opportunities for the e-HRM field, as well as expand and enrich its scope.

Given that e-HRM aims to create value within and across organizations for targeted employees and management, and covers all possible integration mechanisms and content between HRM and Information Technology (IT) (Bondarouk & Ruël, 2009), we call for papers dealing with a broad scope of technology application to managing people inside and across organizations.

We invite authors to submit theoretical, conceptual and/or empirical contributions, and encourage methodological plurality, including quantitative/qualitative studies, action research, future studies (or combinations thereof), as well as proposals for symposia and practitioner-scholar panels. To further advance the field, we also encourage and call for interdisciplinary and cross-domain contributions from academia, consultancy and industry. We are also inviting contributions from adjacent research fields that focus on the various aspects of managing human resources in digitalized organizations and ecosystems.

Main sub-themes

The main sub-themes of the conference include, but are not limited to:

 

  • e-HRM Value Propositions
  • Technology-enabled HR roles
  • e-HRM delivery
  • Technology-enabled HR functions: e-recruitment, e-selection, e-performance management, e-learning and development  
  • e-HRM and employee experience
  • HR data management and confidentiality
  • HR metrics and people analytics
  • E-talent and digital talent management
  • Employee and digital onboarding systems
  • Gamification in HRM
  • Robots and artificial intelligence (AI) in HRM
  • HRM in the platform economy
  • Gig-worker management and employment/work relations 
  • Employer branding and digital communication
  • Digital work and digital workforce
  • Worker digital connection and social experiences
  • HRM in virtual teams
  • e-WOM and employees as ambassadors
  • methodological challenges (including ethical issues) concerning the study and practice of e-HRM
  • Sustainability and e-HRM

Three submission categories

Following the tradition of previous e-HRM conferences, three categories of submissions are welcomed:

  • Full papers
  • Papers in development
  • Panel discussions or symposia on a particular topic

Instructions to authors

For full papers and papers in development, authors should submit extended abstracts, in English, on the understanding that accepted submissions will be developed into a paper for the actual conference.

Extended abstracts (in English) not to exceed 1000 – 1200 words, and should contain:

  • Title of the paper without information about authors and their affiliations
  • Summary description of the theoretical framework and hypotheses (where applicable)
  • Research design and approach to data analysis (where applicable)
  • Key findings and theoretical contributions, as well as practical implications (where applicable)

We also welcome proposals for paper symposia and panel discussions on a particular topic. These should describe the key objectives, overview of proposed presentations and how they relate to the main topic, and the planned speakers and discussants. The length of proposals should not exceed 2500 words, including references.

All extended abstracts and proposals will undergo blind-review and either accepted or rejected for inclusion in the conference program. The accepted papers will be included in the conference proceedings and distributed exclusively to the conference participants.

Please note that:

  • registration is open to all those interested (both authors and attendees who do not wish to present);
  • only authors of accepted extended abstracts and symposia and panel discussion speakers will be allowed to present at a conference session, symposium or panel discussion respectively;
  • only full papers with at least one of the authors registered for the conference, and who has confirmed her/his presence to the organisers by 1 June 2020, will be eligible for conference best paper and PhD awards.

Full-paper format requirements

  • Word format, max 8000 words, including references and tables
  • Times New Roman 12 pt., 1.5 line spacing
  • Abstract: 200 words + max 6 key-words
  • Referencing style: APA 6th
  • Tables and figures: in the main text (i.e. not at the end of the paper)
  • structure: a maximum of 3 level-headings