Special Issue 1 (2023)

Digital disruption and human resource management

______________________________________

Special Issue Editors

Nohman Khan
Lead Guest Editor

University Kuala Lumpur, Malaysia
Research Areas: Digitalization, Sustainability, Digital Marketing, Eco-tourism
E-mail: nohman.khan@s.unikl.edu.my

Muhammad Imran Qureshi
Guest Editor

Teesside University, UK
Research Areas: Digitalization, Sustainability, Management, Environmental Management, Human-Technology Interaction
E-mail: m.qureshi@tees.ac.uk

_______________________________________

Special Issue Information

The idea of digital disruption is frequently characterized as a form of environmental turbulence caused by digital innovation that leads to the erosion of previously established boundaries and methodologies for organizing the creation and capture of value. Organizations use digital technologies and methodologies to boost process efficiency and human resource development. Traditionally, any organization’s Human Resource (HR) department is responsible for managing all aspects of the employee life cycle, from recruitment to exit. While the role of HR is key to organizational growth, today, most of the HR departments across different organizations are seen to be majorly playing only an operational role owing to their highly inefficient processes that are further worsened by inadequate or obsolete technology infrastructure.  However, digital technology can enable the HR department to become more innovative; to expand their capabilities and adapt to new and changing conditions. As an agile organizational form, the digital HR organizations will be populated with individuals and teams who are accomplished with technology and can collaborate both inside and outside the organization to make process HR management improvements and develop new solutions.

In recent years, digital technologies have enabled organizations to seek web-based applications and systems for human resources management. Professional social networking websites are gradually evolving from text-based to infographics-based systems, which integrate advanced rendering and graphical capabilities able to represent the expertise of individuals using effective and information-rich charts. Another clear example of the impact of digital technologies on HR management is represented by the diffusion of advanced recruitment platforms providing conversational AI, chatbots and hiring tools, and talent experience management platforms that provide analytics aimed to enhance employee satisfaction, retention, and lifecycle value.

However, the fast-changing technologies are also a challenge for the organization’s human resource management process and development. Disruptive and quicker technological change, globalization, and deregulation have created a hypercompetitive environment. These problems have caused company executives and human resource experts to realize the value of agility. In addition, according to Whysall et al. (2019), “the speed of technological change brought a significant gap between the current capability of employees and the rapidly evolving requirements of their roles, prompting a need to consider new and more effective approaches to human resources development”. Digital transformation would also lead to many job creations. Depending on the job type, the digital transformation will require new competencies with a unique set of skills, leading to changes in job profiles.

In this special issue, we will present papers examining digital disruption and human resource management from various theoretical and practical lenses in both the national and international arenas. The proposed special issue will highlight the importance of digital technologies in human resource management in organizational settings. The special issue will offer novel insights regarding the importance of digital disruptions antecedents and their interaction effects, the influence of different contexts and different levels of analysis (country level, firm-level, team level) and will suggest new avenues for future research.

_______________________________________

Focused Areas

  • Digital Psychology
  • Digital Human Resources
  • Performance in digital world
  • Change Management
  • Digital Disruption in HRM
  • Digital transformation and HR
  • Cyberbullying

_______________________________________

Submission and Important Dates

Manuscripts are accepted on the understanding that they are original and not under simultaneous consideration by any other publication. All manuscripts are double-blind peer reviewed. Manuscripts should be submitted as MS Word or PDF files electronically via e-mail: nohman.khan@s.unikl.edu.my

Manuscripts can be submitted until the deadline.

Please visit the Information for Authors  page before submitting a manuscript. Submitted papers should be well formatted and use good English.

Submission opening: 1 July 2022
Deadline for paper submission: 30 November 2022
Review and revision completed: February 2023
Publication: March 2023

Article processing Charges

REGULAR FEE: 500 EUR
REDUCED FEE for students: 450 EUR