*Apologies for any cross-postings*

*Special issue CALL FOR PAPERS

*Inclusion/Exclusion in the Digitalized Workplace*

*Guest** Editors:*

Dr Andri Georgiadou (University of Nottingham, UK)

Professor Miguel Olivas-Luján (Clarion University Pennsylvania and Penn
State University, USA)

Professor Dianna Stone (University of New Mexico, USA)

Professor Tanya Bondarouk (Twente University, Netherlands)

This special issue
aims to foster a discussion about how inclusion can be established and
promoted amidst a digital transformation of the workplace and the emergent
theoretical directions, practices, and approaches that challenge this
establishment. Accordingly, we seek to advance the field and provide a
foundational resource for future and current scholars. The call is
therefore directed to those who want to explore the digital way of
managing, organizing, and leading inclusion. Our focus is also
transnational and seeks to explore the complexities of inclusion/exclusion
in the Digitalized Workplace beyond a Western space and lens.

Technology is having a profound effect on human resource management (HR)
processes and is propelling them in some entirely new directions. For
example, technology, especially the World Wide Web, has helped modify a
plethora of HR processes including recruitment, performance management,
human resource planning, selection, workflow, compensation, and training.
Specifically, most of the large organizations now use internet-based
systems of recruitment and are implementing Web-based training programs.
The recent COVID-19 pandemic is exacerbating their adoption. These new
systems have enabled HR professionals to provide better service to their
stakeholders and reduced the administrative burden in the field (Stone &
Dulebohn, 2013; Gueutal & Stone, 2005).

Digitalization changes how employees interact in the workplace, what they
expect from their employer and careers, as well as when and where and how
work is conducted. In this sense, the development of digitalization impacts
organizations internally on many levels, as it requires the adaption and
development of new knowledge and new ways of working (Bondarouk & Ruël,
2009). Also, literature emphasizes the importance of investing in the
development of required new skills, especially if the change involves new
technology and new roles (Heracleous, 2003). Digital technology is
continuously changing how organizations hire, manage and support people
(Bondarouk & Ruël, 2009). As a key part of the core mission of HR managers
is to support and develop the employees in line with the overall
organizational strategy (Watson, 2009), we believe it is critical that
scholars look further into what consequences digitalization has for
ensuring inclusion in the organization.

Bell, Lee and Yeung (2006) argue that the digitalization of work and the
use of technology has resulted in further implications for the role of HR,
its capabilities and competencies. Furthermore, Larkin (2017, p. 58) argues
“the change to the HR department that digital technology will bring will be
all pervasive and omni-directional throughout every company”. Consequently,
digitalization affects HRM further than just through facilitating daily
administrative work. In fact, effects of e-HRM on employment relationships
are tightly intertwined with the overall role of technology in
organizations. Issues like justice and equality, intra and inter
organizational inequality, inclusion and exclusion, determine the research
agenda for HRM and technology (Bondarouk & Brewster, 2016).

But it is not just the use of technology that raises questions about our
current and future work models, including how we ensure inclusion;
unforeseen external circumstances (i.e. disasters, pandemics) could impose
individuals, organizations and societies to practice social distancing
hence forcing employees to work from home. How can this digital
transformation be harnessed to safeguard and enhance inclusion amid social
distancing efforts?

In general, new advanced digitalized work will provide great insights in
different types of information, may empower users of technology in running
different types of analysis concerning their own HRM data. But our concern
is how inclusion of employees will be safeguarded, ensured and promoted,
especially considering that technology itself opens several layers of
sub-contexts (Orlikowski & Scott, 2008). There is a need therefore for
studies to explore inclusion/exclusion as part of a digitalized HRM era.
International accounts of inclusion/exclusion experiences, desires and
action and the politics of resistance provide promising avenues of enquiry
for HRM scholars.

In light of this, we invite theoretical, empirical and methodological
contributions that explore the inclusion/exclusion experience of workers
and managers, teasing out how the Digitalization of the Workplace affects
inclusion and relational and organizational experiences. Contributions from
different fields are welcomed. We also encourage an interdisciplinary
approach, acknowledging that inclusion/exclusion has numerous intellectual
roots and allies. The following issues are indicative, but not exhaustive,
of our focus:

   - How can HRM perspectives be integrated to create new perspectives or
   frameworks to enrich an understanding of inclusion in the digitalized
   workplace, and unify and improve heterogeneous constructs and operational
   - What processes are involved in shaping the inclusion agenda in the
   digitalized workplace? What accounts for variance in these processes and
   their outcomes? What is the role in such agendas of key concepts such as
   psychic distance, risk, uncertainty, or transnational communities?
   - How does the pursuit of shaping the inclusion agenda in the
   digitalized workplace vary across individuals? What new concepts,
   relationships or processes are important in understanding the cognitions,
   behaviors and/or outcomes associated with the pursuit of shaping the
   inclusion agenda in a digitalized world by focal categories of managers
   (for example, immigrant managers, minority ethnic managers, transnational
   managers or women managers)?
   - How does the pursuit of shaping the inclusion agenda in the
   digitalized workplace vary across organizations? What new concepts,
   relationships or processes are important in understanding the cognitions,
   behaviors and/or outcomes associated with the pursuit of shaping the
   inclusion agenda in a digitalized world by focal categories of
   organizations (for example startups, multinational companies and their
   operations in emerging economies, SMEs, family businesses)?
   - How do cultures and institutions, such as governments, regulations,
   and industries, affect market and nonmarket approaches to the pursuit of
   shaping the inclusion agenda in the digitalized workplace, and, in turn,
   how do international business activities affect cultural and institutional
   contexts? What institutional policies and practices impact, or are impacted
   by, the pursuit of shaping the inclusion agenda in the digitalized
   - How does inclusion in the digitalized workplace vary across different
   cultural and institutional environments?
   - How is inclusion ensured and safeguarded amid social distancing
   efforts across different cultural and institutional environments?

Full papers should be submitted between October 1, 2020 and November 15,
2020 at, indicating *“Inclusion/Exclusion
in the Digitalized Workplace”* as the Special Issue. Please note that
papers may not be submitted until October 1, 2020 and HRMJ will not be able
to consider late submissions. The Special Issue is to be published in 2022.

Enquiries related to the focus of papers or other queries related to the
call for papers should be directed to Andri Georgiadou (
[log in to unmask]), Miguel Olivas-Luján (
[log in to unmask]), Dianna Stone ([log in to unmask]), or Tanya
Bondarouk ([log in to unmask]).

Enquiries related to the online submission process should be directed to:
[log in to unmask]

*Dr. Andri Georgiadou <>, FHEA, PhD, MSc,
MBA, PgCert, BSc |*

*Assistant Professor in Human Resource Management, Nottingham University
Business School*

*Deputy Director of MSc Human Resource Management and Organisation*

Director, Equality Inclusion Diversity Center

Deputy Chair and Vice Chair Events for Academy of International Business
(AIB) Western Europe chapter

University of Nottingham

Room C31, Business North School, Wollaton Rd, Nottingham, NG8 1BB

Email: [log in to unmask]; phone: +44(0) 115 748 7569

Call for papers in Human Resource Management Journal (HRMJ):

*Inclusion in the Digitalized Workplace

Latest books:

*Diversity within Diversity Management: Country Based Perspectives

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