Special Issue "Sustainable Human Resource Management in the Context of Emerging Technologies"

A special issue of Merits (ISSN 2673-8104).

Deadline for manuscript submissions: 31 January 2022.

Special Issue Editor

Dr. Živilė Stankevičiūtė
E-Mail Website
Guest Editor
School of Economics and Business, Kaunas University of Technology, LT-44249 Kaunas, Lithuania
Interests: sustainable human resource management; employee well-being; digital transformation; sustainable business model; corporate sustainability; job desing; job insecurity; employee resilience
Special Issues and Collections in MDPI journals

Special Issue Information

Dear Colleagues,

Over the last decade, rapid technological advancement has induced substantial changes of work, sometimes referred to as the changing world of work. Evidence from various industries demonstrates that a growing number of organisations have been recently adapting and the emerging technologies in search of faster production time, lower costs, expanded production/service capacity, and ultimately improved competitiveness. Rapid growth in the use of AI, robots, smartphones, or other technologies not only enables organisations to automate simple and repetitive tasks such as factory operations and numerous back-office duties, but it also opens avenues for making complex decisions quickly and more accurately via predictive algorithms.

Moreover, emerging technologies are increasingly used to arrange and implement more flexible working practices in terms of remote, virtual, and gig work. Given this, the concern about work design, future employability of human workers, and, finally, employee wellbeing is increasing, addressing the role of human resource management in supporting organisations and their employees in overcoming new challenges. The literature and initial empirical findings support the notion about the crucial role of sustainable HRM while dealing with the steadily compounding effect of emerging technologies on workplaces and employees.

Although definitional diversity exists, sustainable HRM mainly refers to “the adoption of HRM strategies and practices that enable the achievement of financial, social and ecological goals, with an impact inside and outside of the organisation and over a long-term time horizon while controlling for unintended side effects and negative feedback” (Ehnert et al., 2016, p. 90). Given that organisations can only create value with and through employees, it is extremely relevant to focus on sustainable HRM in the context of emerging technologies, as sustainable HRM is aimed at creating and developing employee skills, values, motivation, and trust, incorporating the “triple bottom line” approach and striving for the sustainability of all stakeholders of the organisation through practices that express equity, development, and wellbeing. Sustainable HRM underlines the long-term perspective, simultaneously ensuring that current business and people management practices, while dealing with technologies, do not harm current and potential employees, their families, and society in general.

This Special Issue is aimed at gaining theoretical knowledge and empirical evidence on designing and implementing sustainable HRM while addressing the context of emerging technologies. This emerging field of research encourages scientists from different scientific fields to contribute to bringing together ideas and insights on a wide range of issues. We encourage contributions that address issues related (but not limited) to the following areas:

  • What are the main characteristics of sustainable HRM in the context of emerging technologies?
  • How could sustainable HRM and emerging technologies be linked? What mechanisms and approaches serve as a basis for applying sustainable HRM practices while addressing the context of emerging technologies?
  • What effect do emerging technologies have on work in general?
  • How are employees and their well-being affected by emerging technologies, and how will this change in the future?
  • What sustainable HRM practices or bundles of practices serve as perfect tools for mitigating the negative effect of emerging technologies on workplaces and employees?
  • What kind of positive effect do emerging technologies have on workplaces and employees?
  • What impact do CEOs, line managers, and human resource managers have on designing and implementing sustainable HRM in the context of emerging technologies?
  • What kind of tensions do emerging technologies create inside organisations, and how could these tensions be managed applying sustainable HRM?

Dr. Živilė Stankevičiūtė
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Merits is an international peer-reviewed open access quarterly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1000 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.


  • sustainable human resource management
  • employee wellbeing
  • emerging technologies
  • robots
  • human–robot interaction
  • smartphone use
  • automation
  • robotisation
  • employability
  • job insecurity
  • anxiety at work
  • job design (re-design)
  • technostress
  • harm on employees
  • AI
  • role of the human management professionals
  • employee resistance
  • employee development

Published Papers

This special issue is now open for submission.
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