Call for Papers: Sustainability at Work: HRM Practices and Their Impact on Employees and Firm Outcom

Starts:  Dec 8, 2022 09:00 (DK)
Ends:  Sep 30, 2023 17:00 (DK)
Associated with  Human Resources Division (HR)

Guest Editors:

Konstantina Tzini, CUNEF University Madrid, Spain

Sylvia Rohlfer, CUNEF University Madrid, Spain

Abderrahman Hassi, Al Akhawayn University Ifrane, Morocco

Simon Jebsen, University of Southern Denmark

EURAM 2023 SIG 09 Organisational Behaviour Track 09 & MREV Special Issue

Companies, employees, and scholars alike have taken a growing interest in sustainable HRM (Ehnert et al., 2016; Stahl et al., 2020), especially in the face of current trends in the workplace – like remote working and digitalisation – in the post-COVID-19 era (McKinsey Global Institute, 2021). Since HRM practices affect not only employees but also the human, social, and environmental firm context (Rothenberg et al., 2017), developing more sustainable HRM systems can enhance social sustainability (Ehnert, 2009; Pfeffer, 2010) and help organisations reach their corporate sustainability goals (Taylor et al., 2012).

To achieve these organisational goals, however, the response of employees, work teams, and managers to sustainable HRM practices is crucial, as they hold a primary role in the success of sustainable HRM (Paulet et al., 2021). The common view is that sustainable HRM will positively affect employees (Aust et al., 2020), therefore assuming favourable responses at the individual level and consequently positive outcomes at the organisational level.

The growing embracement of sustainable HRM in today’s changing workplace provides excellent research opportunities to study its multifaceted, under-explored outcomes and to contribute to “Transforming Business for Good”. This track explores the impact of sustainable HRM on employee attitudes and behaviours, the interplay of sustainable HRM with other corporate initiatives and changing work practices, and its ultimate link to organisational-level outcomes.

Possible themes include but are not limited to:

  • The impact of different sustainable HRM practices on shaping employee attitudes and behaviours at the individual and group level. Empirical evidence of positive (e.g., employee well-being, engagement) and adverse outcomes for employees (e.g., burden requirements, unethical behaviours) are welcome.
  • Organisational value creation and outcomes of using sustainable HRM (e.g., sustainable employment, innovation, performance)
  • Possible synergies or redundancies stemming from the combination of sustainable HRM and other corporate sustainability initiatives and their effect on individual and organisational level outcomes
  • The interplay between sustainable HRM and current trends in the workplace, such as remote work and digitalisation, and their effect on individual employee attitudes, behaviour, and performance.

We look forward to receiving your contributions.

Konstantina Tzini (, Sylvia Rohlfer, Abderrahman Hassi, Simon Jebsen

This call for papers is related to a European Academy of Management (EURAM) track. We encourage interested colleagues to submit and present their research at the conference. However, it can contribute to the special issue without joining the conference.

European Academy of Management (EURAM)

The European Academy of Management (EURAM) is a learned society founded in 2001. It aims at advancing the academic discipline of management in Europe. With members from 49 countries in Europe and beyond, EURAM has a high degree of diversity and provides its members with opportunities to enrich debates over various research management themes and traditions. EURAM 2023 is from 14 to 16 June 2023 at Trinity Business School in Dublin, Ireland.

The deadline for paper submission is 10 January 2023 (2 pm Belgium time). Contributors are notified of acceptance in mid-March. Further information about the deadlines and important other dates can be found on the EURAM homepage. The author’s guidelines and information about the submission procedure can also be found on the EURAM homepage.

Special Issue of management revue – Socio-Economic Studies

management revue – Socio-Economic Studies is a peer-reviewed, interdisciplinary European journal publishing qualitative and quantitative work, as well as purely theoretical papers that advance the study of management, organisation, and industrial relations. The journal publishes articles contributing to theory from several disciplines, including business and public administration, organisational behaviour, economics, sociology, and psychology. Reviews of books relevant to management and organisation studies are a regular feature.

All contributors to the EURAM track are invited to submit their papers for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue must be submitted by 30 September 2023. All contributions will be subject to double-blind reviews. Papers invited to a ‘revise and resubmit’ are due 31 March 2024. The publication is scheduled for issue 3/2024. Please submit your papers electronically via the online submission system using ‘SI Sustainability at Work’ as the article section.

The manuscript length should not exceed 9,000 words (excluding references), and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each page. Further, please follow the guidelines on the journal’s homepage.


Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM? Human Resource Management Review, 30(3), 100705.

Pfeffer, J. (2010). Building sustainable organisations: the human factor. Academy of Management Perspectives, 24(1), 34-45.

Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3), 100708.

Taylor, S., Osland, J., Egri, C.P. (2012). Introduction to HRM’s role in sustainability: Systems, strategies and practices. Human Resource Management, 51(6), 789-798.


Simon Jebsen