Reimagining global work: How IHRM research evolves in an increasingly uncertain era

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Introduction

Global work has transformed rapidly due to the increasingly volatile and uncertain environment. The unexpected global pandemic and its associated border closure and lockdowns have forced multinational companies (MNCs) to rely more on virtual assignments rather than traditional expatriation (Cascio & Collings, 2023). At the same time, it has been observed that an increasing number of digital nomads, or global workers who work remotely from various locations instead of relocating to a specific location (Shawkat et al., 2021). Moreover, developing and emerging economies can be impacted more heavily by the increase in the prevalence of crisis and uncertainty. All these new developments in global work means that MNCs need to reconsider and adapt their international human resource management (IHRM) practices more effectively to meet new demands and achieve optimal performance. In this special issue, we point to a number of specific research areas that are worthy of new knowledge development, while noting that this is not an exhaustive list and additional research areas that broadly fit within global work would be welcomed.

List of Topic Areas

Theme 1: Managing virtual assignments 

1. To what extent are virtual assignments an effective way of working for individuals, teams and organizations? 
2. How do virtual assignees build and sustain relationships with colleagues from different cultural backgrounds, in particular, host country nationals (HCNs)? What are the key parameters to make such relationship work? 
3. What forms of HRM policy and practices (e.g., recruitment, selection, training, compensation, and performance management) should be implemented to ensure effective performance of virtual assignees? 

Theme 2: The emerging trend of digital nomads and remote workers 

1. What are the benefits and challenges for organizations as associated with managing global workforce who either live a digital nomad lifestyle or work fully remotely in another country? 
2. What are some of the effective management strategies that organizations can deploy for managing global digital nomads or global workforce who work fully remotely, to sustain their organizational commitment and enhance their performance? 
3. What are the benefits and challenges that the digital nomad lifestyle has on salaried employees who choose to work across national borders? How do they effectively manage their own work for better performance and wellbeing? 

Theme 3: The impact of geopolitical conflicts on IHRM policies and practices 

1. How do geopolitical conflicts influence HRM strategies, including policies, practices and processes, of global organizations? 
2. How do global organizations manage their employees effectively during economic and political conflicts? 
3. How do geopolitical conflicts influence global mobility of individuals and/or local individuals’ perceptions on migrants at work?

Theme 4: IHRM in developing or emerging economies 

1. What novel theoretical lenses could be utilized to surface the differences in IHRM practices and policies across nations and economies? 
2. How do institutions (formal or informal factors) shape global work and how are these factors impacting the design and implementation of IHRM practices? 
3. What specific IHRM challenges and opportunities are there for firms from (and operating in) developing and emerging countries?

Submissions Information

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Author guidelines must be strictly followed. Please see here.
Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to ““Please select the issue you are submitting to”. 
Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.

Key Deadlines

Opening date for manuscripts submissions: 01/11/2025 
Closing date for manuscripts submission: 30/11/2025