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Administrative Sciences
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Navigating Diversity and Transformation: Strategic HRM in the Global Environment
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Navigating Diversity and Transformation: Strategic HRM in the Global Environment

A Special Issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (30 April 2026) | Viewed by 7362

Editor

Dr. Debra Cannon

E-Mail Website
Guest Editor
Robinson College of Business, Georgia State University, Atlanta, GA 30303, USA
Interests: strategic human resource management; quality service; organizational culture; organizational commitment; work teams

Special Issue Information

Dear Colleagues,

The focus of this Special Issue will be on the pivotal HRM issues impacting workplace environments. The scope will be global, including research on multi-national and international organizations. The purpose of this Special Issue is to showcase current scholarly work, both conceptual and empirical, on the rapidly changing factors that are directly transforming HRM. Expansion of the existing literature will include strategic and culture-based use of AI in HR processes and in the performance of work; leadership commitment to the thriving of a diverse workforce; employee economic empowerment; projections for changing roles in HR leadership; neurodiversity in workplace team building; and career resiliency in turbulent business environments. Related topics focused on changing workplace and worker dynamics are encouraged.

We request that, prior to submitting a manuscript, interested authors initially submit a proposed title and an abstract of 300–500 words summarizing their intended contribution. Please send it to the guest editor (dfcannon@gsu.edu) or to the Administrative Sciences editorial office (admsci@mdpi.com). Abstracts will be reviewed by the guest editors for the purposes of ensuring proper fit within the scope of this Special Issue. Full manuscripts will undergo double-blind peer-review.

Dr. Debra Cannon
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 submissions that pass pre-check are 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 250 words) can be sent to the Editorial Office for assessment.

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 double-anonymized peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly 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 1600 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.

Keywords

  • human capital
  • AI
  • employee experience
  • employee engagement, talent management
  • neurodiversity
  • organizational culture
  • human resources and leadership
  • HR data analytics

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Further information on MDPI's Special Issue policies can be found here.

Published Papers (3 papers)

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Research

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20 pages, 325 KB  
Article
Unpacking Workplace Microaggressions and Inclusive HR Practices Across Age Groups and Identities
by Melika Dadkhah, Lara Bellotti, Marco Giovanni Mariani and Sara Zaniboni
Adm. Sci. 2026, 16(8), 369; https://doi.org/10.3390/admsci16080369 - 1 Aug 2026
Viewed by 428
Abstract
Age-related microaggressions are short, everyday comments, actions, or environmental cues that, whether intentional or not, send messages of hostility or exclusion. These remarks or behaviors often target people who do not fit dominant social norms. Although each incident may seem minor on its [...] Read more.
Age-related microaggressions are short, everyday comments, actions, or environmental cues that, whether intentional or not, send messages of hostility or exclusion. These remarks or behaviors often target people who do not fit dominant social norms. Although each incident may seem minor on its own, together they can cause serious harm to individuals and organizations. Using cross-sectional data from 1702 Italian in-office employees working for the public administration in the Emilia–Romagna region of Italy (Mage = 50.6, SD = 9.35), we explored the prevalence of age-related microaggressions across different public organizations’ employees in Italy and examined how perceptions differ among demographic groups. Findings reveal that younger employees (ages 23–39) reported significantly higher levels of perceived age-related microaggressions. The perception of age-inclusive HR practices was negatively correlated with microaggressions and positively correlated with job satisfaction, psychological safety, and intrinsic motivation. Additionally, the strength of this association was not uniform; it was strongest for the youngest and oldest employees. These results underscore the importance of attending to demographic differences in the strategic management of human resources. As demographic change transforms workforces globally, age-inclusive HR practices emerge as strategic tools that organizations can use to mitigate subtle discrimination and support employees of all ages. Full article
(This article belongs to the Special Issue Navigating Diversity and Transformation: Strategic HRM in the Global Environment)

Review

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26 pages, 851 KB  
Review
Exploring the Work Perceptions and Experiences of Gig Workers Globally: A Scoping Review
by Sameera Hussain-Khan, Shanya Reuben and Anna Meyer-Weitz
Adm. Sci. 2026, 16(2), 98; https://doi.org/10.3390/admsci16020098 - 13 Feb 2026
Cited by 2 | Viewed by 4531
Abstract
The rapid expansion of the gig economy is reshaping work globally, producing both new opportunities and significant challenges for workers across diverse regions. This scoping review mapped global evidence on gig workers’ experiences between 2018 and 2024, following PRISMA-ScR guidelines. A comprehensive search [...] Read more.
The rapid expansion of the gig economy is reshaping work globally, producing both new opportunities and significant challenges for workers across diverse regions. This scoping review mapped global evidence on gig workers’ experiences between 2018 and 2024, following PRISMA-ScR guidelines. A comprehensive search of academic databases (EBSCOhost, Scopus, Sage, Springer, Taylor & Francis, Wiley, and Google Scholar) was conducted, yielding 1986 records, of which 26 met the inclusion criteria. Data were charted and synthesised to identify patterns in how gig workers describe their work experiences within broader socioeconomic and platform-based structures. Three interconnected themes emerged. First, freedom and flexibility remain central attractions of gig work, particularly for younger workers who value autonomy, scheduling control, and opportunities for combining multiple income streams. Second, gig work experiences vary significantly across demographic and geographic contexts, revealing unequal pathways shaped by gender, education, skill, migration status, and national labour-market conditions. Third, across all gig-work categories, workers reported precarity, including inconsistent income, job insecurity, algorithmic surveillance, limited benefits, and emotional strain. Taken together, the findings illustrate how autonomy and vulnerability coexist within the gig economy, highlighting the importance of policies and supports that address intersecting forms of inequality and promote safe, stable, and dignified work in a rapidly evolving labour landscape. Full article
(This article belongs to the Special Issue Navigating Diversity and Transformation: Strategic HRM in the Global Environment)
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20 pages, 315 KB  
Essay
What AI Cannot Learn: A Cognitive Science Perspective on Human-Centered Strategic HRM
by Daniel Altieri, Zohra Damani and Cynthia Nebel
Adm. Sci. 2026, 16(7), 335; https://doi.org/10.3390/admsci16070335 - 10 Jul 2026
Viewed by 1453
Abstract
This article addresses the growing concern that generative artificial intelligence (AI) may replace human expertise in organizations. Instead of asking whether AI should be used, it examines why human judgment rooted in experience cannot be fully replaced by current AI systems and how [...] Read more.
This article addresses the growing concern that generative artificial intelligence (AI) may replace human expertise in organizations. Instead of asking whether AI should be used, it examines why human judgment rooted in experience cannot be fully replaced by current AI systems and how organizations can work with AI more effectively. Drawing on research from cognitive science, neuroscience, and organizational studies, the paper explains how people use prior experience to interpret context, notice subtle cues, and make sense of ambiguous situations—capabilities that differ fundamentally from how large language models process data. Evidence from recent studies of AI use in hiring, performance management, healthcare, and knowledge work shows recurring problems, including mistakes in unusual cases, missed context, over-reliance on AI recommendations, and reduced visibility of real skill differences among employees. In response, we propose a five-part Human–AI Collaboration Framework designed to help organizations use AI for efficiency while keeping human judgment active and accountable in key Human Resource Management decisions. The analysis shows that AI performs best in routine, data-rich situations but falls short when decisions require lived experience and contextual understanding. By framing organizations as systems built on accumulated experience, this article offers practical guidance for responsible AI integration and outlines directions for future research on human–AI collaboration. Full article
(This article belongs to the Special Issue Navigating Diversity and Transformation: Strategic HRM in the Global Environment)
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