Organizations face unprecedented challenges from uncertainty, technological change, and shifting work arrangements. This special issue calls for researchers to revisit fundamental HRM theories and examine whether established assumptions adequately explain the relationship between people, organizations, and performance in today's turbulent context. The issue seeks to move beyond incremental complexity by returning to core concepts and critically assessing whether traditional perspectives on HRM-strategy alignment, employee development, and performance outcomes remain sufficient.
The special issue welcomes theoretically grounded and methodologically rigorous contributions that challenge conventional HRM wisdom and propose new understandings relevant to uncertain environments. Research may address tensions and unintended consequences of HRM practices, sustainability concerns, digitalization, employee well-being, and emerging employment models. Empirical studies, conceptual papers, and literature reviews are all welcome, provided they offer clear advances to HRM theory and research.