Edwina Pio, Auckland University of Technology

Stephen Kalilpakdee, Assumption University of Thailand

This special issue seeks to advance Human Resources Management (HRM) research by centering perspectives, experiences, and contexts from the Global South. While HRM scholarship has traditionally been dominated by Western theoretical frameworks and assumptions, there is a critical need to develop contextually-grounded HRM knowledge that reflects the unique institutional, economic, social, and cultural realities of countries and regions in Africa, Asia, Latin America, the Middle East, and other parts of the Global South.

The special issue welcomes empirical studies, theoretical contributions, critical reviews, and methodological innovations that challenge dominant HRM paradigms and offer new insights into how organizations manage human resources in Global South contexts. We are particularly interested in research that moves beyond adapting Western HRM models and instead develops indigenous, culturally-sensitive, and locally-relevant approaches to understanding people management.

Contributors are encouraged to engage with diverse epistemologies, research methodologies, and analytical frameworks that honor the complexity and diversity of HRM practices across the Global South. This includes qualitative, quantitative, mixed-methods, and participatory action research approaches that center local voices and experiences.

Potential topics

• Exploring alternative theoretical frameworks and paradigms for HRM in the Global South
• Indigenous and culturally-rooted HRM approaches and practices
• HRM in informal economies and non-traditional work arrangements
• Human agency, worker voice, and resistance in HRM systems
• HRM's role in addressing inequality, social justice, and sustainable development
• Technology, digitalization, and their impacts on HRM in emerging economies
• HRM in post-colonial and transitional contexts
• Labor standards, worker protection, and ethical HRM practices in the Global South
• Comparative HRM studies across Global South regions
• Organizational learning and knowledge management in Global South contexts

Timeline

• December 1, 2026: Submission window

Emmanuel Kamdem, ESSEC Douala

Zouhour Ben Hamadi, ESSCA

Helena Karjalainen, EM Normandie

Konan A. Seny Kan, emlyon business school

Serge Agbodjo, Université de Toulouse

Yosra Hammami, Esprit School of Business

This special issue explores the themes of secrecy and silence in the management of organizations across Africa. It examines how these phenomena shape organizational practices, culture, and decision-making processes in African business contexts.

Potential topics

• Secret et silence dans le management des organisations
• Organizational management in African contexts
• Secrecy and silence in organizational settings
• Management practices in African organizations

Timeline

• November 30, 2026: Submission deadline

Kathy Quick, University of Minnesota

Jean Hartley, The Open University

Eckhard Schroeter, German University of the Police

Nick Caveney, Hertfordshire Constabulary

This issue is open for debate articles offering distinctive, provocative and considered comments and arguments, perhaps from the world of practice. These articles are subject to review by the guest editors.

The audience for this themed issue is an interdisciplinary and broadly-defined community of academics and professionals who share an interest in the research of policing, law enforcement, and the provision of public safety from an organizational, managerial, governance and/or public policy analysis perspective.

Articles should explore questions of policing and public management, examining how political governance systems affect the provision of an effective, fair and accountable police service in both its ideal forms and practical manifestations. This includes analysis of how such systems affect the degree of police operational independence, comparative assessment of civilian scrutiny mechanisms, and governance structures of privately-provided police and security services.

Potential topics

• Legitimacy, equity, power, authority, governance and organizational performance in policing
• Organizational functions such as strategic planning, human resource management, budgeting and evaluation, coordination of operations, control and accountability of policing
• Cooperation with public and private partners
• Whether and how policing is value-creating or value-destroying in different settings and social environments
• Changing roles and expectations of police at points of political and societal change and/or stress and austerity
• Comparative analysis of policing values, operations, and consequences in or across different locales
• Political governance systems and their implications for effective, fair and accountable police service
• Police operational independence and comparative analysis of civilian scrutiny of police
• Governance mechanisms of private, non-governmentally provided police and security services

Timeline

• September 30, 2026: Manuscript deadline

Debora Gottardello, University of Edinburgh

Narda R. Quigley, Villanova University

Susanne M. Bruyère, Cornell University

Neurodivergent adults, including those with autism, ADHD, dyslexia, and dyspraxia, encounter systemic barriers in employment such as recruitment difficulties, limited career progression, and retention issues, often leading to underemployment and premature career exits. These challenges are structural rather than incidental, as many workplace practices adhere to neurotypical norms, viewing cognitive differences as liabilities instead of diverse strengths requiring adaptive practices. Efforts towards inclusion frequently focus on early-career hiring and a single diagnostic category, usually autism, neglecting mid and late-career trajectories and the multifaceted nature of disadvantage. Single-axis approaches may overlook how compounded inequalities manifest within organizational contexts.

Experiences of neurodivergence are not uniform but shaped by intersections of gender, race/ethnicity, class, migration status, sexuality, and age. These intersections create distinct patterns of risk and resilience, for instance, compounded discrimination and mental-health burdens among LGBTQ+ people of colour and trans communities. In the workplace, intersectional stigma constrains belonging, progression, and leadership for autistic and broader neurodivergent employees. Minority-stress processes link distal stressors (e.g., biased recruitment, literacy-laden testing, accent bias) and proximal stressors (e.g., masking), with effects varying by identity and life stage.

Leadership norms can amplify exclusion when neurotypical, masculine-coded expectations, like rapid verbal responsiveness and charisma, are seen as universal indicators of potential, often undervaluing strengths linked with neurodivergence such as systematic problem-solving and pattern recognition. Life-course elements, such as late or retroactive diagnosis and static performance systems, can accelerate career attrition, especially during mid and late career stages. Physiological changes, like menopause, additionally shape the work experiences of neurodivergent individuals.

Seemingly neutral institutional structures often perpetuate inequality. Literacy-dependent testing and narrow credential recognition can exclude dyslexic and linguistically diverse workers; language bias and accent discrimination compound these barriers. Standard accommodations and policies fail without strategies that address intersectional complexities, risking exhaustion and career stagnation.

This Special Issue of the Journal of Managerial Psychology responds to that need. We invite research that applies psychological principles and theory to executive and managerial roles to clarify when, how, and for whom organisational practices enable or constrain inclusion and effectiveness across the career span. We welcome empirical, conceptual, and practice-oriented contributions examining the relevance of established theories within intersectional neurodiversity contexts and proposing new frameworks grounded in organizational realities. Of particular interest are studies that translate intersectional insights into actionable levers—selection and assessment, feedback and appraisal, work and sensory design, communication norms, leader development, and culture and policy—and explicitly state managerial implications.

Authors should identify psychological mechanisms through which management influences outcomes like belonging, safety, and retention. The Special Issue aims to show how intersectionally informed, psychologically grounded management can foster healthy and productive organizations.

Potential topics

• Intersectional patterns of inclusion, retention, progression and wellbeing across early, mid and later career stages for ageing neurodivergent workers
• HR and line-management practices-recruitment, appraisal, promotion and leadership development; intersecting biases and evidence-based redesign for equity
• Intersectional experiences of neurodivergence at work (e.g., ethnicity, gender, sexuality, class, migration status, age)
• Physiological and health transitions in relation to neurodivergence (e.g., menopause, chronic conditions)
• Late/retroactive diagnosis, professional identity, disclosure and workplace support; trajectories, risks and career consequences
• Organisational culture, leadership and policy frameworks for neurodivergent inclusion, foregrounding intersecting identities and power dynamics
• Cross-cultural and non-Western perspectives, including decolonial approaches, highlighting how local norms and colonial legacies shape intersecting experiences of neurodivergence at work
• Comparative case studies of inclusion regimes and workplace adaptations across sectors and settings (including precarious/gig work), with attention to differential outcomes across intersecting identities
• Participatory and co-produced approaches that centre multiply marginalised voices, with ethics and accessibility designed for intersectional needs
• Sector-specific analyses (e.g., academia, public sector, technology, healthcare) specifying intersectional implications for policy and practice and for distinct workforce groups

Timeline

• January 3, 2026: Opening date for manuscripts submissions
• December 31, 2026: Closing date for manuscripts submission