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We are delighted to invite submissions to the T02. Towards responsible HRM in the era of AI Ensuring workplace fairness, inclusiveness and sustainability track at the upcoming 23^rd Conference of the Italian Chapter of AIS (ItAIS 2026). The XXIII Conference of the Italian Chapter of AIS on "Responsible and Intelligent Digital Future for People, Organisations, and Society" will be held at the Università degli Studi della Tuscia, on October 22^nd– 24^th, 2026, Viterbo, Italy.

T02 – Towards responsible HRM in the era of AI: Ensuring workplace fairness, inclusiveness and sustainability

Co-Chairs: R. Bissola (Università Cattolica del Sacro Cuore -Milan), A. Georgiadou (Nottingham University Business School), M. Heffernan (Dublin City University), T. Torre (University of Genova)

The use of artificial intelligence (AI) and intelligent technologies in human resource management (HRM) has grown rapidly in recent years, reshaping how organisations recruit, manage, and develop their workforce. Research at the intersection of information technology and HRM- commonly referred to as e-HRM or digital HRM- has registered this ongoing transformation and produced a rich body of scholarship (Bondarouk & Brewster, 2016; Chowdhury et al., 2023).

Existing evidence spans two broad areas. The first concerns the design and deployment of AI in HR systems, including AI implementation strategies, adoption conditions and barriers (Strohmeier, 2020); the integration of AI into recruitment, selection and performance appraisal (Black & van Esch, 2020; Tambe, Cappelli, & Yakubovich, 2019); and the opportunities offered by intelligent technologies for decision-making, employee management policies and job design (Chornous & Gura, 2020; Giermindl et al., 2021; Peeters, Paauwe, & Van De Voorde, 2020). The second area addresses the human, ethical and strategic dimensions of AI-enabled HRM, including the skills HR professionals need to leverage and generate value from AI (Mikalef & Gupta, 2021; Wilson et al., 2017); the ethical implications of using employee data generated by smart technologies, such as privacy, algorithmic bias, transparency, and the risk that these technologies may replace human labour (Rampersad, 2020); and the ways in which different forms of human-AI interaction shape inclusion outcomes across individual, organisational and human-AI interaction levels (Lazazzara, Za, & Georgiadou, 2025).

Cutting across both areas is the question of how value-multiplying collaboration between HR professionals and technology can be achieved; that is, the conditions that enable HR employees and managers to enhance their capabilities through human-computer interaction (Haenlein & Kaplan, 2019; Seeber et al., 2020). Recent work on inclusive organisational behaviour in digital contexts has further highlighted that technology acts simultaneously as an enabler and a barrier to workplace inclusion, and that its effects depend on the social and organisational context in which it is deployed (Georgiadou, Özbilgin, & Özkazanç-Pan, 2024).

We invite contributions that push beyond descriptive accounts to offer original empirical or conceptual insights advancing the research strands described above. Given the current maturity of the literature, we especially welcome studies that identify genuinely novel elements and innovative opportunities of intelligent technologies for HR development, including the implications of generative AI and large language models for HR practices, decision-making and workforce management.

Several areas deserve particular attention. One concerns managers' and employees' perceptions of AI-based HRM practices, including how different levels of AI agency (from assisting to automating) shape employee experiences of fairness and belonging (Lazazzara et al., 2025). Another concerns the contribution of AI in advancing equity, diversity and inclusion (EDI) and sustainability in the digital era, including the mitigation strategies organisations adopt at the data, design and usage stages to prevent algorithmic discrimination. A third area relates to how AI, big data and analytics are changing the strategic role of the HR function to be aligned with the expectations of the new workforce (Marler, 2009; Haines & Lafleur, 2008), including how digitisation impacts organisational performance at the macro level and contributes to renewing the reputation of the HR function (Marler & Fisher, 2013).

Track main topics

IMPORTANT DATES

Deadline for encouraged abstract submission: April 23, 2026

Deadline for full paper submission: May 28, 2026

Notification of acceptance: July 24, 2026

Final paper submission: August 31, 2026

Final notification: September 10, 2026

Doctoral Consortium: October 22 – 23, 2026

Conference: October 23– 24, 2026

 

Submissions will undergo a double-blind peer review, and a selection of the best papers will be published in a Springer volume indexed on Scopus. Formatting rules and submission guidelines are available on the conference website (http://www.itais.org/conference).

For any questions about this track, please don't hesitate to get in touch.

We are looking forward to meeting you in Viterbo!

Warm regards,

Andri

 

Dr Andri Georgiadou

Co-Director, Nottingham EDI in Research Hub

Director of Equality, Diversity & Inclusion, Nottingham University Business School

Departmental External Engagement Director (Work, Organisation and Management)

Associate Editor Gender, Work & Organization (GWO)

 

Publications| andri.georgiadou@nottingham.ac.uk  | Linkedin