LIC'25 TRACKS > Track III- Rethinking Management and Human Resources in the Face of Disruption

Track III – Rethinking Management and Human Resources

in the Face of Disruption

Faced with major disruptions, organisations must rethink management and HR by integrating resilience, sustainability, and innovation (Do et al., 2024; Guennoun et al., 2024). This track explores the organizational strategies mobilized to meet these challenges, combining resilience, social sustainability, and managerial innovation (Alhaddi, 2015; Ozanne et al., 2016; Correia, 2019).

 1. Integration of the TBL in supply chain management: Global disruptions highlight the need to integrate economic, social and environmental factors to strengthen the resilience of supply chains (Tundys et al., 2023). This integration impacts risk management and the adaptability of organizations (Nogueira et al., 2025).

 2. Towards a Holistic and Systemic Approach: The increasing complexity of global challenges is driving a systemic integration of the Triple Bottom Line (TBL) with other frameworks such as the United Nations Sustainable Development Goals (SDGs) and European directives (CSDDD, CSRD). This approach encourages research into the strategies adopted by companies to align their actions with global sustainability objectives (Yip et al., 2023)

 3. Rethinking Talent Management in the Era of Ecological Transition: The HR function plays a key role in the ecological transition by aligning recruitment and skills development with environmental challenges. Green HRM, as a structuring framework, integrates eco-responsible practices throughout the HR cycle and questions the ecological footprint of managerial activities (Hu et al., 2024; Fleacă et al., 2024; Lakhera & Sharma, 2020).

 4. Building Inclusive and Equitable Work Environments: Future research will focus on HR and managerial practices that foster inclusive and equitable work environments by reducing systemic biases, promoting diverse teams, and encouraging management that values cultural diversity and gender equality. It will also examine mechanisms for inclusive organisational learning (Alfaro, 2024; Vedres & Vasarhelyi, 2023; Acar et al., 2023).

 5. Artificial Intelligence (AI), Responsible Management and Skills Transformation: AI automates HR/managerial tasks, optimizes resources via machine learning and predictive analytics (Kediya et al., 2024), enhances resilience through adaptive models, risk prediction, supply chain optimization (Dwivedi et al., 2021; Baryannis et al., 2019), redefines jobs/skills necessitating human-machine collaboration, competency reorientation within sociotechnical frameworks (Raisch & Krakowski, 2021; Acemoglu & Restrepo, 2020). Responsible integration requires limiting biases, promoting digital literacy, equitable inclusion, ethical framework, human governance (Shafira et al., 2024; Herman, 2024).

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Track Chairs

Houda Guermazi_houda.hakim.guermazi@ensi-uma.tn

Hanen Khanchel_ hanenkhanchel@gmail.com

Ines Mhissen_ ines.mhissen@iscae.uma.tn

References

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Acemoglu, D., & Restrepo, P. (2020). Robots and Jobs: Evidence from US Labor Markets, Journal of Political EconomyVolume 128, Number 6

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