Dear colleagues,

Companies, employees, and scholars alike have shown a growing interest in sustainable HRM (Ehnert et al., 2016; Stahl et al., 2020), particularly in light of current workplace trends such as remote working and digitalisation in the post-COVID-19 era (McKinsey Global Institute, 2021). As HRM practices influence not only employees but also firms' broader human, social, and environmental context (Rothenberg et al., 2017), developing sustainable HRM systems can significantly enhance social sustainability (Ehnert, 2009; Pfeffer, 2010). Such systems help organisations achieve corporate sustainability (Taylor et al., 2012) and traditional performance goals, thereby addressing some of contemporary society's grand challenges (George et al., 2016). To realise these organizational goals, the responses of employees, work teams, and managers to sustainable HRM practices are crucial, as they play a primary role in the success of these initiatives (Paulet et al., 2021). The prevailing view is that sustainable HRM positively affects employees (Aust et al., 2020) and that innovative workplace practices are generally welcomed, assuming favourable responses at the individual level and, consequently, positive outcomes at the organizational level.

The increasing adoption of sustainable HRM and innovative work practices in today's dynamic workplaces presents excellent research opportunities to explore its multifaceted and under-explored outcomes. This track aims to contribute to the theme of "Managing with Purpose" by examining the impact of sustainable HRM and workplace innovation on employee attitudes and behaviours, the interplay of sustainable and innovative practices with other corporate initiatives, and their ultimate link to organization-level outcomes.

Possible themes include:

• The impact of different sustainable HRM and innovative work practices on shaping employee attitudes and behaviours at the individual and group levels. Empirical evidence of positive (e.g., employee well-being, engagement, corporate citizenship behaviour) and negative outcomes for employees (e.g., burden requirements, unethical behaviours) is welcome.
• Organisational value creation and outcomes of using innovative and sustainable HRM (e.g., innovation, performance, stakeholder acceptance).
• Potential synergies or redundancies arising from combining sustainable and innovative work practices and other corporate sustainability initiatives and their effect on individual and organisational outcomes.
• The interplay between sustainable work practices, workplace innovation, and current workplace trends, such as remote work and digitalisation, and their effect on individual employee attitudes, behaviour, and performance.

We look forward to receiving your contributions.

Sylvia Rohlfer, Simon Jebsen, Konstantina Tzini and Abderrahman Hassi
Guest Editors