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2026 Vol.2 No.1 cover

Open Access · 2026

2026 Vol.2 No.1


Human Resource Strategy and Practice

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Table of Contents

5 articles
ArticleOpen AccessPublished: 7 May 2026

AI-Driven Talent Management: Transforming Recruitment, Retention, and Workforce Analytics

Shankar Subramanian Iyer, Rajesh Arora, Divakar Gowda Murugendrappa, Brinitha Raji, Abhijit Ganguly, Soofi Anwar, Ankithax Mahesh, Fernando Eraña Reyes Jr, Raman Subramanian

Human Resource Strategy and Practice · 1–27 · 10.63385/hrsp.v2i1.101072

Contemporary organizations increasingly leverage artificial intelligence technologies to revolutionize human resource management practices, fundamentally altering how companies approach workforce optimization. This empirical investigation examines critical determinants and consequences of implementing AI-powered talent managemen

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ArticleOpen AccessPublished: 5 June 2026

Thinking as a Strategic HR Competence for Leadership and Workforce Development

English Vincent, Kenny Brian

Human Resource Strategy and Practice · 28–41 · 10.63385/hrsp.v2i1.101083

In an era marked by volatility, digital disruption, demographic change, and continuous organisational transformation, the ability of firms to compete increasingly depends on the quality of their human capability. While leadership scholarship has long recognised the importance of higher-order cognition, human resource management

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ArticleOpen AccessPublished: 12 June 2026

Reconceptualizing Competence through Facets: ATHENA as a Strategic Framework for Adaptive Talent Management in the Age of AI

Jeremy Lamri, Karin Valentini, Todd Lubart

Human Resource Strategy and Practice · 42–59 · 10.63385/hrsp.v2i1.101054

Human resource management (HRM) remains predominantly organized around competency and occupation-based representations that implicitly presume relative stability in work content. Yet artificial intelligence (AI) increasingly changes work at the level of tasks, activity sequences, decision criteria, and human–tool interaction. Th

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ArticleOpen AccessPublished: 18 June 2026

Towards a Human Resource Strategy for Knowledge Sharing Behaviour: Unpacking Structural, Relational, and Contextual Antecedents in Private Higher Education Institutions

Dennis Franscico Chandiona

Human Resource Strategy and Practice · 60–83 · 10.63385/hrsp.v2i1.101113

This research explores how technological, organizational, relational, and personality elements influence knowledge-sharing intentions and actions among academic personnel in higher education institutions. Grounded from social capital theory, social cognitive theory, and social exchange theory, the study aims to offer a thorough

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ArticleOpen AccessPublished: 29 June 2026

Relational Human Resource Development as Flourishing: Leadership Learning and Cultural Change in Pacific Education

Cherie Chu-Fuluifaga, Martyn Reynolds

Human Resource Strategy and Practice · 84–98 · 10.63385/hrsp.v2i1.101109

This article addresses the contribution of human resource development to workplace cultural change through the concept of flourishing. Originally a leadership concept, flourishing, as employed here, provides a frame to hold together the emotive, social, and relational aspects of human resource development. Flourishing in this ca

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