In order to address the above challenges, this thematic issue aims to advance the understanding of responsible and sustainable business practices by highlighting how prosocial behaviors and human-centered design can support and drive organizational performance and societal well-being, as a response to the current need for workplaces that not only adapt to technological change but also cultivate meaningful human relationships (Grant, 2012) as a source of long-term competitive advantage.
We seek contributions that explore how organizations move beyond traditional productivity metrics to cultivate cultures in which supporting behavior (Grant & Wrzesniewski, 2010; Grant, & Gino, 2010), mentoring, and social innovation become strategic advantages. Papers may address how humanistic leadership, recognition systems, collaborative technologies, and spatial design enhance both organizational performance and societal well-being. We encourage research on how emerging technologies—from virtual reality training to AIaugmented decision-making (Zirar & Islam, 2023)—can amplify prosocial behaviors (Grant et al., 2008), foster generosity, and promote knowledge sharing. In this context, it is essential to examine 1 Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference.
Academy of management review, 32(2), 393-417. how employees integrate such technologies into daily work and how ethical frameworks guide this integration to ensure innovation aligns with organizational goals and human values. We especially welcome studies that challenge traditional hierarchies and demonstrate how prosocial practices drive both performance and social impact across hybrid workplaces, coworking spaces, age-diverse teams, and socially responsible business models.
Tentative Topics
The major focus should be on (but is not limited to) the following issues:
1. humanistic leadership development, including ethics training, virtual reality leadership programs, experiential learning, fostering giving cultures, community building and leader authenticity in building prosocial organizations;
2. technology and work transformation, investigating remote work tools' impact on productivity and satisfaction, hybrid meeting effectiveness, AI-augmented decision-making, ethical concerns regarding AI integration, and frameworks for emerging technology adoption;
3. age and generational dynamics, focusing on intergenerational knowledge sharing, preventing age discrimination in hiring, mentoring relationships (traditional and reverse), and managing age-diverse teams in digital environments;
4. employee motivation and recognition, with the focus on recognition programs' effects on morale, corporate volunteer programs' impact on retention, task significance, and how contact with beneficiaries enhances work meaningfulness;
5. new work models and social purpose, including coworking space adoption, creating social impact while maintaining profitability, and social entrepreneurship within corporate structures;
6. job crafting and meaningful work, researching on how employees redesign jobs to align with personal values, the relationship between job crafting and well-being, and the role of autonomy and organizational support systems;
7. workplace design and spatial innovation, including how physical workspace design influences prosocial behaviors and intergenerational collaboration; and
8. prosocial behaviors and organizational culture, investingating building competitive advantage through helping behaviors, mentoring in sustainable practices, organizational citizenship behaviors' performance impact, and systems that reward prosocial contributions.
Types of Papers
We welcome conceptual, theoretical, empirical, and review papers that contribute to advancing knowledge on technology and human-centered leadership. Both quantitative and qualitative approaches are encouraged, as well as mixed-method studies that provide integrative insights. In addition, case studies, experimental studies, comparative analyses, and methodological papers are also suitable if they offer novel perspectives on prosocial behavior, work design, or technologyenabled organizational flourishing. Manuscripts should clearly outline their theoretical contribution, methodological rigor, and practical implications for leadership and organizational practice.
Time Frame
• Launch for the Call for Papers: November 11, 2025
• Final date of submission of papers: March 10, 2026
• Thematic Issue is to be finalized by mid-2027
The papers should be between 6,000 and 8,000 words.
Submission Rules Submissions should be made through the EBR’s Editorial Manager platform (EM) (
https://www.editorialmanager.com/ebr/default1.aspx). When submitting to this Call for Papers, authors should select “Improving the Future Thematic Issue” in the EM. Manuscripts should be prepared in accordance with the EBR’s Author Guidelines (
https://www.ebrjournal.net/home/author_guidelines.html).