This article offers a comprehensive review of the literature on algorithmic management (AM), focusing on insights from human resource management (HRM), organizational psychology (OP), and organizational behavior (OB). It examines how AM is conceptualized in the contexts of platform work and the gig economy, revealing unique challenges and implications. AM functions as a holistic system, primarily in online labor platforms, where it creates a gray zone in which workers exist in an ambiguous space, neither fully inside nor outside organizational boundaries. This gray zone strategically blurs the lines between employees and freelancers, allowing platforms to circumvent traditional employment regulations. As a result, AM poses a unique challenge for HRM, OP, and OB scholars, whose frameworks typically rely on clear distinctions between employment and freelancing, often overlooking the complexities of this gray zone. The article identifies key themes emerging from the literature, highlighting the impact of AM on both individuals and organizations. It reviews AM in HRM systems, highlighting the interlocking nature, dispersion to new actors, and strategic misalignment of AM-based HRM activities. Its review of AM and careers surfaces the role of algorithmic bosses, multi-actor signaling, and identity challenges that arise from the gray zone. In conclusion, the article summarizes its findings and proposes an agenda for future research. It calls on HRM, OP, and OB scholars to engage with the expanding gray zone of work and careers shaped by platform-based ecosystems and AM, urging them to reconsider traditional boundaries and develop more nuanced approaches to understanding work in this evolving landscape.

In this review, we attempt to make sense of the broad, complex, incoherent, fascinating yet frustrating literatures that implicate interpersonal relationships in organizations by focusing on how relationships are treated and what relationships do for organizations and the people therein. We leverage the existing literature to push the study of interpersonal relationships in organizations in three ways. First, we conceptualize relationships in ways that are deeper than are typically studied, in terms of the nature of interpersonal bonds, the trajectory of relationships, and how relationships are measured. Second, we build on multilevel research that demonstrates how (top-down) organization-level processes and relational systems impact dyadic relationships and associated outcomes, and how (bottom-up) those same relationships implicate organizational processes and outcomes. Third, we realize the potential of viewing relationships not just as pipes for the direct transmission of knowledge and socioemotional support but as prisms for studying indirect processes of attention and interpretation.

Employers’ electronic monitoring of employees’ actions, also known as employee surveillance, has become a common phenomenon in contemporary workplaces, enabled by advancements in technology. This comprehensive review synthesizes current knowledge across multiple research streams regarding electronic monitoring. While the overall impact of monitoring on performance appears neutral, a small positive correlation can be observed with strain, and a small negative correlation can be observed with job attitudes. These modest effect sizes may stem from paradoxical effects that counterbalance each other, a phenomenon known as suppression. Moreover, these relationships are likely contingent upon various moderating factors, including individual traits, job characteristics, and national differences, particularly in legal regulations. To foster a more nuanced understanding of electronic monitoring's implications, future research should prioritize methodological rigor, embrace open science practices, and use validated measures and longitudinal designs. Additionally, adopting a process-oriented approach delineating the phases of decision-making, preparation, start, continuation, and discontinuation of electronic monitoring implementation could offer valuable insights.

Global talent management (GTM) refers to management activities in a multinational enterprise (MNE) that focus on attracting, motivating, deploying, and retaining high performing and/or high potential employees in strategic roles across a firm's global operations. Despite the critical importance for individual and firm outcomes, scholarly analysis and understanding lack synthesis, and there is limited evidence that MNEs are managing their talent effectively on a global scale. In this article, we review the GTM literature and identify the challenges of implementing GTM in practice. We explore how GTM is aligned with MNE strategy, examine how talent pools are identified, and highlight the role of global mobility. We discuss GTM at the macro level, including the exogenous factors that impact talent management and the outcomes of GTM at various levels. Finally, we identify some emerging challenges and opportunities for the future of GTM.

This article provides a critical review of developments in the literature on career success. We review work from both the organizational psychology (OP) and organizational behavior (OB) disciplines, highlighting the different perspectives, strengths, and weaknesses of each area, and attempt to reconcile these perspectives on career success to suggest productive new research directions. First, the article reflects on conceptualizations of objective and subjective career success and their relative value to the field. We then discuss several categories of career success predictors drawn from economic, sociological, and social-psychological perspectives used in OP and OB. These include human capital, internal and external labor markets, sponsorship and social capital, stable and malleable individual differences, and career self-management behaviors. We provide research suggestions within each of those sections as well as an integrative research agenda built around several emerging issues and theoretical perspectives, encouraging future research on the implications of sustainable careers, career shocks, marginalized group experiences, and alternative employment arrangements for career success.

While leadership is an important way to coordinate around the globe, societal culture may shape leadership processes and their effects. In this review, we discuss conceptualizations of culture and address what is known about the role culture plays in shaping leadership processes. For example, societal culture shapes people's implicit theories of leadership, and these affect how leaders and followers behave toward each other. Also, culture can moderate the relationship between leadership and important outcomes. We review research done in these areas as well as research on emerging topics in the field, such as followership across cultures and leading groups of employees who are from different areas of the world. As we review the findings of the literature to date, we also acknowledge some of the problems and methodological challenges faced in this field and discuss practical implications and areas for future research.

Remote work is typically characterized as work that is done at some physical distance from the office. Existing research has shown that the main elements of this characterization—physical distance and the office—are far more complex than most people realize. This review develops a framework that refracts the concept of remote work into four types of distance—psychological, temporal, technological, and structural—and three objects from which one can be distant—material resources, social resources, and symbolic resources. We then use this refraction framework to answer five questions about the way remote work is changing the future of work: ( a) Who will work remotely? ( b) Where will people work remotely? ( c) When will people work remotely? ( d) Why will people work remotely? and ( e) How will people work remotely? After demonstrating how existing research can help us answer these questions, we discuss important avenues for future investigation.

Despite important advances, gender-based discrimination continues to hinder women's career progress. This review examines the role that gender stereotypes play in promoting gender bias and discrimination. After reviewing what is known about the content of gender stereotypes and examining both their descriptive and prescriptive aspects, we discuss two pathways through which stereotypes result in discrepant work outcomes for women and men. First, we consider how the characterization of women as communal but not agentic conflicts with the perceived demands of many male gender-typed jobs and fields, thus promoting perceptions of women's lack of competence in those areas. Second, we consider how norms about how women should and should not behave cause women to incur penalties when they exhibit counter-stereotypical attributes and behaviors at work. Our review further focuses on the conditions that foster or undercut gender bias and discrimination and uses this knowledge as a foundation for proposing strategies to promote more egalitarian organizational processes.