Over the past decade Green Human Resource Management (GHRM) has emerged as a growing field of conceptual and empirical work both within, and separate from, the broader topic of Sustainable HRM. As such, we believe it is an opportune time to provide an overview of the Green HRM literature up to 2020, together with a critical consideration of Green HRM into the future. Representing the first meta‐review in the Green HRM field, we surmise key aspects of Green HRM research emerging over the previous decade. We conclude by presenting an exploration of how Green HRM may evolve in the future, and pose the following question: With a myriad of implications from COVID‐19 on business survival and society in general, how will this affect the development of Green HRM? Is it headed towards a roadblock, or revitalisation?

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This article explores the economic geography of call centres. It argues that the technology utilized results in geographic flexibility, highlighting the importance of place in relation to call centres. Drawing on economic geography concepts of space, place and the socio-spatial dialectic the article presents the findings from research conducted in three case studies. It was found that factors unique to each place, such as community, job market and history, impact on and shape the call centres' HRM policies and practices. This article concludes that place is an important aspect in understanding HRM in call centres and advocates for increased consideration to be given to the issue of place in research on work and employment more generally.

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The ramifications of the COVID-19 pandemic continue to emerge across all facets of the world of work, including the field of human resource management (HRM). Sustainable HRM, drawing on the triple bottom line elements of the economic, environmental and social pillars of sustainability, provides an ideal basis from which to understand the intersection of the COVID-19 pandemic and HRM. In this systematic literature review, we analyze peer reviewed articles published in the nexus of the pandemic and sustainable HRM, identifying the dimensions and extent of research in this topical area of study. Our CEDEL model—complicator–exposer­–disruptor–enabler–legitimizer—conceptualizes our understanding of the role of COVID-19 in sustainable HRM. This paper provides a framework from which future studies can benefit when investigating the impacts of COVID-19, and a comprehensive identification of future research avenues.