Stefan Gold, Technical University of Munich

Antoine Harfouche, Paris Nanterre University

Paul Jones, Swansea University

Maryam Lotfi, Cardiff University

Guoqing Zhao, Swansea University

Unethical labour practices represent a pressing global issue, with an estimated 50 million people currently living in such conditions worldwide. The prevalence of unethical labour practices is expected to increase due to ongoing regional conflicts, economic downturns, and restrictive migration policies in major Western countries. Digital technologies, such as blockchain, artificial intelligence (AI), and cloud computing, promise significant benefits in addressing unethical labour practices and have consequently attracted increasing scholarly attention.

Modern slavery is one of the most serious forms of unethical labour practices, commonly conceptualized as the recruitment, movement, harbouring or receiving of children, women, or men through means such as coercion, deception, abuse of vulnerability, or the use of force, for the primary purpose of exploitation. It encompasses multiple practices, with prevalent forms including child slavery, human trafficking, forced labour, descent-based slavery, bonded labour, forced and early marriage, and domestic servitude. According to the latest Global Estimates of Modern Slavery, an estimated 49.6 million people are living in conditions of modern slavery worldwide, including 22 million in forced marriage and 27.6 million in forced labour. Ongoing regional conflicts and expulsionist migration policies are expected to further exacerbate modern slavery by intensifying violence, displacing populations, and disrupting social and economic structures.

Digital technologies encompass a diverse range of tools, systems, and devices that leverage digital information and processes to enhance activities. These technologies include but are not limited to AI, blockchains, internet of things (IoT), big data analytics, cloud computing, and virtual and augmented reality. Big data and cloud computing are increasingly integrated into enterprise resource planning systems in manufacturing to support informed decision-making. Generative AI applications are being adopted in higher education to enable more efficient information access and content creation.

Digital technologies promise significant benefits for addressing unethical labour practices. Monitoring technologies such as remote sensors and worker voice technologies can enhance the identification of unethical labour practices within supply chains. Machine learning and AI can detect patterns of trafficking and slavery in large datasets, facilitating identification of at-risk areas or vulnerable individuals. Blockchain technology can be employed to track supply chain elements, helping to mitigate labour exploitation. Additionally, digital technologies have been proposed as effective tools to support the social inclusion of survivors of modern slavery.

The potential of digital technologies to address unethical labour practices has been consistently highlighted by various international organizations. The United Nations Human Rights Office has proposed that digital technologies are an effective means to prevent and address contemporary forms of slavery. Research conducted in partnership with the International Organization for Migration and other organizations has indicated that although digital technologies can support adults with lived experience of unethical labour practices in reintegrating into society, limited research constrains deeper understanding of these mechanisms.

Although existing studies have examined the role of digital technologies in addressing unethical labour practices, significant research gaps remain. Current literature has primarily examined technologies from the perspective of focal firms or single technology approaches, while other digital technologies such as biometrics recognition and satellite imagery employed by governments and non-governmental organizations also hold significant potential. Literature reviews indicate that while unethical labour practices remain pressing, there is limited research examining how digital technologies can be employed to monitor, detect, report, and address unethical labour practices, and there is a need for further empirical research to advance understanding in this area.

This special issue invites scholars and practitioners to examine the interplay between digital technologies and unethical labour practices, particularly the ways in which digital technologies can be employed to monitor, detect, report, and remediate unethical labour practices in pursuit of an ethical, responsible, and sustainable society. We welcome original, theory-driven research that makes significant contributions to advancing knowledge on this topic. Submissions may use various research methodologies, including theoretical and conceptual approaches, analytical and modelling, case studies and interviews, surveys, and literature reviews. All submissions must clearly identify the specific types of digital technologies being examined.

We particularly welcome studies that move beyond surface-level narratives and dominant discourse to provide nuanced and sophisticated insights into the nexus between digital technologies and unethical labour practices. Submissions that challenge existing paradigms, explore underexamined dimensions, or offer innovative perspectives and frameworks are especially encouraged. We seek contributions that extend theoretical boundaries and yield practical implications, thereby informing policymakers, business leaders, and wider society on how to leverage digital technologies to drive meaningful and lasting change in the fight against unethical labour practices.

Potential topics

• Role of blockchain, artificial intelligence, and cloud computing in addressing unethical labour practices
• Monitoring and detection of modern slavery and human trafficking using digital technologies
• Machine learning and AI applications for identifying trafficking patterns and at-risk populations
• Blockchain technology for supply chain transparency and labour exploitation mitigation
• Remote sensors and worker voice technologies for identifying unethical practices in supply chains
• Digital technologies for supporting social inclusion and reintegration of modern slavery survivors
• Biometric recognition and satellite imagery applications by governments and NGOs
• Digital technology adoption mechanisms for mitigating unethical labour practices
• Theoretical and empirical frameworks for digital technology deployment in combating labour exploitation
• Policy implications and business leadership strategies for leveraging digital technologies against unethical labour practices

Timeline

• February 15, 2027: Submission deadline

Günter Prockl, Copenhagen Business School

Alexander Pflaum, University of Bamberg

Haozhe Chen, Iowa State University

Marcel Papert, University of Bamberg

The economic environment in which companies create value today is characterized by greater vulnerability, uncertainty, complexity and ambiguity than ever before. Natural disasters, geopolitical conflicts and other disruptions are affecting global supply chains and presenting great changes to established supply chain management models, processes and tools. In the meantime, Planet Earth has reached its limits; climate change and shortages of raw materials are forcing companies and supply chains to transition to more sustainable operations. The commoditization of high-tech products, which is evident in many sectors, is driving the servitization of the manufacturing industry. This presents a golden opportunity for companies to cope with the above-mentioned challenges with greater responsiveness and sustainability.

Tomorrow's supply chains must be able to react quickly to disruptions and changes. The concepts of resilience and responsiveness are key, as are flexibility, agility, adaptability and improvisation. The renewed battle for natural resources requires economic growth to be decoupled from the extraction of raw materials, ultimately forcing a transformation of established 'take, make, waste' supply chains into circular systems. R-strategies such as reduce, reuse, remanufacture and recycle play a special role in doing so. The ultimate aim is to increase resource efficiency in existing value chains, extend the service life of products, and close the loop.

Scientific literature agrees that digital technologies are key to realizing the responsive, servitized and circular supply chains of tomorrow. Important building blocks include the internet of things, artificial intelligence (AI) and machine learning, digital twins for products and supply chains, blockchains and digital platforms. However, insufficient research has been conducted into how these building blocks support responsiveness, servitization and the transition to sustainability and circularity as a triple transformation.

This Special Issue seeks contributions that exemplify technology- or data-driven solutions for implementing resilient and circular supply chains, as well as the associated business models. Contributions employing a broad range of methodological approaches are encouraged, including but not limited to conceptual, qualitative, and quantitative research. It is essential that these contributions also derive and discuss managerial implications. We also welcome contributions addressing related topics not listed above.

Contributions should explore digital technologies in supply chain management within today's challenging business environment or specific industry contexts, such as automotive, chemicals, food, life sciences and healthcare, logistics service providers, manufacturing, or mining. Particularly interested are contributions that address the challenges and opportunities associated with digitalization, servitization and transition to sustainability and circularity across multiple supply chain tiers or at least in dyadic relationships.

All papers will be peer reviewed and should conform to Electronic Markets publication standards. Electronic Markets is a SSCI-listed journal with a 2024 Impact Factor of 6.8 and a 5-year Impact Factor of 10.0. Electronic Markets welcomes research from a technological, organizational, societal, and/or political perspective. Since Electronic Markets is a methodologically pluralistic journal, quantitative and qualitative research methods are both welcome as long as the studies are methodologically sound. Conceptual and theory-development papers, empirical hypothesis testing, and case-based studies are all welcome.

Potential topics

• Contribution of digital technologies to responsiveness, agility, flexibility, adaptability, improvisation, and resilience, sustainability, circularity, and regeneration
• Increasing supply chain visibility based on digital technologies
• AI methods supporting forecasting, planning, decision making and optimization
• Division of labour and interactions between humans and machines in AI-supported supply chains
• Virtualization and simulation of supply chains based on digital twins
• Blockchain and smart contracts in logistics and supply chain management
• The role of digital platforms in supply chain management
• Effects of smart product-service-systems on supply chains and supply chain management
• Ecosystems and federated data ecosystems enabling new data-driven R strategies
• Models, methods and tools enabling the triple transformation of supply chains
• Barriers and challenges hindering digitalization, servitization and transition to sustainability and circularity
• Data security and cyber security challenges in digital supply chain structures
• Legal aspects within the digital, servitized, circular supply chain
• Potential of digital technologies for ensuring compliance with legal requirements in the context of sustainability and circularity
• Relationship management mechanisms and governance structures in the era of digitalized supply chains

Timeline

• October 15, 2026: Submission deadline

René Riedl, University of Applied Sciences Upper Austria & Johannes Kepler University Linz

Jan vom Brocke, University of Münster

Jella Pfeiffer, Karlsruhe Institute of Technology

Robert Gleasure, Copenhagen Business School

The advent of increasingly powerful artificial intelligence systems (e.g., large language models such as ChatGPT, diffusion models, graph neural networks, or vision transformers) used in domains such as healthcare, manufacturing, software development and finance, together with other contemporary digital technologies (e.g., autonomous cars, immersive worlds, and neuroadaptive interfaces), has fundamentally reshaped human interaction with information systems. As these technologies become embedded in work, consumption, private life, and society in general, the ways in which they affect human cognition, emotion, and social interaction remain poorly understood.

A growing body of research highlights that neurophysiological methods can provide unique insights into these phenomena across a broad range of IS contexts. NeuroIS—the interdisciplinary field that integrates neuroscience and psychophysiological approaches with information systems—has been at the forefront of this movement. Originating at the International Conference on Information Systems in Montréal in 2007, NeuroIS celebrates its 20-year anniversary in 2027. This milestone provides an opportune moment to reflect on the progress achieved, highlight challenges, and chart new directions for NeuroIS research in an era of rapid technological change.

Over the past two decades, NeuroIS research has established the potential of neurophysiological methods such as electroencephalography (EEG), functional magnetic resonance imaging (fMRI), functional near-infrared spectroscopy (fNIRS), eye tracking, and various other neurophysiological measures to enrich IS theory. These approaches have been shown to improve prediction accuracy of different IS phenomena, uncover hidden cognitive and affective mechanisms, and open new methodological horizons. A particularly important trajectory in this research stream has been the integration of neurophysiological and behavioral levels of analysis by linking neural responses to observable IS-related behaviors and self-report measures.

In an era of pervasive digitalization, this integration becomes even more essential. Understanding not only what individuals do when interacting with advanced digital systems, but also how their brains and bodies adapt, allows researchers to explain emergent behaviors such as overreliance, automation bias, algorithm aversion, new forms of collaborative cognition, or cognitive debt. Neurophysiological measures enable the study of phenomena that may remain inaccessible to self-reports or behavioral observation alone, such as unconscious biases, implicit trust, or neural markers of attention and memory.

Beyond neurophysiology, this special issue also welcomes work that integrates genetic perspectives into IS research. Prior publications have demonstrated the promise of genetics for explaining individual differences in IS-related behaviors. Combining genetic and neurophysiological approaches may provide a powerful multi-level framework to understand how contemporary digital technologies affect humans at both biological and behavioral levels.

This special issue seeks high-quality, theory-driven, and methodologically rigorous research that examines the neurophysiological and related biological foundations, mechanisms, and effects of contemporary IS technologies and sociotechnical systems—incorporating AI as an important case, but not limiting the scope to AI. We invite submissions from information systems scholars, neuroscientists, psychologists, computer scientists, geneticists, and other disciplines to advance understanding of how contemporary IS reshapes human cognition, affect, decision-making, and social interaction.

This special issue encourages contributions across the full range of IS research traditions. Neurophysiological and genetic insights may advance design-oriented research by informing new principles for human-centered and neuroadaptive system design. They may also enrich IS economics research by offering a biological basis for understanding productivity, well-being, or value creation in digitally mediated contexts. Studies grounded in organizational behavior, strategy, or societal perspectives are highly relevant if they integrate or reflect on neurophysiological evidence.

In line with EJIS' tradition of intellectual openness, this special issue explicitly welcomes visionary, provocative, and contrarian contributions that challenge taken-for-granted assumptions, problematize dominant narratives, or open up unconventional research directions.

Potential topics

• How does sustained interaction with AI-enabled systems (e.g., LLMs) and other advanced digital tools reshape neural networks associated with language, reasoning, and memory?
• Does reliance on AI systems and other forms of automation/digital decision support alter attentional control, working memory, metacognition, or problem-solving processes at the neurophysiological and behavioral levels?
• What are the implications of digitally augmented cognition for neuroplasticity, skill acquisition, and expertise development over time?
• How can integrated neurophysiological and behavioral measures provide a fuller picture of technology-mediated cognitive processes?
• How do individuals' brains respond to empathetic or anthropomorphic cues exhibited by conversational AI and other interactive systems?
• What neurophysiological correlates underlie trust, reliance, distrust, or skepticism toward AI systems and other algorithmic or platform-based systems?
• How does emotional regulation change when decision-making is mediated by AI support, algorithmic decision aids, or digital nudges?
• What are the neurophysiological mechanisms of stress, fatigue, or overload in contexts of AI-assisted work and other digitally intensified work settings?
• How does technological mediation in team collaboration influence the neurophysiological foundations of social coordination, empathy, and shared attention?
• What neural mechanisms underlie shifts in authority, leadership, and influence when AI becomes a co-decision-maker?
• How do cultural differences modulate neurophysiological responses to AI and other digitally mediated collaboration settings?
• How do gender, age, or personality differences modulate neurophysiological responses to IS artifacts?
• How might AI-driven systems and other algorithmic designs reinforce or mitigate cognitive biases?
• What neural signatures accompany ethical dilemmas and moral decision-making in AI-mediated contexts?
• How does long-term use of AI and other digitally intensive work systems shape neurophysiological well-being, stress, or mental health?
• How can neurophysiological insights inform the design of AI systems and other digital systems?
• What are the neurophysiological underpinnings of productivity, efficiency, or value creation in digitally mediated economic interactions?
• How can genetic and neurophysiological approaches together explain individual differences in the adoption and use of digital systems?
• Which neurophysiological tools are best suited for investigating contemporary IS phenomena?
• How can hybrid approaches combining neurophysiology with computational methods enrich IS theory development?
• How can multi-level research designs integrate genetic, neurophysiological, behavioral, self-report, and organizational data?

Timeline

• March 31, 2026: Two-page abstracts due
• April 30, 2026: Feedback on abstracts
• May 31, 2026: Paper development workshop (in person event in Vienna, Austria, and virtual)
• August 31, 2026: First-round paper submission
• November 30, 2026: First-round decisions
• February 28, 2027: First-round revisions due
• May 31, 2027: Second-round decisions
• August 31, 2027: Second-round revisions due
• October 31, 2027: Final decisions

Associate editors

• Bonnie B. Anderson, Brigham Young University
• Dinko Bačić, Loyola University Chicago
• Colin Conrad, Dalhousie University
• Verena Dorner, Vienna University of Economics and Business
• Nadine R. Gier-Reinartz, Heinrich-Heine-University Düsseldorf
• Milena Head, McMaster University
• Alan R. Hevner, University of South Florida
• Qiqi Jiang, Copenhagen Business School
• Marion Korosec-Serfaty, University of Québec in Montréal
• Alexander Maedche, Karlsruhe Institute of Technology
• Gernot R. Mueller-Putz, Graz University of Technology
• Pierre-Majorique Léger, HEC Montréal
• Mario Nadj, University of Duisburg-Essen
• Fiona Nah, Singapore Management University
• Adriane Randolph, Kennesaw State University
• Ofir Turel, University of Melbourne
• Eric A. Walden, Texas Tech University
• Peter Walla, Sigmund Freud Private University Vienna
• Dezhi Wu, University of South Carolina

Sanjay Singh, University of Dundee

Sateesh Shet, Northumbria University

Tanya Bondarouk, The University of Twente

Paresha Sinha, University of Waikato

James Duggan, Cork University Business School

The acceleration of digital transformation across industries has reshaped the nature of work and the workforce. In this evolving landscape, a new kind of employee has emerged, one that is digitally fluent, technology-enabled, and increasingly reliant on digital tools to perform, collaborate, and innovate. This digitally-savvy workforce brings with it a unique set of expectations, behaviors, and capabilities that are fundamentally altering traditional models of Human Resource Management.

As organizations navigate this shift, HRM must move beyond conventional practices to align with the realities of a workforce deeply embedded in digital ecosystems. The integration of emerging technologies such as artificial intelligence, machine learning, virtual collaboration platforms, and HR analytics is not only transforming operational HR functions but also reshaping strategic priorities around talent acquisition, workforce planning, performance management, employee engagement, and learning and development.

The significance of this transformation extends beyond technology adoption, requiring the need for redefining work design, leadership, culture, and employee experience in a digital-first world. The increasing demand for flexibility, autonomy, continuous learning, and meaningful digital interactions places HRM at the centre of driving organizational agility and future-readiness. Questions around digital equity, ethics in algorithmic decision-making, surveillance, digital fatigue, and the digital divide call for exploration and evidence-based solutions.

The rise of the digitally-savvy workforce marks a structural inflection point in the evolution of work and HRM. The digitally-savvy workforce encompasses a broader, cross-generational cohort of employees who have acquired advanced digital competencies through education, experience, or continuous upskilling. This workforce does not merely use technology, they strategically engage with digital tools, platforms, and data as core enablers of their work, collaboration, and innovation.

There is a critical gap in research concerning the mental health and well-being challenges unique to digitally-savvy employees in the workplace, such as digital burnout, blurred boundaries between work and life, and stress from social media. Furthermore, HRM has long been concerned with employee well-being, yet digitally-savvy employees' constant connectivity and digital-centric lifestyles introduce new risks that are underexplored in the literature.

For HRM, this presents both transformative potential and considerable complexity. On one hand, digitally-savvy employees are key assets in driving automation, agility, and innovation. On the other hand, their expectations for real-time feedback, flexible work structures, digital autonomy, and continuous learning challenge the static assumptions that underpin many legacy HRM practices. There is an increasing mismatch between the agility of the workforce and the inertia of HR systems still grounded in procedural and administrative logic.

While there is growing interest in digital transformation, there remains a critical gap in our understanding of how HRM can effectively align with and support a digital-savvy workforce. Issues such as workforce planning for digital roles, work design for tech-mediated environments, AI-driven performance management, and ethical concerns around digital monitoring remain under-theorized. Equally, the psychological impacts, such as techno-overload, digital presenteeism, and the erosion of work-life boundaries, are insufficiently addressed within the current HRM discourse.

This Special Issue seeks to explore these challenges and opportunities by reframing the HRM research agenda through the lens of digitally-savvy workforce readiness and transformation. It calls for contributions that examine how HRM can evolve to strategically manage and empower a digitally capable workforce while balancing human-centric values and organizational imperatives. Furthermore, it seeks to investigate the technological expectations that digitally-savvy workforces bring to the workplace, including their demand for flexibility, autonomy, digital communication, and purpose-driven work.

This Special Issue seeks to advance new theoretical contributions that reflect the shifting realities of HRM in the context of a digitally-savvy workforce. Contributions should foreground digital capabilities as core constructs in HRM theory and examine how the integration of digital technologies into daily work life reshapes the employee experience. Technological affordance theory, digital transformation theory, HRM systems theory, social exchange theory, ecological systems theory, and the job demands-resources model offer valuable frameworks for examining these issues.

A fundamental transformation is underway in how talent is managed across borders, driven by the growing presence of a digitally-savvy workforce. Across diverse international contexts, digitally savvy employees are challenging long-established HRM systems through expectations shaped by AI-enhanced workflows, platform-based collaboration, hybrid work models, and a heightened demand for flexibility, autonomy, and continuous development. These expectations are filtered through local institutional logics, labor market structures, and cultural norms, creating varying patterns of digital adoption, employee engagement, and HRM innovation around the world.

This call for papers seeks to illuminate how multinational organizations, international institutions, and global HR functions are reevaluating leadership, organizational culture, performance systems, learning pathways, and inclusion practices in response to the evolving digital capabilities of their workforce. As the digitalization of work becomes increasingly global in scale but locally embedded in practice, the need for comparative, cross-national HRM research becomes critical.

Potential topics

• Strategic workforce planning for the digital era, including forecasting digital talent needs, digital upskilling frameworks, and bridging digital skills gaps
• Work design for digitally enabled workforce, encompassing job roles in technology-mediated environments, digital flexibility, autonomy, work-life integration, and remote work impacts
• Emerging digital technologies and HRM transformation, including AI, blockchain, virtual reality, chatbots, intelligent automation, and HR digital twins
• Redefining talent acquisition for digitally-savvy workforce through social media recruitment, gamified assessments, AI in recruitment, and employer branding
• Performance management in tech-driven organizations, covering digital dashboards, algorithmic evaluation, surveillance, real-time feedback, and fairness implications
• Employee engagement and experience in digital workspaces, including digital platforms, AI-driven personalization, digital fatigue, and tech-enabled burnout
• Ethics, privacy, and surveillance in digital workplace, addressing algorithmic monitoring, employee autonomy, and ethical HR technology adoption
• Inclusion, equity, and accessibility in digital HR practices, focusing on digital exclusion reduction, neurodiverse talent support, and fair AI-driven decision-making

Timeline

• Invalid DateTime: Publication of Special Issue
• August 1, 2026: Manuscript submission window opens
• September 30, 2026: Manuscript submission deadline

Victoria-Sophie Osburg, Catholic University Eichstätt-Ingolstadt

Dina Khalifa, Regent's University London

Jonas Holmqvist, KEDGE Business School Bordeaux

Vignesh Yoganathan, Aston University

The concept of luxury is undergoing significant changes in the digital age, merging traditional ideas of exclusivity and craftsmanship with innovative digital experiences. Technology increasingly influences our daily lives as luxury brands increasingly apply digital tools to enhance the customer experience, reshaping the luxury markets and fundamentally altering how luxury is perceived, experienced, and consumed. Additionally, changing societal norms and consumer expectations require luxury brands to engage in new ways, such as through brand activism. This transformation impacts how luxury brands connect with consumers and deliver value.

Virtual contact points are increasingly replacing or supplementing human interactions, providing personalized and seamless experiences. Consumers can now display their luxury consumption on social media and explore and interact with luxury products through immersive virtual experiences, such as digital flagship stores, which blur the lines between physical and digital realms. Furthermore, digital technologies enable unprecedented levels of personalization.

As luxury services represent a rapidly growing sector, integrating service robots in luxury retail presents a complex landscape of opportunities and challenges. Robots can enhance efficiency and create novel customer experiences, but their integration into luxury settings may also threaten the human-centric approach despite that some luxury consumers prefer a strong human interaction and/or taking on an active role themselves. This situation presents a dilemma for luxury brands, particularly regarding how much they should substitute or augment human staff to provide the best customer experience.

Moreover, entirely new avenues for luxury consumption are emerging. Virtual real estate, for instance, has become a new opportunity for luxury investment and expression, with the market for virtual luxury goods projected to reach $50 billion by 2030. Digitalization can also empower consumers, for instance, the use of Blockchain can increase traceability, allowing consumers to follow the entire production process and supply chains of their products.

These examples illustrate how luxury consumption is undergoing fundamental changes in the digital era. At the same time, there are also risks involved, and some luxury brands deliberately limit their digital interactions to retain exclusivity. As luxury brands navigate these drastic changes, it is essential to understand consumer reactions toward these newly emerging forms of luxury. As luxury consumption becomes more widespread, understanding the impact this has on consumers becomes crucial, and the role technology plays in this context. A theory-driven approach is needed to thoroughly examine whether luxury consumption should be redefined in the digital age. Moreover, the discourse on the (in)compatibility of sustainability and luxury consumption must be adapted to the digital context, as new ethical and responsibility-related questions may arise.

Potential topics

• Drivers of consumer adoption of technological solutions in luxury markets
• The evolving understanding of luxury among consumers in the digital age
• The impact of digital technologies on luxury value perceptions and consumer experiences
• Consumers' preferences and needs regarding the joint implementation of technology and a human touch in luxury consumption
• Consumer reactions to virtual luxury goods and experiences
• Consumer agency and engagement in luxury through digital tools
• Tensions that consumers face when brands integrate luxury with technology
• Luxury brands' opportunities to navigate technological innovation while maintaining brand heritage
• Managing the paradox of the ephemerality of technology with the permanence of luxury brand identity
• The role of social media and influencers in shaping digital luxury consumption, including virtual influencers
• The integration of physical and digital luxury experiences in omnichannel strategies
• Consumers' ethical considerations in virtual luxury markets, including sustainability, traceability, and inclusivity
• Generational differences in the adoption of digital luxury experiences and how luxury brands can cater to cross-generational consumer needs

Timeline

• March 6, 2026: Opening date for manuscripts submissions
• November 30, 2026: Closing date for manuscripts submission