Scholars have relevantly evidenced the conceptual and empirical potential to examine the questions related to HRM sustainability and digital sustainability. Beyond the pertinence of the existing research, the possible junction of these two forms of sustainability and their possible discrepancy are not yet considered in the organizational context. This paper proposes to identify from a HRM perspective the possible junction of HRM sustainability and digital sustainability as well as their eventual discrepancy. Based on a theoretical framework conceived for this purpose, this research identifies, on the one hand, five patterns of junction of HRM sustainability and digital sustainability and, on the other hand, three forms of discrepancy between the two forms of sustainability in the organizational context. A series of scenarios are then proposed for suggesting possible empirical insights of this theoritical analysis. By this theoretical work, this research aims to bridge HRM sustainability research and e-HRM research and invite new conceptual thinking and empirical contribution that integrate digital sustainability into HRM sustainability research.