Author Archives: sfietze

VHB-ProDok: Advanced Topics in Corporate Finance Research (09.-12.09.2017)

Institution: Verband der Hochschullehrer (VHB)

Prof. Dr. Markus Schmid (Universität St. Gallen)
Prof. Dr. Christoph Schneider (Tilburg University)

Dates: 9. – 12. September 2017

Evangelischer Diakonieverein Berlin-Zehlendorf e. V.
Glockenstraße 8
14163 Berlin

Registration: The registration deadline is 22nd July 2017.
Please click on the link to open the registration form or send an email to prodok(at)vhbonline(dot)org.

The course is intended as an introduction to research in empirical corporate finance and covers both corporate finance topics as well as methods with a strong emphasis on endogeneity and identification. The general objective of the course is to present some of the most influential work in corporate finance. We will put a particular emphasis on current research, which uses state-of–the–art empirical methods. This course will provide students with a toolbox and working knowledge of cross-sectional and panel data empirical methods for use in corporate finance research. The course also aims to encourage students to explore interesting research questions in corporate finance. Finally, students will learn how to think about empirical research (questions) critically.

Further information

VHB-ProDok: Advanced Topics in Strategic Management Research (04.-07.09.2017)

Institution: Verband der Hochschullehrer (VHB)

Prof. Michael J. Leiblein, PhD (Fisher College of Business, Ohio State University)
Prof. Dr. Thomas Mellewigt (FU Berlin)

Dates: 4. – 7. September 2017

FU Berlin
FB Geschichts- und Kulturwissenschaften
Fabeckstraße 23-25
Holzlaube 1. OG, Raum 1.2001

Registration: The registration deadline is 15th July 2017.
Please click on the link to open the registration form or send an email to prodok(at)vhbonline(dot)org.

This course is a doctoral level seminar on the major theoretical approaches in the field of strategic management. The main objective of the course is to familiarize doctoral students with the basic assumptions, concepts and theories underlying the field. In essence, we want to help doctoral students to become independent scholars who are knowledgeable on the major theories in the field of strategy. We typically start with reading the seminal work on the topic, followed by examining several recent empirical applications of the theory. The course is comprehensive, encompassing the following domains: Overview of the field of Strategic Management, Industrial Organization Approaches to Strategy, Resource-based View Approaches to Strategy, Transaction Cost Economics and Vertical Integration, Real Options and Sequential Decision Making, Principal-Agent Theory and Corporate Governance, Top Executives and the Upper-Echelons Perspective, the Governance Performance Relationship.

Further information

MREV/EURAM – Call for Papers: Entrepreneurship and Managerialization in SMEs and family firms

Guest Editors:
Paola Vola, University of Eastern Piedmont, Novara, Italy
Sylvia Rohlfer, CUNEF, Madrid, Spain
Lucrezia Songini, University of Eastern Piedmont, Novara, Italy

The competitive landscape of the twenty-first century is dynamic, highlighting the need for organizations to be entrepreneurial. Thus, a scientific dialogue on entrepreneurial orientation and spirit in family businesses and SMEs has emerged as a relevant topic. However, the capacity to conjugate entrepreneurial spirit of family businesses and smaller enterprises with the managerialization of the organizational structure and mechanisms as well as the professionalization of people involved in the company is critical for the long-term survival and development of those firms.

Research on managerialization of SMEs and family firms points out that they are characterized by a lower adoption of managerial mechanism, as a consequence of the strong linkages between the owners/managers and the enterprise; and/or the lack of managerial knowledge at the ownership, governance and management levels. It is commonly underlined that the management in these firms is characterized by some degree of informality and that individual and social control systems are more suited to these enterprises, due to common shared values and languages, informal relationships etc. (Marlow, Taylor and Thompson, 2010; Saundry, Jones and Wimberley, 2014; Rohlfer, Munoz and Slocum, 2016).

However, some authors stated that formal mechanisms could help family owned businesses to cope with the interests and problems of both the company and the family, and their specific agency costs (Rue and Ibrahim, 1996; Schulze et al., 2003; Songini, Gnan et Malmi, 2013; Della Torre and Solari, 2013). Literature on family firms recognizes the importance of managerialization and professionalization in smoothing succession’s process.

This special issue of Management Revue and the corresponding Track 03_09 – Entrepreneurship and Managerialization in SMEs and family firms, under SIG 03 – Entrepreneurship, at EURAM 2017, provides an opportunity to take stock of developments on these issues, particularly on the adoption of management mechanisms and the professionalization of SMEs and family firms and their balance with entrepreneurial spirit.

We are looking for contributions that explore the ability of successful SMEs and family business to maintain fresh entrepreneurial spirit while consolidating management and control mechanisms, and introducing professional managers, but also for contributions that analyze the consequences of losing momentum in that balance.

Thus, we invite papers that make an important theoretical and/or empirical contribution to our understanding of such issues; international and comparative papers are particularly welcome. Areas of interest include but are not limited to:

  • How and why SMEs and family firms restructure and reorganize the management of the firm in the light of managerialization and professionalization?
  • How can SMEs and family firms balance entrepreneurial spirit and managerialization/ professionalization? How do they maintain this balance along time and during generations?
  • What is the role of family members and non-family members in balancing entrepreneurial spirit and managerialization/ professionalization?
  • What is the role of women (family and non-family members) in such a balance?
  • What is the role of managerial mechanisms and professional managers in SMEs and family firms’ development and growth?
  • What are the implications of managerialization and professionalization on key employee relations characteristics, such as pay and conditions, employee voice and labor management relations?
  • How and why owner/managers ́ approaches to managerialization and professionalization vary in relation to issues such as firm, sector, national contexts and employee characteristics, among others?
  • What are the implications for owner-managers and other stakeholders, including employees?
  • Which theories can best help us explain and understand managerialization and professionalization in SMEs and family firms, and the relation with entrepreneurship?

This is not an exhaustive list.

Management Revue is a peer-reviewed, interdisciplinary European journal publishing both qualitative and quantitative work, as well as purely theoretical papers that advances the study of management, organization, and industrial relations. Management Revue publishes articles that contribute to theory from a number of disciplines, including business and public administration, organizational behavior, economics, sociology, and psychology. Reviews of books relevant to management and organization studies are a regular feature (

European Academy of Management
The European Academy of Management (EURAM) is a learned society founded in 2001. It aims at advancing the academic discipline of management in Europe. With members from 49 countries in Europe and beyond, EURAM has a high degree of diversity and provides its members with opportunities to enrich debates over a variety of research management themes and traditions (

Potential authors
Authors are encouraged to submit research manuscripts that are likely to make a significant contribution to the literature on entrepreneurship and managerialization and professionalization in SMEs and family firms for a double-blind review process. Contributors to the Track 03_09 “Entrepreneurship and Managerialization in SMEs and family firms” at EURAM 2017 Conference are encouraged to discuss their sub- mission prior or during the conference. Even if conference participants will benefit from a fast review process, submissions are not solely restricted to conference participants.

Full papers for this special issue of Management Revue must be with the editors by 31 July 2017. All submissions will be subject to a double-blind review process. Papers invited for a “revise and resubmit” are due on the 30 November 2017. Final decision will be made by May 2018. The special issue will be published in late 2018.

Submission and guidelines
Please submit your papers electronically via the online submission system at using SI “Managerialization” as article section.

The guest editors welcome informal enquiries by email:
Paola Vola
Sylvia Rohlfer
Lucrezia Songini


Aldrich, H. & Cliff, J. (2003). The pervasive effects of family on entrepreneurship: toward a family embeddedness perspective, Journal of Business Venturing, 18(5), 573-596.

Bettinelli, C., Fayolle, A. & Randerson, K. (2014). Family entrepreneurship: a developing field. Found. Trends Entrep., 10(3), 161–236.

Brannon, D. L., Wiklund, J. & Haynie, J. M. (2013). The varying effects of family relationships in entrepreneurial teams. Entrep. Theory Practice, 37(1), 107–132.

Chenall, R. (2003). Management control system design within its organizational context: findings from contingency-based research and directions for the future, Accounting Organizations and Society, 28 (2-3), 127-168.

Corbetta, G., Marchisio, G. & Salvato C. (2005). Fostering Entrepreneurship in Established Family Firms – Crossroads of Entrepreneurship, Springer.

Della Torre, E. & Solari, L. (2013). High-performance work systems and the change management process in medium-sized firms. International Journal of Human Resource Management, 24(13), 2583-2607.

Durán-Encalada, J. A., San Martín-Reyna, J. M. & Montiel-Campos, H. (2012). A Research Proposal to Examine Entrepreneurship in Family Business. Journal of Entrepreneurship, Management and Innovation, 8(3), 58-77.

Fayolle, A. (2016). Family entrepreneurship: what we need to know. In K. Randerson, C. Bettinelli, G. Dossena, & A. Fayolle (eds.), Family Entrepreneurship: Rethinking the Research Agenda (pp. 304–306). Abingdon, UK: Routledge.

Hoy, F. & Sharma, P. (2010). Entrepreneurial Family Firms. New York, NY: Prentice Hall.

Jennings, J. E. & McDougald, M. S. (2007). Work–family interface experiences and coping strategies: implications for entrepreneurship research and practice. Academy of Management Review, 32(3), 747-760.

Malmi, T., & Brown, D. A. (2008). Management control system as packageOpportunities, challenges and research directions. Management Accounting Research, 19(4), 287-300.

Marlow, S. Taylor, S & Thompson, A. (2010). Informality and formality in medium-sized companies: contestation and synchronization. British Journal of Management, 20(4): 954-966.

Randerson, K., Bettinelli, C., Fayolle, A. & Anderson, A. (2015). Family entrepreneurship as a field of research: exploring its contours and contents. Journal of Family Business Strategy, 6(3), 143–154.

Randerson, K., Dossena, G. & Fayolle, A. (2016). The futures of family business: family entrepreneurship. Futures, 75, 36–43.

Rohlfer, S., Muñoz Salvador, C. and Slocum, A. (2016). People management in micro and small organizations – a comparative analysis. FUNCAS: Estudios de la Fundación. Series Análisis, no. 79.

Sharma, P. (2016). Preface. In K. Randerson, C. Bettinelli, G. Dossena, & A. Fayolle (eds.), Family Entrepreneurship: Rethinking the Research Agenda (p. xiv). Abingdon, UK: Routledge.

Songini L. (2006). The professionalization of family firm: theory and practice. In Poutziouris P., Smyrnios K. & Klein S. (eds.), Handbook of Research in Family Business (pp. 269-297). UK: Edward Elgar Publishing.

Songini, L. & Gnan, L. (2009). Glass ceiling and professionalization in family SMEs, Journal of Enterprising Culture, 17(4), 1-29.

Songini, L., Gnan, L., & Malmi, T. (2013). The role and impact of accounting in family business, Journal of Family Business Strategy, 4, 71-83.

Songini, L. & Gnan, L. (2014). The glass ceiling in SMEs and its impact on firm managerialization: A comparison between family and non-family SMEs, International Jounal of Business Governance and Ethics, 9(2): 287-312.

Songini, L. & Vola, P. (2014). The role of Managerialization and Professionalization in Family Busines Succession: Evidences from Italian Enterprises, in L. Gnan, H. Lundberg, L. Songini & M. Pelllegrini (eds.) Advancing European Entrepreneurship Research (169-196), IAP, Information Age Publishing Inc.

Songini, L. & Vola, P.(2015) The Role of Professionalization and Managerialization in Family Business Succession. Management Control, 2015/1, 9-43

Songini, L. & Gnan, L. (2015). Family Involvement and Agency Cost Control Mechanisms in Family Small and Medium-sized Enterprises, Journal of Small Business Management, 53(3), 748–779.

International Transdisciplinarity Conference 2017 (11.-15.09.2017)

Transdisciplinary Research and Education — Intercultural Endeavours
September 11-15, 2017, Leuphana University Lüneburg, Germany

The International Transdisciplinarity Conference in 2017 is co-organised by Leuphana University Lüneburg, Germany and the Network for Transdisciplinary Research of the Swiss Academies of Arts and Sciences.

The overall objective of the conference is to strengthen communities of transdisciplinary research and education and to create visibility for theoretical, empirical and transformative advances/results. The focus of the conference is on interculturality. Participants will explore transdisciplinary research and education as intercultural endeavours concerning epistemologies, worldviews, practices, and place-based differences.

With this emphasis, we will bring together representatives of different world regions, institutions, cultures, and communities. We envisage a space for taking a culturally sensitive look at transdisciplinarity. By doing so, we will also explore interfaces and foster the potential of transdisciplinarity to deal with heterogeneity and difference.

Further information

Projektmanagement in der Forschung

Die Anwendung von Projektmanagement ist ein wesentlicher Erfolgsfaktor bei der Durchführung von Forschungsprojekten und Dissertationen und stellt eine wichtige Kernkompetenz für die weitere Karriere in Wissenschaft und Industrie dar. Junge Wissenschaftler und Promivierende haben häufig folgende Fragen:

– Wie kann ich mein Forschungsvorhaben oder meine Dissertation planen? Für welche Zeiträume plane ich? Wie kann ich planen und gleichzeitig flexibel bleiben?
– Was muss ich tun, um meinen Plan auch einzuhalten? Wie überprüfe ich meinen Fortschritt? Wie bleibe ich am „Roten Faden“?
– Wie gehe ich mit Problemen und Störungen um? Was ist, wenn alles länger dauert? Wenn es Störungen von außen gibt?
– Wie funktioniert die Teamarbeit im Projekt? Was tue ich, wenn andere Ihre Termine nicht einhalten?
– Wie kann ich die Zusammenarbeit mit meinem Betreuer oder Professor verbessern? Welche Unterstützung kann ich erwarten?
– Was tue ich, wenn andere Aufgaben mich von meiner eigenen Forschung ablenken? Wie gehe ich mit mehreren Projekten gleichzeitig um?

Zielgruppe: Doktoranden und Post-Docs
Wann? 29.09.2017 10:30 – 30.09.2017 16:00
Wo? Management Akademie Weimar, Gutenbergstraße 1, 99423 Weimar
Teilnahmegebühr: 499 EUR zzgl. MwSt.
Verbindliche Registrierung unter:

Ziel und Nutzen des Workshops
Sie lernen die Grundsätze des Projektmanagements kennen und erhalten praktische Anwendungstipps für Ihre Forschungsprojekte. Für einen direkten Praxisbezug werden im Workshop ausgewählte Projektmanagement-Methoden auf Ihre Dissertationen und Forschungsprojekte angewendet. So können Ihre Fragen konkret und am Beispiel beantwortet und Lösungsalternativen angeboten werden.

Inhalte des Workshops
1) Übersicht und Grundlagen des Projektmanagements
2) Zieldefinition und Planung
– Zieldefinition der Dissertation oder des Forschungsprojektes
– Stakeholder- und Risikoanalyse
– Terminplanung, Meilensteine, Zeitpuffer
– Flexible Planung bei dynamischen Projekten und das Einplanen von Freiräumen
3) Prioritäten setzen und Zeitmanagement verbessern
– Prioritäten setzen
– Verfügbare Arbeitszeit auf die verschiedenen Arbeitsbereiche aufteilen
– Freiräume schaffen, auch für Privates
– Tipps gegen Perfektionismus und Aufschieberitis
– Tages- und Wochenplanung optimieren
4) Projektdurchführung und -steuerung
– Monitoring des Fortschritts und Projektsteuerung bei Planabweichungen
– Umgang mit Änderungen im Projekt und Unvorhergesehenem
– Was tun in Krisen oder bei Problemen, oder, wenn alles viel zu lange dauert?
5) Die Zusammenarbeit mit anderen
– Klärung gegenseitiger Erwartungen (z.B. mit dem Betreuer, anderen Universitäten, Kooperationspartnern, Industriepartner)
– Unterschiedliche Zielvorstellungen erkennen und „verhandeln“
– Rollenklärung und Verantwortlichkeiten bei Forschungsteams

Vorgehensweise und Arbeitsmethodik im Workshop
Der Workshop ist sehr praxisbezogen und orientiert sich an den aktuellen Forschungsvorhaben (Fallbeispielen) der Teilnehmenden und deren Fragestellungen. Daher werden die oben genannten Inhalte teils auf die Bedürfnisse angepasst. In Gruppenarbeit werden anhand einzelner Vorhaben beispielsweise Ziele und Rahmenbedingungen der Promotion oder eines größeren Forschungsprojektes diskutiert, Terminpläne erarbeitet und deren realistische Umsetzbarkeit geprüft. Typische Problemfälle bei dem Management von Dissertationen und Forschungsprojekten werden diskutiert. Hierzu gehören beispielsweise das Setzen von Prioritäten, die Zusammenarbeit mit dem Professor / der Professorin bzw. anderen involvierten Personen, Motivation und der Umgang mit Phasen der Promotion oder des Forschungsprojektes. Trainerinputs und Aktivphasen finden abwechselnd statt, so dass das Gelernte direkte Anwendung findet.

Über die Trainerin
Frau Dr. Sandra Dierig ist Unternehmensberaterin mit dem Schwerpunkt Projektmanagement. Sie arbeitet mit mittelständischen und großen Unternehmen, trainiert Projektleiter und Projektteams und berät Unternehmen bei der Optimierung ihrer unternehmensweiten Projektmanagement-Prozesse. Ihre Seminare für Doktoranten und Post-Docs, die sie seit über 10 Jahren in verschiedenen Universitäten anbietet, sind auf die akademischen Rahmenbedingungen und die Anforderungen der Wissenschaftler angepasst. Als ehemalige Wissenschaftliche Mitarbeiterin im Fachgebiet Projektmanagement der Universität Kassel kennt sie die Anforderungen an Doktoranden und Post-docs und die Rahmenbedingungen des universitären Umfelds. Frau Dr. Dierig ist Diplomingenieurin mit Zusatzqualifikationen im Internationalen Management und Business Coaching. Ihre Doktorarbeit verfasste sie zum Thema: „Projektkompetenz im Unternehmen entwickeln“.

Sprech- und Präsentationstraining für Doktoranden

600 Poster in einem Raum – warum sollte man gerade Ihnen zuhören? Sie stehen vor der Herausforderung, komplexe und hochspezifische Themen nicht nur kurz und stringent, sondern vor allem überzeugend und ansprechend präsentieren zu müssen. Hier gilt: Bringen Sie nicht möglichst viel Inhalt in wenig Zeit unter. Heben Sie stattdessen stichhaltig und überzeugend und, ja, auch unterhaltsam die Stärken Ihrer Arbeit hervor. Führen Sie schlüssig durch Ihre Arbeit, das Experiment, die Studie. Woran liegt es, dass man anderen zuhört und Ihnen (noch) nicht? Überzeugendes Auftreten entsteht vor allem durch sprecherische Präsenz. Kraftvolles, präsentes und stringentes Sprechen ist erlernbar.

Dieser Workshop bietet Ihnen die einmalige Verbindung von Sprech- und Präsentationstraining und damit eine umfassende Vorbereitung nicht nur auf Posterpräsentationen. Vermittelt wird, neben theoretischen Einblicken, vor allem praktisches Wissen. Neben Grundregeln für den richtigen Gebrauch Ihrer Stimme lernen Sie, was Sie beim eigenen Vortrag beachten sollten und erhalten eine Rückmeldung, wie Ihre Zuhörer Sie erleben. Sie erhalten das Rüstzeug, Ihre Präsentation wirkungs- und eindrucksvoll zu gestalten. Sie werden sensibilisiert für eigenes und fremdes Kommunikationsverhalten.

– Präsenztraining – was ist individuelle Präsenz?
– Körpersprache und Sprechwirkung
– Stimme und Sprechweise
– Einsatz der Sprechausdrucksmittel (Sprechmelodie, Sprechtempo, Lautstärke, Akzentuierung, Deutlichkeit)
– Vorbereitung von Präsentationen
– Stilistische Ebenen, Wortwahl, und Satzstrukturen
– Den Vortrag zielführend beginnen, gestalten und abschließen
– Anschaulich und lebendig: Rhetorische Stilmittel
– Nutzung von Präsentationsmedien?
– Umgang mit Lampenfieber
– Hörerführung und Aufmerksamkeitslenkung
– Souveräner Umgang mit skeptischem Publikum

– Fundierte theoretische Grundlagen, zahlreiche Übungen und Videofeedback.
– Arbeit in Gruppe und Kleingruppe

Tag I:
– Willkommen und Herausforderungen
– Theoretische Grundlagen
– Analyse Ihrer dreiminütigen Posterpräsentation mit Videofeedback
– Festlegung Ihrer persönlichen Schwerpunkte für die Weiterarbeit
– Übungen zum Thema Stimme und Präsenz, Rhetorik und Präsentation in Gruppe und Kleingruppe

Tag II:
– Vertiefung der Übungen
– Übung am Poster mit Sofortfeedback
– Erneute Präsentation mit Videofeedback und Auswertung
– Gemeinsame Reflexion der eigenen Schwerpunkte und Ausblick auf individuelle Weiterarbeit

Wann? Montag, den 18.09.2017 09.00 Uhr – Dienstag, den 19.09.2017 17.00 Uhr
Wo? Management Akademie Weimar (Villa Ingrid), Gutenbergstraße 1, 99423 Weimar
Teilnahmegebühr: 450 EUR zzgl. MwSt. (= 535,50 EUR brutto)
Details und Anmeldung unter:

Durch die Veranstaltung führt: Eva-Maria Ortmann (Sprechwissenschaftlerin M.A., Sängerin). Sie arbeitet als Stimm- / Rhetoriktrainerin und Gesangslehrerin in Medien, Wirtschaft, Lehre und Schauspiel: Seit mehreren Jahren hat sie eine Lehrtätigkeit an der Universität Erfurt und der Friedrich-Schiller-Universität Jena im Fach Sprech- und Singstimmbildung inne, ebenso lange ist sie Mitarbeiterin des Instituts für Sprechbildung Weimar. Sie trainiert Mediensprecher und ist seit 2004 Sprechtrainerin beim Radiosender „Antenne Thüringen“. Zu ihrer Arbeit als Trainerin kommt eine Tätigkeit als freischaffende Sängerin und Sprecherin. Sie moderiert Kongresse, Konzerte und Galaabende.

Summerschool 2017 Wittenberge: Open vacancies on the Summer School – apply now!

There are more than 30 partner organisations who decided to cooperate for the Summer School 2017. Round about 800 students and doctoral students will come to Wittenberg during the Reformation Summer because of them. In a nutshell: four weeks, 33 seminars and a diverse cultural programme with the headline Enough. Concerning me.

Everyone who wants to participate at the Summer School 2017 can find all the necessary information here: The conditions of participation, the procedures of application and selection and the options of getting funded. If you are a member of one of the contributing organisations (e.g. as a scholarship holder of a scholarship organisation for gifted students and doctoral students, as a scholarship holder in the Bread for the World programme, as a student at one of our partner universities or as a member of a local ESG) you will receive detailed information on the respective conditions of funding from your contact person in the organization you belong to.

With our general application form, you can apply for vacancies or places on the waiting list in up to three courses. There are several options for funding so a participation is affordable for students and doctoral students from all over the world. You find the new application form here and on the site of every seminar.

MREV – Call for Papers: Workplace Flexibility

Guest Editors:
Sascha Ruhle, Heinrich-Heine-Universität Düsseldorf, Düsseldorf (Germany)
Stefan Süß, Heinrich-Heine-Universität Düsseldorf, Düsseldorf (Germany)

Special Issue

Flexibility has been an ongoing issue for various fields of research and practice and a considerable amount of literature dealing with the concept of flexibility has developed. This diversity has led to various perspectives on dimensions and aspects of flexibility. However, two major fields of flexibility can be distinguished. The organizational perspective understands workplace flexibility as the degree of adaptability of an organization in an uncertain and changing environment (Dastmalchian & Blyton 2001). In addition, workplace flexibility can encompass the individual perspective of the workforce, especially the degree of flexibility regarding aspects of where, when, and how work is performed (Hill et al. 2008). Within both streams of research, various aspects of flexibility have been addressed, such as organizational structures (Feldman & Pentland 2003), type of employment (Lepak et al. 2003; Sayah & Süß 2013), management and strategic human resource management (Wright & Snell 1998), time and location of work (Allen et al. 2013), demands towards employees (Vahle-Hinz et al. 2013) and work (Ruiner et al. 2013), leadership (Barrow 1976), and the role of Communication Technologies (Diaz et al. 2012).

Regarding the consequences of flexibility, literature often assumes positive results for both iindividualand organization, when flexibility increases. For example, evidence has been found that flexibility at work is positively related to self-reported health (Butler et al. 2009). Furthermore, it can increase organizational attractiveness (Nadler et al. 2010; Thompson et al. 2015), profit (Kesavan et al. 2014) and firm performance (Martínez Sánchez et al. 2007). However, there is also a missing consensus and ongoing discussion regarding possible consequences of flexibility. Research has identified potential downsides of flexibility, such as blurred work-life boundaries (Pedersen and Lewis 2012), the risk of stigmatization (Cech & Blair-Loy 2014), unsupportive work climate and inequitable implementation (Putnam et al. 2014). Other relationships, for example between flexibility and work-family conflict (Allen et al. 2013; Shockley & Allen 2007), remain unclear. Further, if the flexibility is only an organizational facade (Eaton 2003; Nystrom & Starbuck 1984) which is communicated but not lived in the organization, even more, negative consequences such as violations of psychological contracts might occur, especially when flexibility is used as a facade to justify the transformation of standard work arrangements to non-standard work arrangements.

Subsequently, a lot of questions remain unanswered:

  • What is the core of flexibility in organizations?
  • Which origins can be identified of the ongoing need for various types of flexibility?
  • What types of flexibility can be systematized and how are those different types related to organizational consequences, such as success or attractiveness?
  • How useful are flexible work arrangements and how can positive consequences be promoted and negative consequences be avoided, or at least weakened?
  • Which consequences result from a gap between offered and truly supported types of flexibility, e.g. the role of organizational facades?
  • How does embeddedness of Information and Communications Technologies in work practices enable and assist workplace flexibility?
  • What are the consequences of the ongoing flexibilization of work on the economic and social level?

Potential authors

The aim of this special issue is to increase our understanding of the above-mentioned aspects of workplace flexibility, especially from an organizational perspective. We encourage empirical – qualitative or quantitative – submissions from various research fields, such as business administration, industrial and organizational psychology, work sociology and other disciplines dealing with the topic of the Special Issue.


Full papers for this special issue of management revue must be submitted by 31 December 2017. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due 31 May 2018. Please submit your papers electronically via the online submission system at guidelines/submit-manuscript/ using ‘SI Workplace Flexibility’ as article section.

Submission Guidelines

Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the website and submit the papers electronically by sending a ‘blind’ copy of your manuscript (delete all author identification from this primary document).

We look forward to receiving your contribution!

Sascha Ruhle
Stefan Süß


TUHH: Research Assistant/Wissenschaftliche(r) Mitarbeiter(in)

An der Technischen Universität Hamburg ist in dem Institut für Strategisches und Internationales Management zum nächstmöglichen Zeitpunkt folgende – für die Dauer von zunächst 3 Jahren (mit Verlängerungsoption) – Stelle zu besetzen

Wissenschaftliche Mitarbeiterin / Wissenschaftlicher Mitarbeiter
Entgeltgruppe 13 TV-L, Kenn-Nr.: D-17-61
(mit 2/3 der regelmäßigen Arbeitszeit)

Das Tätigkeitsfeld umfasst die Mitarbeit an Lehrveranstaltungen und Forschungsaktivitäten des Instituts sowie die Wahrnehmung von Aufgaben im Rahmen des Lerhstuhlmanagements. Im Rahmen der Förderung des wissenschaftlichen Nachwuchses wird die gezielte Möglichkeit zur Promotion geboten (Tätigkeiten gem. §§ 27 und 28 Abs. 1 HmbHG).

Abgeschlossenes wissenschaftliches Hochschulstudium, insbesondere der Fachrichtung Betriebswirtschaftslehre (mit Schwerpunkt Strategisches Management und/oder Internationales Management). Abschluss mit Prädikat.

Zur Mitarbeit in unserem Team stellen wir uns eine Persönlichkeit vor, die neben einer hervorragenden akademischen Qualifikation Verantwortungsbewusstsein und außergewöhnliches Engagement einbringt sowie über sehr gute englische Sprachkenntnisse verfügt. Kenntnisse der empirischen Forschung sind wünschenswert. Wir bieten die Mitarbeit an einem jungen Institut mit exzellenten Forschungsmöglichkeiten, persönlicher Weiterbildung und einer umfassenden Betreuung Ihrer Dissertation.

Weitere Auskünfte erteilt Ihnen Herr Prof. Wrona ( unter der Rufnummer (040)42878-4567.

Bewerbungen mit tabellarischem Lebenslauf und den üblichen Unterlagen sind bis zum 15.05.2017 unter Angabe der Kenn-Nr. D-17-61 zu richten an:
Technische Universität Hamburg
– Personalreferat PV32/G –
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MREV – Call for Papers: Corporate responsibility: In the dilemma between trust and fake?

Guest Editors:
Simon Fietze, University of Southern Denmark
Wenzel Matiaske, Helmut-Schmidt-University/University of the Federal Armed Forces Hamburg (Germany)
Roland Menges, Technical University Clausthal (Germany)

Special Issue

Trust is the currency that creates markets. This is knowledge of the merchants at the latest since modern markets have emerged along the medieval trade routes. Quality and reliability in the business are also building blocks of trust and the assumption of responsibility for the social and ecological consequences of entrepreneurial activity. Whether the latter should be integrated into social and legal relations and norms in the form of voluntary corporate responsibility, has been the subject of economic discussion since the beginnings of the discipline and since the separation of the spheres of economic and moral action in the Scottish moral economy.

Over the past decades, both supra-national organisations such as the UN and the EU have been focusing on soft law – from the global compact through the AA1000 to the Green Paper of the EU Commission – as well as the national states, to promote social and environmental responsibility for companies in the age of globalisation. These initiatives have led to lively activities and debates both in the business world and in different scientific disciplines. For companies, it has now become a “fashion” to campaign social and ecological responsibility using the concept of “Corporate Social Responsibility”. This commitment has meanwhile led to the fact that CSR activities should partly contribute to value creation instead of aligning them with corporate objectives and values. Such a development leads to the loss of trust and the assumption of responsibility becomes a “fake”.

Against this backdrop, some of the social and economic observers remained sceptical, advocating tougher legal norms or fiscal implications. Finally, lawyers pointed out that (successful) standardisations often develop not only from the “top” but also from the “bottom”, i.e. they emerge from the action routines of the economic actors as emergent effects. However, not only the recent scandals – from the ENRON case to the VW case – raise questions about the effectiveness of co-operative self-commitment as well as external control.

Moreover, corporate responsibility is related to the concept of consumer responsibility. Whereas market-optimists believe that reliable changes in consumption patterns rely on responsible individual action, more market-skeptics warn of a counterproductive “privatisation of sustainability”.

In this light, this special issue will be on theoretical and empirical contributions to the topic “Corporate responsibility: In the dilemma between trust and fake?” from economic, sociological, (economic) historical and legal perspectives. Possible topics are:

  • Economic and history of ideas cases and questions of corporate responsibility
  • The “pseudo” corporate responsibility
  • Organisational and sociological theories and findings on corporate responsibility
  • Theory and empiricism of the audit
  • Theoretical and empirical studies on consumer responsibility
  • Criminal law considerations for corporate actors
  • Institutional factors of corporate responsibility
  • The trust of social entrepreneurship

This is not an exhaustive list.

Full paper for this special issue of management revue must be submitted by September 30th, 2017. All contributions will be subject to a double-blind review. Papers invited to a ‘revise and resubmit’ are due January 31st, 2018. Please submit your papers electronically via the online submission system using ‘SI Corporate Responsibility’ as article section.

Hoping to hear from you!
Simon Fietze
Wenzel Matiaske
Roland Menges