Category Archives: Call for Papers

EURAM 2020 T03_09 & MREV Special Issue – Call for Papers: Entrepreneurial Management

Track Proponents & Guest Editors:
Simon Fietze, University of Southern Denmark
Sylvia Rohlfer, Colegio Universitario de Estudios Financieros (CUNEF), Spain
Claudio Petti, University of Salento, Italy
Abderrahman Hassi, Al Akhawayn University, Morocco

To create growth and increase the effectiveness of new business venturing as well as small- and medium-sized enterprises (SMEs) entrepreneurial management practices play a pivotal role in exploiting entrepreneurial knowledge and utilizing it towards opportunity exploitation (Goel & Jones, 2016), innovation (Hisrich & Ramadani, 2017) and talent development (Pinheiro & Stensaker, 2014). In line with this, the track addresses entrepreneurial management practices from interdisciplinary and multi-level angles as an important variable in the interplay between individual, organizational and institutional contexts. We invite empirical and conceptual research that contributes to a better understanding of behaviour and mechanisms constituting the formation and diffusion of entrepreneurial management practices. These managerial practices include a wide range of means (e.g. management structure, decision processes learning, knowledge management, human resource system) that help a firm to remain competitive and contribute to organizational and societal value creation.

According to Gupta et al. (2004), entrepreneurs need to fill entrepreneurial and leadership roles and guide the organization through change by implementing certain bundles of practices to build strong dynamic capabilities to sense and seize innovation opportunities, (introducing new products, processes or practices), to successful venture (entering new businesses) or to renew strategically (improving internal coordination; Teece, 2016). Previous research was mainly concerned with the different life cycles of new ventures and problems related to maturity (Gray & Ariss, 1985) and certain types of entrepreneurial leadership (Kim et al., 2017). Thus, a better understanding of the dynamics of entrepreneurial and managerial behaviour of entrepreneurs is crucial.

The track provides an opportunity to take stock on these developments and to present research that addresses entrepreneurial management practices in combination with related fields (e.g. dynamic capabilities, internationalization). A critical issue is a better understanding of contextual factors. Mostly “Western” theories have been applied and these theories may – to a certain degree – explain individual and organizational behaviour on a global level. However, institutional arrangements need to be considered as a driving force to explain the higher level of entrepreneurial activity in emerging economies compared to advanced markets, and, thus, the variation of entrepreneurial management practices.

European Academy of Management (EURAM) 2020
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.

Deadline for paper submission is 14 January 2020 (2pm Belgium time). Contributors are notified of acceptance on 19 March 2020. Further information about the deadlines and important other dates can be found on the EURAM homepage. Author’s guidelines and information about the submission procedure can also be found on the EURAM homepage.

Special Issue of management revue – Socio-Economic Studies
management revue – Socio-Economic Studies 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.

All contributors to the EURAM track are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue must be submitted by September 30th, 2020. All contributions will be subject to double-blind reviews. Papers invited to a ‘revise and resubmit’ are due March 31st, 2021. The publication is scheduled for issue 2/2022. Please submit your papers electronically via the online submission system using ‘SI Entrepreneurial Management’ as article section.

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 journal’s homepage.

Hoping to hear from you!
Simon Fietze (simonf@sam.sdu.dk)
Sylvia Rohlfer (srohlfer@cunef.edu)
Claudio Petti (claudio.petti@unisalento.it)
Abderrahman Hassi (a.hassi@aui.ma)

MREV – Call for Papers: New Work Arrangements – A review of concepts and theories

Guest Editors:
Ralph Kattenbach, International School of Management, Hamburg
Johannes Moskaliuk, International School of Management, Stuttgart
Barbara Kump, WU Wien

Special Issue

Much has occurred since Frithjof Bergmann‘s seminal thoughts on New Work (1994; 2004; 2019): Smartphones, virtual communication and virtual cooperation have entered the business world. Digitalization has brought forth a completely new economy, agile work processes, AI services, a digital start-up culture, cloud work, new employment relationships, leadership styles, co-working tools and an enhanced spatial and temporal flexibility. These changes in work context and job characteristics, summarized as New Work Arrangements call for a revision of work related concepts and theories. However, even in top management research outlets, the pervasive presence of technology in organizational work has been neglected (Orlikowski & Scott, 2017).

With this special issue on “New Work Arrangements”, we would like to provide comprehensive insights into the many ways in which digitalization influences how we organize, manage and learn work. We also aim to present approaches from various disciplines to incorporate characteristics of New Work Arrangements in existing theories, models, and concepts. In an attempt to categorize the various faces of New Work Arrangements and to provide a guideline for contributions to our special issue, we focus on three central aspects that are influenced by digitalization:

New Organization

Digital technologies enable new business models and strategies; however, they also come with numerous behavioural and organizaitonal challenges for firms: For instance, online markets for talent and labor allow firms to out- source complex tasks but may have implications for knowledge management and human resource management. Adoption of digital technologies may require complementary investments in rare skills to bring about the intended productivity improvements in full (Leiponen et al., 2016). Furthermore, through the advent of digital technologies, virtual work has become the new normal: Staff members work from dispersed locations and interact through their smart phones or other mobile devices (Raghuram et al., 2019). This situation poses a number of new, interesting research questions, for example:

  • What effects have agile work processes, ubiquitous working and virtual teams on an individual and organizational level?
  • What influence do digitalization and artificial intelligence solutions have on work and job characteristics as well as work engagement, performance and perceived autonomy?
  • What is the role of organizational culture and team norms in explaining the impact of New Work Arrangements?
  • Which business models are successful from both an economic (e.g. increased profit) and a psychological (e.g. meaningful work) perspective?

New Leadership

New technologies enable arrangements that offer work-life flexibility. However, studies have shown that such arrangements do not necessarily benefit all groups of workers equally and may come with new challenges, such as promotion and pay schemes (Kossek & Lautsch, 2017). Moreover, such new work arrangements may require new forms of leadership (Banks et al., 2019; Sheniger, 2019). In addition, leaders may have to deal with changes in organizational identity, practice, and knowledge that need to be overcome when organizations become more and more digitalized (Kump, 2019). Possible questions for this special issue include:

  • How are leadership and communication in the workplace affected by digitalization?
  • How can we base trends like mindful leadership, holacracy or agile project management on solid research?
  • What are appropriate competencies, tools, styles or mindsets for leaders facing New Work Arrangements?
  • How can we use digital tools and methods to transfer knowledge, support self-reflection, and foster creativity?

New Learning

Digital devices, virtual reality and other innovative technologies offer new learning opportunities for workers at their workplaces (Noe, Clarke & Klein, 2014). At the same time, managers may need dynamic managerial capabilities in order to keep up to date with constant change (Helfat & Martin, 2014). These new situations require new management skills and may benefit from novel educational settings. Accordingly, new work arrangements come with manifold research questions regarding learning, for example:

  • Which influences has digitalization on learning and development in the workplace?
  • How can digital be used media to provide self-organized learning on the job?
  • How can we foster self-responsible learning competencies and a growth-oriented mindset?
  • What effects do concepts like micro-learning, nudging, and gamification have on learning motivation and learning success?

For the special issue, we invite contributions that consider the above mentioned or related topics of New Work Arrangements, both from a theoretical and an empirical point of view. Qualitative and quantitative research contributions are welcome. We also invite survey articles, best practice cases, didactical designs and book reviews.

Deadline
Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by May 31, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due November 30, 2020. The publication is scheduled for issue 3/2021. Please submit your papers electronically via the online submission system ‘New Work Arrangements’ as article section: http://www.mrev.nomos.de/guidelines/submit-manuscript/

Special Issue
All contributors to the seminar are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by August 30th, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due February 28th, 2021. The publication is scheduled for issue 1/2022. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using ‘SI Employee Voice’ 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 journal’s website (http://www.mrev.nomos.de/guidelines/).

Hoping to hear from you!
Ralph Kattenbach (ralph.kattenbach@ism.de)
Johannes Moskaliuk (johannes.moskaliuk@ism.de)
Barbara Kump (barbara.kump@wu.ac.at)

MREV – Call for Papers: Employee Voice and the Digitalization of Work

Guest Editors:
Simon Fietze, University of Southern Denmark
Sylvia Rohlfer, Colegio Universitario de Estudios Financieros (CUNEF), Spain
Wenzel Matiaske, Helmut-Schmidt-University/University of the Federal Armed Forces Hamburg, Germany

Seminar at the IUC Dubrovnik (April 20-24, 2020) & Special Issue

Over the past four decades, scholars from employment relations, human resource management, organizational behaviour and labour economics have published a vast body of literature concerning employee voice (Wilkinson & Fay, 2011). Employee voice is thereby understood as the opportunity to participate in organizational decision-making and to have a say to influence the own work and the interests of managers and owners (Barry &Wilkinson, 2016) or – in the case of employee silence – to withhold these views and concerns (Morrison & Milliken, 2003). Employee voice and silence have been linked to organizational performance and the development of competitive advantage (Barry & Wilkinson, 2016) and are a key ingredient for the positive relationship between strategic human resource management and organizational performance (Wood & Wall, 2007) which also implies a link between employee voice and innovation. Employees with the opportunity to communicate individual ideas to management and to participate in decision-making give them the possibility to express ‘creative ideas and new perspectives, increasing the likelihood of innovation’ (Grant, 2013, p. 1703; Zhou & George, 2001).

Recently, scholars are paying more attention to current topics and relate them to employee voice. One stream of research is addressing the advancing technologies and consider the digital revolution and its impact on employee voice. There is no doubt that digital technology is fundamentality changing the way we do business (Mennie, 2015) and in consequence forms, tools and channels ‘voice’. The few studies on employee voice and digitalization are mainly dealing with social media at work and its opportunities for management to get in dialogue with employees. Holland, Cooper, and Hecker (2019), for instance, discuss conceptually issues and opportunities social media provides in the development of employee voice. In a similar vein, Barnes, Balnave, Thornthwaite, and Manning (2019) show how a union’s use of social media might facilitate greater member participation and engagement. However, more empirical evidence and conceptual considerations are needed to better understand and explain digitalization and employee voice (or: ‘e-voice’).

Therefore, the purpose of this seminar and the aim of the special issue of management revue – Socio-Economic Studies is to focus on digitalization at work and its challenges and opportunities for employee voice and silence in cross-disciplinary discussions. Some context to discuss are listed below:

  • To what extent do technologies impact employee voice and silence?
  • To what extent do employees make use of technology to ‘raise their voice’?
  • What role do trade unions play when it comes to electronic (e.g., social media) employee voice?
  • What is the impact of electronic (e.g., social media) voice on traditional mechanisms of employee voice?
  • What is the effectiveness of electronic (e.g., social media) voice? How does it compare to the outcomes of traditional mechanisms?
  • Why do electronic (e.g., social media) employee voice systems fail?
  • What is the ‘dark side’ of electronic (e.g., social media) employee voice/silence?

Deadline
Potential contributors to the seminar at the IUC Dubrovnik are encouraged to submit an abstract of five pages before January 31st, 2020 electronically via the online submission system of management revue – Socio-Economic Studies using ‘IUC Dubrovnik’ as article section: http://www.mrev.nomos.de/guidelines/submit-manuscript/

Special Issue
All contributors to the seminar are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by August 30th, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due February 28th, 2021. The publication is scheduled for issue 1/2022. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using ‘SI Employee Voice’ 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 journal’s website (http://www.mrev.nomos.de/guidelines/).

Hoping to hear from you!
Simon Fietze
Sylvia Rohlfer
Wenzel Matiaske

References
Barnes, A., Balnave, N., Thornthwaite, L., & Manning, B. (2019). Social media: Union communication and member voice. In P. Holland, J. Teicher, & J. Donaghey (Eds.), Employee voice at work (pp. 91–111). https://doi.org/10.1007/978-981-13-2820-6_5
Barry, M., & Wilkinson, A. (2016). Pro-social or pro-management? A critique of the conception of employee voice as a pro-social behaviour within organizational behaviour. British Journal of Industrial Relations, 54(2), 261–284. https://doi.org/10.1111/bjir.12114
Grant, A. M. (2013). Rocking the boat but keeping it steady: The role of emotion regulation in employee voice. Academy of Management Journal, 56(6), 1703–1723. https://doi.org/10.5465/amj.2011.0035
Holland, P., Cooper, B., & Hecker, R. (2019). Social media at work: A new form of employee voice? In P. Holland, J. Teicher, & J. Donaghey (Eds.), Employee voice at work (pp. 73–89). https://doi.org/10.1007/978-981-13-2820-6_4
Mennie, P. (2015). Social media risk and governance: Managing enterprise risk. London: Kogan Page.
Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725. https://doi.org/10.2307/259200
Wilkinson, A., & Fay, C. (2011). New times for employee voice? Human Resource Management, 50(1), 65–74. https://doi.org/10.1002/hrm.20411
Wood, S. J., & Wall, T. D. (2007). Work enrichment and employee voice in human resource management-performance studies. The International Journal of Human Resource Management, 18(7), 1335–1372. https://doi.org/10.1080/09585190701394150
Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682–696. https://doi.org/10.5465/3069410

MREV – Call for Papers: Good Work: Eroding and New Standards in a Changing World

Guest Editors:
Sven Hauff, Helmut Schmidt University Hamburg
Daniela Rastetter, University of Hamburg

Special Issue
The changing context of work – e.g. though globalisation, intensification of competition, deregulation, growth in employment flexibility, technological changes, digitalization – increasingly triggers debates about the quality of working life and concerns about the well-being of employees. Observations of precarious forms of employment or increasing demands and intensification of work thereby often elicit nostalgic memories of the apparently ‘good old days’ where work was characterized by full-time employment, an adequate income, a permanent contract, and social insurance. However, these ‘old’ standards of ‘good work’ did not apply to all employees and even in the ‘good old days’, work was often characterized by strict hierarchy and low influence, where employees’ interests were largely neglected. Here, modern forms of employment could lead to improvements by providing, for example, more autonomy, involvement, flexible working hours, a better work life balance, and inclusion.

The question of how to evaluate the changes in the world of work is not easy and there are manifold perspectives how to define the standards of ‘good work’. One perspective could be to identify the work and employment conditions that are actually increasing or threatening employee well-being. A particular challenge here is to consider the different dimensions of employee well-being, which includes aspects like physical and mental health, satisfaction, engagement or fairness. Another perspective could be to confront the new developments to the aspirations and values of employees. The latter are also changing since new generations enter the labour market, since women increasingly participate in the labour force, or because migration movements lead to an increasing diversity. Finally, one could contrast the changes with the current regulations in labour and social law concerning employee protection rights, working time and wage standards, social security, and representation of employees’ interests.

In this Special Issue we want to bring together research that addresses the issue of eroding and new standards of ‘good work’ and we encourage researchers to share their thoughts with us. Contributions should address one or more of the following questions:

  • Which standards of good work erode or fade, evolve or change?
  • What are the driving forces behind these changing standards?
  • What influence do digitalisation and globalisation have on the standards of good work?
  • What standards of work are emerging in new forms of organisation such as crowd work platforms?
  • How do individual standards of good work – such as working hours, wages, health and safety, co-determination, trade union representation, or equal opportunities – develop?
  • How can new forms of HRM or business strategies like diversity management support standards of good work?
  • What effects do this change in the standards of good work have on workers and their ability to work and perform?
  • Are standards of good work developing in new fields, for example on the question of religious practice, spirituality and the search for meaning in the workplace?
  • What are the effects for companies and businesses? Which strategies do companies and businesses choose when dealing with new standards, or which strategies lead to new standards?

Deadline
Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by December 30, 2019. All contributions will be subject to double-blind review. Papers invited to a “revise and resubmit” are due June 31, 2020. The publication is scheduled for issue 2/2021. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using “SI Standards of Good Work” 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 journal’s website (http://www.mrev.nomos.de/guidelines/).

Hoping to hear from you!
Sven Hauff
Daniela Rastetter

Travel Grants: Herrenhausen Conference on “The New Role of the State for the Emergence and Diffusion of Innovation” (20-22.02.2019)

We would like to draw your attention to travel grants offered by the Volkswagen Foundation for PhD students or early Post Docs (max. four years since PhD) researching on the topics addressed by the Herrenhausen Conference on “The New Role of the State for the Emergence and Diffusion of Innovation”, taking place in Hanover (Germany) on February 20-22, 2019.

The content of this international conference includes the following topics:

  • Session 1: Does innovation (policy) matter for (economic) growth?
  • Session 2: Societal Transitions and Grand Societal Challenges
  • Session 3: Multiple Roles of the State in Coping with Innovations
  • Session 4: Corporatism and Cooperation
  • Session 5: Policy Instruments to Support Innovative Changes
  • Session 6: Innovation Policy as Inclusive Strategy
  • Debate: “The role of the state is solely defined as curing market or system failures” vs. ” Government shall not infringe upon market forces”
  • Interactive Debate: “How must innovation policy be balanced to deal with economic, ecological, societal and developmental issues?”
  • Lightning Talks by 10 selected young scholars
  • Workshop on Friday (22nd of February) with young scholars to summarize results of the conference in a memorandum

Applicants can win one of 30 travel grants to take part in the Herrenhausen Conference. Successful applicants will get the chance to present their research in poster sessions. The posters will be displayed during the entire conference. The best 10 papers and research ideas will be presented to the audience in lightning talks. Furthermore, the best research paper can win a prize of 1,000 Euro.

The grants include travel expenses to and form Hanover, visa fees (if applicable), as well as accommodation in Hanover. Applicants are to apply until January 13, 2019 by sending all required documents as pdf-files to William Arant (arant@uni-bremen.de). Please note that we are not able to accept applications after this deadline.

Your application should contain the following:

  • A short description of your research focus that explains how your approach tackles the topic addressed above (max. 1,000 characters)
  • An abstract of a current research project or paper (max. 2,000 characters). If you want to participate in the Best Paper Competition, please provide a full research paper instead of the abstract.
  • A short C.V. (max. 1,000 characters)
  • A short list of your most recent publications (max. 5)

Participants will be selected by the steering committee. Acceptance will be based on qualification of the applicant as well as originality and potential of the research project. We willl inform the applicants about the results on January 20th, 2019.

More information on the conference and the travel grants can be found under: https://www.volkswagenstiftung.de/veranstaltungen/veranstaltungskalender/herrenh%C3%A4user-konferenzen/the-new-role-of-the-state-for-diffusion-and-emergence-of-innovation

Sincerely,
Dirk Fornahl, Stefan Kuhlmann and Uwe Cantner

Artificial Intelligence and Digital Transformation in Supply Chain and Logistics – HICL 2019

Hamburg International Conference of Logistics (HICL)

hosted by the Hamburg University of Technology (TUHH) and invite you to participate on the

26 & 27 September 2019
and an additional Ph.D. seminar on the 25 September 2019

Digitalization trends continuous to shape the industrial world opening up new opportunities across a wide range of sectors. Artificial intelligence (AI) is considered a key driver of digital transformation that has the potential to introduce new sources of growth. Besides AI, the recent advances in machine learning and automation have created a whole new business ecosystem. Additionally, customers are demanding more innovative, more diverse and greener products. This creates numerous challenges for all actors in the supply chain; yet, they also present a unique opportunity to create solutions that improve performance and productivity. HICL 2019 focuses on research concepts and ideas that foster the digital transformation in logistics and supply chain with a focus on artificial intelligence. For this year’s theme:

Artificial Intelligence and Digital Transformation in Supply Chain and Logistics

we invite empirical, theoretical, methodological and practical contributions addressing topics related to one of the following tracks:
– Innovation and Technology Management
– Risk and Security Management
– Sustainability and City Logistics
– Maritime and Port Logistics
– Supply Chain Analytics and Blockchain
– Advanced Manufacturing and Industry 4.0

It is our understanding that many of tomorrow’s goals can only be achieved by a constant exchange of ideas within the scientific community. HICL seeks to create an inspiring environment for researchers and professionals to discuss solutions, challenges, and responsibilities companies face in logistics and SCM. We provide a multidisciplinary network and welcome scientific and practical contributions from different disciplines, including Business Administration, Economics, Engineering, Computer Science, Law, and Mathematics. All accepted contributions will be published open access in HICL book series

Submissions will only be accepted through the HICL website: (https://hicl.org/submit/abstract)

The 25th Nordic Workshop on Inter-organizational Research

WORKSHOP PURPOSE
The purpose of the workshop is to stimulate discussion among Ph.D. students and scholars within the area of interorganizational research. The workshop provides an excellent opportunity for the participants to present and discuss their research papers in a constructive and supportive environment. The workshop welcomes contributions from PhD students, post-doc researchers and faculty members. Empirical and conceptual research papers or work-in-progress papers related to inter-organizational research are welcome.

CALL FOR PAPERS
The workshop generally covers all aspects of inter-organizational issues. Relevant themes could be:

  • New perspectives on inter-organizational research
  • Combining Resources in Interorganizational Settings: An Interactive Perspective
  • Interorganizational relationships from a time-, process-, and dynamic perspective
  • Innovation and digitalization in inter-organizational relationships
  • Managing and strategizing in inter-organizational relationships
  • Policymaking in an inter-organizational perspective
  • Interorganizational relationships from the perspectives of internationalization and regionalization
  • Interorganizational relations in a public-private context
  • Methodological issues of inter-organizational research

IMPORTANT DEADLINES
February 1st 2019: Deadline for submission of abstracts of max 300 words (submit via the link on the workshop website www.fek.uu.se/research/nordic-2019)
March 3rd 2019: Deadline for registration
April 5th 2019: Deadline for submission of full paper

PRACTICAL INFORMATION
The workshop will be held at the Department of Business Studies, Uppsala University, Sweden. The workshop starts at 15.00 on Wednesday the 24th of April and ends on Friday 26th no later than 15.00.

REGISTRATION AND CONFERENCE FEES
The workshop fee is 2000 SEK and includes lunches, coffee/tea, dinners, and materials.
There are several hotels available in Uppsala, recommendations will follow.

ORGANIZING COMMITTEE
Susanne Åberg, Chair (Uppsala University)
Tina B. Aune (NTNU, Norwegian University of Science and Technology)
Mads Bruun Ingstrup (University of Southern Denmark)
Annika Tidström (University of Vaasa)

INFORMATION AND CONTACT DETAILS
Website: www.fek.uu.se/research/nordic-2019
E-mail: Nordic2019@fek.uu.se

Call for Papers – German Journal – Sprache, Literatur, Kultur

Wir, das German Journal German Journal sind eine Gruppe enthusiastischer Akademikerinnen, die sich in Chicago, USA gefunden haben. Wir wollen Forschern die Möglichkeit geben, breitgefächert über das “Deutsche” und seinen Platz in der Welt zu reflektieren. Unser Ziel ist es, wissentschaftliche Forschung zu publizieren, die sich mit Literatur, Kultur und Sprache (inklusive Forschung, die sich explizit mit Deutsch als Fremdsprache, oder Zweitsprache, auseinandersetzt) beschäftigt. Artikel werden in Deutsch und in Englisch veröffentlicht. Die nächste Deadline für Einsendungen ist der 10. Dezember 2018.

Call for Papers: Necessary Condition Analysis. Method and Applications (EURAM Conference 2019: “Exploring the Future of Management: Facts, Fashion and Fado”, June 26-28, Lisbon, Portugal)

Track 06_13 – Necessary Condition Analysis. Method and Applications
Necessary Condition Analysis is a novel and promising empirical research methodology that
can be applied in all disciplines. NCA understands cause-effect relations in terms of
“necessary but not sufficient”; this means that without the right level of the condition a certain
effect cannot occur. This is independent of other causes, thus the necessary condition can
be a bottleneck, critical factor, constraint, disqualifier, etc. In practice, the right level of
necessary condition must be put and kept in place to avoid guaranteed failure. Other causes
cannot compensate for this factor. By adding a different logic and data analysis approach,
NCA adds both rigor and relevance to theory, data analysis, and publications.

The aim of this track is to bring together researchers who are already applying the method
or interested in using it. NCA is a user-friendly method that requires no advanced
statistical or methodological knowledge beforehand. However, since NCA is a
rather newmethodology, several questions remain. This track will provide the opportunity for
methodology focused discussions and exchange of experience. We will focus on the
foundations of the method, its application in different disciplines, and its advantages in
comparison to other methods (e.g., regression-based methods, QCA). Therewith, the track
will not only help to advance ongoing research projects but also serves as a multidisciplinary
forum to explore the latest research, applications, and developments surrounding the use of
NCA.

We encourage submissions of advanced research projects (full paper, competitive sessions)
as well as work in progress (extended abstract, paper and idea development sessions).
Papers are welcome from any field as long as they use NCA either as core method or a
complement to other methods.

For more information on NCA please visit the NCA website (www.erim.nl/nca) or read NCA’s
core paper (free access): Dul, J. (2016) Necessary Condition Analysis (NCA): Logic and
methodology of “necessary but not sufficient” causality, Organizational Research Methods,
19(1), 10-52.

Proponents:
Sven Hauff, Helmut Schmidt University;
Jan Dul, Rotterdam School of Management;
Florence Allard-Poesi, Université Paris-Est;
Nicole Richter, University of Southern Denmark