Archiv der Kategorie: Call for Papers

CfP: EURAM 2020 Track 03_09 & management revue – Socio-Economic Studies Special Issue – 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 behaviour, 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.

CfP: 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/

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/).

CfP: 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/).

CfP: Schwerpunktheft der Industriellen Beziehungen (Heft 4/2020): Tarifpolitik und Tarifautonomie

Gastherausgeber*Innen: Ingrid Artus, Reinhard Bahnmüller, Reinhard Bispinck

Der Umbau des Tarifsystems in Deutschland und Europa ist seit längerem im Gang. Als abgeschlossen kann die Entwicklung nicht betrachtet werden. In Deutschland geht die Tarifbindung der Betriebe und der Beschäftigten weiter zurück, konditionierte Tarifunterschreitungen mit Abkommen auch auf betrieblicher Ebene sind zu einem Dauerelement des Tarifsystems geworden. Im Dienstleistungssektor besteht ein Flickenteppich verschiedener kollektiver Regulierungen sowie komplett unregulierter Zonen. Wohin entwickelt sich das Tarifsystem? Welche Ansätze zur Stützung von unten und von oben gibt es und welche Effekte lassen sich ausmachen? Welche Funktionen und Effekte haben Verbände ohne Tarifbindung (OT)? Und welche Entwicklungen lassen sich vergleichend auf europäischer Ebene beobachten? Auch die Themen der Tarifpolitik und die Art ihrer Regulierung wandeln sich, etwa in der Arbeitszeitpolitik, der Entlohnung, der Leistungsregulierung, der Qualifizierung oder der Gleichstellungspolitik. Tarifpolitik, Mindestlohnpolitik und Sozialpolitik verschränken sich in neuer Weise. Streiks haben vor allem im Dienstleistungssektor zugenommen, aber auch in der Metall- und Elektroindustrie wird mit neuen Streikformen experimentiert. Welche Erfahrungen wurden gemacht? Wie entwickelt sich das Verhältnis von Konflikt und Kooperation – in Deutschland und europaweit? Ist die europäische Koordinierung der gewerkschaftlichen Tarifpolitik am Ende? Ist ein europäischer Mindestlohn ein zukunftsfähiger Ansatz? Und welche Chancen und Grenzen gibt es für eine Tarifpolitik in international agierenden Unternehmen? Erwünscht sind Beiträge, die folgende Themen bzw. Themenfelder adressieren:

Themenfeld 1: Tarifsystem

  • Wie entwickelt sich die Tarifbindung? Entwicklungstrends und ihre Ursachen (Branchen- und regionale Differenzierung, Fragmentierung der Unternehmen, OT-Verbände)
  • Was heißt Tarifbindung heute? Abweichungen von der Fläche: Theorie, Praxis und Perspektiven („Pforzheimer Abkommen“, Beschäftigungssicherungs-TV, Öffnungsklauseln, Anerkennungs-TVs, Firmen-TVs etc.
  • Stärkung der Tarifbindung als Programm und Politik.
    • Stärkung von unten (Erschließungsprojekte, Konflikte um Tarifbindung).
    • Stärkung von oben und die Rolle des Staates (Allgemeinverbindlichkeit, Vergabegesetze, steuerliche Anreize etc.).
    • Strategien der Arbeitgeberverbände (z. B. Annäherung an die Fläche durch OT-Verbände?)
    • Stärkung durch Differenzierung bzw. Modularisierung?
  • Gibt es neue Akteure der Tarifpolitik? Wie verändert sich die Rolle der Betriebsräte? Welchen Einfluss haben Gewerkschaften jenseits des DGB? Was passiert in Zonen jenseits des Tarifsystems?

Themenfeld 2: Themen bzw. Regulierungsfelder der Tarifpolitik

  • Arbeitszeit und Tarifpolitik: Arbeitszeitgestaltung und/oder Arbeitszeitverkürzung (Optionsmodelle, Work-Life-Balance)
  • Tarifpolitik und Entlohnung:
    • Tarifpolitik und Entgeltgleichheit – (k)ein Thema?
    • Entgeltstrukturpolitik und die Aufwertung von Care-Arbeit
    • Mindestlohn und Tarifpolitik: national und europäischer Mindestlohn
    • Agilität als Herausforderung für die Tarifpolitik
  • Tarifpolitik und Leistung (Leistungsentlohnung und Leistungsentgrenzung, Mindestbesetzung)
  • Tarifpolitik und Qualifizierung
  • Tarifpolitik und Sozialpolitik (u. a. Alterssicherung, Gesundheit und Pflege, Teilzeit/Vollzeit, Leiharbeit)

Themenfeld 3: Konflikt und Kooperation

  • Streiks: Formen, Themen, Häufigkeit, Beteiligung; Mobilisierungsformen; Organizing
  • Abschied von der „Konfliktpartnerschaft“?

Themenfeld 4: Europäische und grenzüberschreitende Tarifpolitik

  • Europäische gewerkschaftliche Koordinierung – (k)ein aktuelles Thema?
  • Vergleichende Analysen zur Entwicklung von Tarifsystemen in Europa
  • Tarifpolitik in international agierenden Unternehmen (etwa. Ryanair, Amazon); gewerkschaftliche Organisierung entlang von Wertschöpfungsketten
  • Regulierung auf supranationaler Ebene (z. B. ILO, Codes of conduct, Local Governance Policy etc.)

Die Einreichungsfrist endet am 10.01.2020.

Weitere Informationen

CfP: Schwerpunktheft der Industriellen Beziehungen (erscheint 2021): Interessenvertretung in (globalen) Wertschöpfungsnetzwerken

Gast-Herausgeber*Innen: Nora Lohmeyer, Jörg Sydow

Wertschöpfungsnetzwerke, die sich nicht selten über Ländergrenzen hinweg erstrecken, sind in der Regel durch komplexe Arbeitsbeziehungen gekennzeichnet. Ein Teil dieser Komplexität ist der geographischen Streuung von Wertschöpfung und der damit einhergehenden Vielfalt institutioneller Kontexte, inklusive rechtlicher und kultureller Unterschiede, geschuldet. Zudem tragen auch die für Netzwerke typische Desintegration von Arbeitnehmer*Innen und multiple Arbeitgeber*Innen sowie plurale Governance-Strukturen zu dieser Komplexität bei. Diese Bedingungen stellen die Interessenvertretung in und außerhalb von Betrieben und Unternehmen vor besondere Herausforderungen. Ausgehend von einem weiten Verständnis von Interessenvertretung, das neben den Interessen der Arbeitenden heutzutage auch jene anderer gesellschaftlicher Gruppen mehr oder weniger mit einschließt, stellen sich der Forschung und Praxis der industriellen Beziehungen u. a. folgende Fragen:

  • Wie lässt sich Interessenvertretung in (globalen) Wertschöpfungsnetzwerken angesichts dieser spezifischen Bedingungen organisieren? Vor welchen Herausforderungen steht sie angesichts geographisch verzweigter Produktionsstandorte und komplexer Arbeitgeber*Innen-Arbeitnehmer*Innen-Beziehungen? Führen etwa non-territoriale Arbeitsplätze zu einem Verlust von Gesprächs- und gemeinsamen Erfahrungsräumen in den Belegschaften und gibt es Ansätze für neue (auch virtuelle) Räume der kollektiven Verständigung? Und welche Möglichkeiten der Interessenvertretung bestehen angesichts gravierender und eher zunehmender Machtunterschiede zwischen den Akteuren und angesichts der häufig schwach ausgeprägten gewerkschaftlichen Strukturen, gerade im sogenannten „globalen Süden“?
  • Welche (Kollektiv-)Akteure spielen neben den traditionellen Partnern – gerade in globalen Wertschöpfungsnetzwerken – eine Rolle? Welche Kooperationsformen und Konflikte ergeben sich aus neuartigen Akteurskonstellationen? Mithilfe welcher Praktiken lassen sich Kooperation zum Beispiel zwischen Gewerkschaften und auf nicht nur Arbeitsbeziehungen sondern auch Konsumverhalten gerichteten NGOs gestalten?
  • Welche Möglichkeiten bieten sich angesichts der genannten erschwerten Bedingungen sowie der Durchsetzung globaler neoliberaler Ideologien – die Standortwettbewerb, Individualität und Selbstorganisation betonen – für die Entwicklung neuartiger Formen der Interessenvertretung, wie z. B. Worker Participation Committees? Und wie verhalten sich diese zu traditionellen Formen der Interessenvertretung?
  • Wie lassen sich aktuelle Politik- und Governance-Ansätze (transnationaler) industrieller Beziehungen wie etwa „global framework agreements“ (GFAs) und „multifirm transnational industrial relations agreements“ (TIRAs) bewerten; welcher neuen Ansätze bedarf es und wie verhalten sie sich zu strategischen Ansätzen unternehmerischer Nachhaltigkeit und Verantwortung (CSR)?

Erwünscht sind folglich sowohl Beiträge, die sich empirisch mit den strukturellen Voraussetzungen, Grundlagen und Hemmnissen für Interessenvertretung in (globalen) Wertschöpfungsnetzwerken befassen, wie auch solche, die Praktiken der Interessenvertretung in den Blick nehmen und „promising practices“-Beispiele aufzeigen. Auch Beiträge, die die Interessenvertretung in (globalen) Wertschöpfungsnetzwerken aus theoretischer Perspektive betrachten und Vorschläge zur Weiterentwicklung entsprechender Forschungsmethoden ausarbeiten, sind sehr willkommen.

Die Einreichungsfrist endet am 15.04.2020.

Weitere Informationen

CfP: Intricacies of Organizational Stability and Change: Historical Imprints, Path Dependencies and Beyond (EGOS 2020 Hamburg – Subtheme 31)

Convenors: Christopher Marquis, Georg Schreyögg, Jörg Sydow

This sub-theme seeks to bring together researchers from all over the world who study how organizations deal with change when they are confronted with processes that promote stability, including imprinting, path dependence and inertia more generally. The aim is to foster exchange of fresh empirical insights and new theoretical ideas to further understand stabilizing and destabilizing mechanisms in organizations and inter-organizational relations. The sub-theme connects to the general theme of the 36th EGOS Colloquium – “Organizing for a Sustainable Future: Responsibility, Renewal & Resistance” – by examining the dynamics of resistance and renewal in and between organizations. It focuses on the dialectics of making use of routines, its reinforcement and unintended consequences in terms of rigidities, dysfunctional flips, organizational conservatism, and related processes.

The field of stabilizing dynamics – or more generally, the tension between stability and change – provides a particularly advantageous context for exploring the consequences of change efforts as they are developing on different levels: group, organizational, inter-organizational and organizational field, embedded in different institutional environments and numerous strategic contexts. At the same time, research on such types of processes and the evolution of organizational dynamics could benefit from EGOS, as the Colloquium provides a particularly fruitful context for bringing together research from a wide variety of disciplines, theoretical backgrounds, and institutional settings. The sub-theme wishes to attract both high-quality contributions that are ready to be submitted to a research journal as well as research in progress that explores these challenging issues. It seeks to provide an opportunity for engaging in constructive dialogue and to encourage mutual learning among participating scholars. We particularly invite contributions that focus on one or more of the following issues:

  • The role of initial conditions, internal and external to an organization, for triggering stabilizing dynamics in terms of imprinting, path dependence and inertial alignments
  • Making stabilizing dynamics reflexive in everyday organizing
  • Stabilizing processes as systemic forces that transcend individual routine compliance
  • Self-reinforcing processes as drivers of stabilizing dynamics
  • Diffusion of stabilizing and change dynamics and contextual factors that foster their emergence
  • Processes and interventions likely to modify or to stop stabilizing dynamics (e.g. external shocks, paradoxical interventions, charismatic leadership or unlearning)
  • Re-conceiving the tension between stabilizing and change dynamics as multi-level-phenomena

Papers studying such issues and related topics, empirically or conceptually, comparatively or monographically, with regard to recent or historical developments, are cordially invited.

Deadline for the submission of short papers: January 14, 2020

For further information

CfP: 82. Jahrestagung des Verbandes der Hochschullehrer für Betriebswirtschaft

Die 82. Jahrestagung des Verbandes der Hochschullehrer für Betriebswirtschaf wird vom 17.03. bis 20.03.2020 an der Goethe-Universität Frankfurt am Main stattfinden.

Sie sind herzlich dazu eingeladen, Beiträge zu fachspezifischen Themen Ihrer Forschung einzureichen.

Am ersten Hauptkonferenztag, Mittwoch, den 18.03., soll das Generalthema der Konferenz „Digitale Transformation“ im Fokus stehen.

Die „Digitale Transformation“ gewinnt nicht nur für Unternehmen stetig an Bedeutung, sondern auch in sämtlichen Bereichen der Betriebswirtschaft als wissenschaftliche Disziplin und erweist sich hier als verbindendes Element. Aus diesem Grund begrüßen wir es, wenn Sie mit den von Ihnen eingereichten Beiträgen auch einen Bezug zu Digitalisierung oder digitalen Transformationsprozessen und dadurch zum Generalthema der Jahrestagung herstellen möchten. Im Anhang findet sich der Call for Papers mit Informationen zu den verschiedenen Formaten (Vorträge, Symposien und Posterslamsession).

Insbesondere laden wir Sie dazu ein, aktuelle Forschungsarbeiten für das offene Programm einzureichen. Bitte geben Sie diesen Aufruf in Ihren Fachbereichen auch an jüngere Kolleginnen und Kollegen weiter und ermutigen Sie diese zur Teilnahme an der Jahrestagung oder zur Mitgliedschaft im VHB. In diesem Zusammenhang möchten wir besonders die Chance für junge Wissenschaftlerinnen und Wissenschaftler hervorheben, auch unfertige Paper, Forschungsvorhaben und Projektideen zu präsentieren. Dazu besteht explizit im schwerpunktübergreifenden Format der „Posterslamsession“ die Möglichkeit. Teilweise ist auch bei den schwerpunktbezogenen Tracks kein Full Paper für die Einreichung nötig.

Wir freuen uns bereits, Dr. Theodor Weimer, Vorstandsvorsitzender der Deutschen Börse, und Prof. Dr. Bernd Skiera, Professor für Electronic Commerce, als Keynote Speaker zur Konferenzeröffnung am Abend des 17. März begrüßen zu dürfen. Dr. Theodor Weimers Vortrag trägt den Titel „Digitalisierungsdilemmata der deutschen Wirtschaft“ und Prof. Dr. Bernd Skiera wird zur Frage „Wie teuer ist mehr Privatsphäre im Internet für die werbetreibende Industrie“ vortragen.
Am 18. März erwartet alle Teilnehmenden ein abwechslungsreiches Programm mit Sessions zu Themen von „Plattformökonomie“, „Kausalität bei Machine Learning“ bis zu „Consumer Privacy im Internet“ und „Digitale Transformation im Gesundheitswesen.“

Vielseitige Veranstaltungsformate sollen eine Plattform für Fragestellungen, Diskussionen und kritische Auseinandersetzungen zum Generalthema sowie zu weiteren betriebswirtschaftlichen und fachübergreifenden Themen bieten. Über die genauen Programminhalte werden wir Sie regelmäßig informieren.

Eine Übersicht über die Struktur des Programms sowie alle weiteren Informationen finden Sie auf der Konferenz-Website www.bwl2020.org.

Schließlich möchten wir Sie auf das Sonderheft der Verbandszeitschrift Business Research zum Generalthema der Konferenz „Digitale Transformation“ hinweisen. Auch hier laden wir Sie und Ihre Kolleginnen und Kollegen herzlich ein, Manuskripte einzureichen.

Die Einreichungsfrist, sowohl für die Tagung als auch für das Sonderheft, endet am 15.10.2019.

CfP: International Human Resouce Management Conference in Paris 2020

The 16th International Human Resource Management Conference, which will take place on June 2-5, 2020 at ESCP Europe, Paris, France.

The 2020 International HRM conference is linked to the IJHRM Special Issue on “New ways of working: Understanding the implications for employees across different cultural and organisational contexts”. Authors have the opportunity to submit a paper to the conference and participate in a developmental session, before submitting the manuscript to the IJHRM. The guest editors invite authors to submit abstracts via www.ihrm2020.org. In case the abstracts have been accepted, the authors will upload a full paper to the conference in May 2020.

Invitation for the submission of abstracts

Deadline for the submission of abstracts for the conference: December 1, 2019

CfP: Special Issue im International Journal of Human Resource Management: „New ways of working Understanding the implications for employees across different cultural and organisational contexts“

Guest editors:  Kerstin Alfes, Argyro Avgoustaki, T. Alexandra Beauregard, Almudena Cañibano, Maral Muratbekova-­Touron

The objective of the special issue is to bring together research, which explores the implications of new ways of working for employees’ attitudes, performance, and wellbeing. The guest editors welcome theoretical and empirical submissions which provide a more nuanced understanding of how employees experience and are affected by work in less traditional work structures in order to depict a holistic picture of contemporary work arrangements. Specifically, the guest editors are interested in studies which explore how employees experience telecommuting, holacracy, empowerment‐based team structures, amongst others. They also encourage submissions which analyse how employees react to organisational changes driven by digitalisation and artificial intelligence. Moreover, they welcome studies which analyse the positive and negative implications of platform-based employment structures and algorithmic management, i.e. management via automated digital platforms (e.g. Amazon, Lyft, Uber, etc.) for employees. Potential research areas include, but are not limited to:

  • Individual experiences of new ways of working
  • The implications of new ways of working for employees over time
  • The increasing segmentation of the workforce and the implications of new ways of working for different sub-groups of the workforce
  • The implication of algorithmic management for employees’ careers and wellbeing
  • Digitalisation and new ways of working
  • Changing approaches to work in diverse cultural and institutional contexts

This special issue is linked to the 2020 International HRM conference hosted at ESCP Europe’s Paris campus in June 2020. Authors have the opportunity to submit a paper to the conference and participate in a developmental session, before submitting the manuscript to the IJHRM. The guest editors invite authors to submit abstracts via www.ihrm2020.org. In case the abstracts have been accepted, the authors will upload a full paper to the conference in May 2020.

Deadline for the submission of Full Papers: 31 July 2020

Invitation for the submission of abstracts

 

 

CfP: 15th Organization Studies Summer Workshop 2020: “Organizing Sustainably”

The objective of this workshop is to go beyond established ways of thinking about sustainability and towards understanding how new forms of organizing – such as more participatory and distributed models (Ferraro, Etzion & Gehman, 2015) – can contribute to the sustainable usage of environmental, social, and economic resources in ways that avoid their degradation and exhaustion through models that will themselves be enduring. This includes addressing the questions of why unsustainable forms of organizations persist, how established organizations can be restructured sustainably, and what makes alternative forms of organization (un)sustainable.

Overall, they seek contributions from a wide range of theoretical perspectives and methodological approaches. Specifically, their intention is to bridge diverse but established areas for sustainability research such as corporate social responsibility, diversity management, employment relations, employee health and wellbeing, environmentalism and business ethics with wider organizational scholarship on social movements, non-governmental and third sector organizations, public policy and local community organizing and, more broadly, research on the post-corporate economic organization. They hereby aim to provide opportunities for new connections across proximate disciplines, including management studies, (comparative) political economy, business ethics, social movement theory, economic sociology, the sociology of work and industrial relations, while retaining a clear focus on organizations and practices of organizing. They explicitly encourage submissions from less well-represented regions, where organizational alternatives are often to be found, as well as internationally comparative work. They are also keen to receive work that bridges or challenges existing approaches, or highlights the trade-offs and dilemmas among different sustainability goals.

Deadline: 6thDecember of 2019

For further information