Call for Papers: Sustainable HRM and New Ways of Working

Track Proponents & Guest Editors:
Simon Jebsen, University of Southern Denmark
Konstantina Tzini, CUNEF University Madrid, Spain
Sylvia Rohlfer, CUNEF University Madrid, Spain
Abderrahman Hassi, Al Akhawayn University Ifrane, Morocco

EURAM 2024 SIG 09_04 Organisational Behaviour Track & MREV Special Issue

Companies, employees, and scholars alike have taken a growing interest in sustainable HRM (Ehnert et al., 2016; Stahl et al., 2020), especially in the face of current trends in the workplace – like remote working and digitalization – in the post-COVID-19 era (McKinsey Global Institute, 2021). Since HRM practices affect not only employees but also the human, social, and environmental firm context (Rothenberg et al., 2017), developing more sustainable HRM systems can enhance social sustainability (Ehnert, 2009; Pfeffer, 2010) and help organizations not only to reach their corporate sustainability (Taylor et al., 2012) but also traditional performance goals, thereby addressing the some of the grand challenges of nowadays society (George et al., 2016).

To achieve these organisational goals, however, the response of employees, work teams, and managers to sustainable HRM practices is crucial, as they hold a primary role in the success of sustainable HRM (Paulet et al., 2021). The common view is that sustainable HRM will positively affect employees (Aust et al., 2020) and that innovative workplace practices are welcomed, therefore assuming favourable responses at the individual level and, consequently, positive outcomes at the organisational level.

The growing embracement of sustainable HRM and innovative work practices in today´s changing workplace provides excellent research opportunities to study its multifaceted, under-explored outcomes and to contribute to “Fostering Innovation for Grand Challenges”. This track explores the impact of sustainable HRM and workplace innovation on employee attitudes and behaviours, the interplay of sustainable and innovative practices with other corporate initiatives, and its ultimate link to organization-level outcomes.

Possible themes include:

• The impact of different sustainable HRM and innovative work practices on shaping employee attitudes and behaviours at the individual and group levels. Empirical evidence of positive (e.g., employee well-being, engagement) and negative outcomes for employees (e.g., burden requirements, unethical behaviours) is welcome.
• Organisational value creation and outcomes of using innovative and sustainable HRM (e.g., innovation, performance).
• Possible synergies or redundancies stemming from combining sustainable and innovative work practices and other corporate sustainability initiatives and their effect on individual and organisational outcomes.
• Interplay between sustainable work practices, workplace innovation, and current trends in the workplace, such as remote work and digitalisation, and their effect on individual employee attitudes, behaviour, and performance.

We look forward to receiving your contributions.

Simon Jebsen (simonf@sam.sdu.dk), Konstantina Tzini, Sylvia Rohlfer, Abderrahman Hassi

This call for papers is related to a European Academy of Management (EURAM) track. We encourage interested colleagues to submit and present their research at the conference. However, it is possible to contribute to the special issue without joining the conference.

European Academy of Management (EURAM)

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 various research management themes and traditions. EURAM 2024 is from 25 to 28 June 2024 at the University of Bath, School of Management, UK.

The deadline for paper submission is 11 January 2024 (2 pm Belgium time). Contributors are notified of acceptance in mid-March. Further information about the deadlines and important other dates can be found on the EURAM homepage. The 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 advance the study of management, organisation, and industrial relations. The journal publishes articles contributing to theory from several disciplines, including business and public administration, organisational behaviour, economics, sociology, and psychology. Reviews of books relevant to management and organisation studies are a regular feature.

All contributors to the EURAM track are invited to submit their papers for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue must be submitted by 30 September 2024. All contributions will be subject to double-blind reviews. Papers invited to a ‘revise and resubmit’ are due 31 March 2025. The publication is scheduled for issue 3/2025. Please submit your papers electronically via the online submission system using ‘SI Sustainable HRM’ as the article section.

The manuscript length should not exceed 9,000 words (excluding references), and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each page. Further, please follow the guidelines on the journal’s homepage.

References

• Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM? Human Resource Management Review, 30(3). https://doi.org/10.1016/j.hrmr.2019.100705
• Ehnert, I. (2009). Sustainability and human resource management: reasoning and applications on corporate websites. European Journal of International Management, 3(4), 419–438. https://doi.org/10.1504/EJIM.2009.028848
• Ehnert, I., Parsa, S., Roper, I., Wagner, M., & Muller-Camen, M. (2016). Reporting on sustainability and HRM: a comparative study of sustainability reporting practices by the world’s largest companies. The International Journal of Human Resource Management, 27(1), 88–108. https://doi.org/10.1080/09585192.2015.1024157
• George, G., Howard-Grenville, J., Joshi, A., & Tihanyi, L. (2016). Understanding and Tackling Societal Grand Challenges through Management Research. Academy of Management Journal, 59(6), 1880–1895. https://doi.org/10.5465/amj.2016.4007
• Lund, S., Madgavkar, A., Manyika, J., Smit, S., Ellingrud, K., & Robinson, O. (2021). The future of work after COVID-19. McKinsey & Company. https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19
• Paulet, R., Holland, P., & Bratton, A. (2021). Employee Voice: The Missing Factor in Sustainable HRM? Sustainability: Science Practice and Policy, 13(17), 9732. https://doi.org/10.3390/su13179732
• Pfeffer, J. (2010). Building Sustainable Organizations: The Human Factor. Academy of Management Perspectives, 24(1), 34–45. https://doi.org/10.5465/AMP.2010.50304415
• Rothenberg, S., Hull, C. E., & Tang, Z. (2017). The Impact of Human Resource Management on Corporate Social Performance Strengths and Concerns. Business & Society, 56(3), 391–418. https://doi.org/10.1177/0007650315586594
• Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3). https://doi.org/10.1016/j.hrmr.2019.100708
• Taylor, S., Osland, J., & Egri, C. P. (2012). Guest editors’ introduction: Introduction to HRM’s role in sustainability: Systems, strategies, and practices. Human Resource Management, 51(6), 789–798. https://doi.org/10.1002/hrm.21509

*** Apologies for any cross-postings ***

Call for Papers: Sustainability at Work: HRM Practices and Their Impact on Employees and Firm Outcomes 

Guest Editors:
Konstantina Tzini, CUNEF University Madrid, Spain
Sylvia Rohlfer, CUNEF University Madrid, Spain
Abderrahman Hassi, Al Akhawayn University Ifrane, Morocco
Simon Jebsen, University of Southern Denmark

EURAM 2023 SIG 09 Organisational Behaviour Track 09 & MREV Special Issue

Companies, employees, and scholars alike have taken a growing interest in sustainable HRM (Ehnert et al., 2016; Stahl et al., 2020), especially in the face of current trends in the workplace – like remote working and digitalisation – in the post-COVID-19 era (McKinsey Global Institute, 2021). Since HRM practices affect not only employees but also the human, social, and environmental firm context (Rothenberg et al., 2017), developing more sustainable HRM systems can enhance social sustainability (Ehnert, 2009; Pfeffer, 2010) and help organisations reach their corporate sustainability goals (Taylor et al., 2012).

To achieve these organisational goals, however, the response of employees, work teams, and managers to sustainable HRM practices is crucial, as they hold a primary role in the success of sustainable HRM (Paulet et al., 2021). The common view is that sustainable HRM will positively affect employees (Aust et al., 2020), therefore assuming favourable responses at the individual level and consequently positive outcomes at the organisational level.

The growing embracement of sustainable HRM in today’s changing workplace provides excellent research opportunities to study its multifaceted, under-explored outcomes and to contribute to “Transforming Business for Good”. This track explores the impact of sustainable HRM on employee attitudes and behaviours, the interplay of sustainable HRM with other corporate initiatives and changing work practices, and its ultimate link to organisational-level outcomes.

Possible themes include but are not limited to:

1. The impact of different sustainable HRM practices on shaping employee attitudes and behaviours at the individual and group level. Empirical evidence of both positive (e.g., employee well-being, engagement) and adverse outcomes for employees (e.g., burden requirements, unethical behaviours) are welcome.
2. Organisational value creation and outcomes of using sustainable HRM (e.g., sustainable employment, innovation, performance)
3. Possible synergies or redundancies stemming from the combination of sustainable HRM and other corporate sustainability initiatives and their effect on individual and organisational level outcomes
4. The interplay between sustainable HRM and current trends in the workplace, such as remote work and digitalisation, and their effect on individual employee attitudes, behaviour, and performance.

We look forward to receiving your contributions.

Konstantina Tzini (konstantina.tzini@cunef.edu), Sylvia Rohlfer, Abderrahman Hassi, Simon Jebsen

This call for papers is related to a European Academy of Management (EURAM) track. We encourage interested colleagues to submit and present their research at the conference. However, it can contribute to the special issue without joining the conference.

European Academy of Management (EURAM)

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 various research management themes and traditions. EURAM 2023 is from 14 to 16 June 2023 at Trinity Business School in Dublin, Ireland.

The deadline for paper submission is 10 January 2023 (2 pm Belgium time). Contributors are notified of acceptance in mid-March. Further information about the deadlines and important other dates can be found on the EURAM homepage. The 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 advance the study of management, organisation, and industrial relations. The journal publishes articles contributing to theory from several disciplines, including business and public administration, organisational behaviour, economics, sociology, and psychology. Reviews of books relevant to management and organisation studies are a regular feature.

All contributors to the EURAM track are invited to submit their papers for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue must be submitted by 30 September 2023. All contributions will be subject to double-blind reviews. Papers invited to a ‘revise and resubmit’ are due 31 March 2024. The publication is scheduled for issue 3/2024. Please submit your papers electronically via the online submission system using ‘SI Sustainability at Work’ as the article section.

The manuscript length should not exceed 9,000 words (excluding references), and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each page. Further, please follow the guidelines on the journal’s homepage.

References

Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in Sustainable HRM? Human Resource Management Review, 30(3), 100705.

Pfeffer, J. (2010). Building sustainable organisations: the human factor. Academy of Management Perspectives, 24(1), 34-45.

Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3), 100708.

Taylor, S., Osland, J., Egri, C.P. (2012). Introduction to HRM’s role in sustainability: Systems, strategies and practices. Human Resource Management, 51(6), 789-798.

Das WSI – Wirtschafts- und Sozialwissenschaftliches Institut der Hans-Böckler-Stiftung veranstaltet am 09.-10. November 2021 eine Promotionswerkstatt zum Thema “Gesellschaftliche Polarisierungen und die Suche nach Solidarität“.

Nach all den Monaten voller Online-Formate und verschobener oder ausgefallener Nachwuchskonferenzen wollen wir Promovierenden einen Raum bieten, sich auszutauschen: Die Veranstaltung zielt darauf, einen Diskussionsraum für Forschungsvorhaben zu eröffnen, Einblicke in den Wissenschaftsbetrieb zu geben und am nächsten Tag gemeinsam das „WSI-Herbstforum 2021: Solidarität in der Krise“ zu besuchen. Neben einer Keynote durch Prof. Dr. Bettina Kohlrausch, Wissenschaftliche Direktorin des WSI, der Vorstellung von Promotionsarbeiten und einem Promotionsprojekt-Speednetworking steht deshalb auch ein kurzer Workshop auf dem Programm, wie man sich gut durch das Dickicht an Fallstricken wissenschaftlicher Konferenzen schlägt.

Wann? 09. November 2021 ab 14 Uhr – 10. November 2021 ca. 17 Uhr
Wo? Berlin
Wie? Vorrangig in Präsenz, sofern es die Pandemielage erlaubt

Interessierte Promovierende bewerben sich bis zum 15. September 2021 mit einem kurzen Abstract an herbstforum-werkstatt@boeckler.de

Weitere Informationen finden Sie im Call: https://www.boeckler.de/pdf/wsi_herbstforum_call_promotionswerkstatt_2021.pdf

Bei Fragen wenden Sie sich gerne an Magdalena Polloczek (magdalena-polloczek@boeckler.de / 0211-77 78 333)

“Urban and Regional Infrastructures”
WED 29 September – SAT 2 October 2021 in Vienna

The ARL – Academy for Territorial Development in the Leibniz Association in cooperation with the University of Vienna is inviting applications for the ARL International Summer School 2021 on “Urban and Regional Infrastructures”, which will take place from Wed. 29 September to Sat. 2 October, 2021 in Vienna (the arrival is scheduled for 28 September 2021). Advanced master and doctoral students from all disciplines are invited to apply. The summer school will be held in English. The deadline for applications is 11th April 2021.

Please see the call for applications for further information on the event, the terms of participation, and information on the application process:

https://www.arl-net.de/en/projekte/arl-international-summer-school-2021

For further questions, please contact Dr. Lena Greinke (greinke@arl-net.de, +49 (0)511 34842 34).

Guest Editors:
Simon Fietze, Martin Senderovitz, & Jesper Raalskov, University of Southern Denmark

Special Issue

SMEs play a significant role in economic development. They stimulate competition and create jobs by developing new technologies and products. However, SMEs’ are often prevented from realizing their potential due to internal and external constraints. To deal with these constraints, on the one hand, international, national and regional policies support a number of initiatives to assist SMEs’ growth and development. On the other hand, the dynamic competitive landscape of the twenty-first century is highlighting an increased need for SMEs to emphasize the managerialization of their organizational structure and processes as well as the professionalization of individuals involved in the organization to ensure long-term survival and growth.

Research on managerialization has shown, that SMEs are characterized by a lower adoption of managerial processes, because of the strong linkages between manager and company. In addition, there is a lack of management knowledge at different levels. It is commonly highlighted 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.

In addition, decisions in SMEs are also determined by the institutional and contextual factors and in consequence how much of their potential is realized (e.g. innovation). The Nordic context and their countries’ business systems have during the last few years served as exemplary models for practitioners from business, politics, and research. The Northern European countries are among the most competitive economies, have a well-developed welfare system and a large public sector. These qualities have raised an increased interest both among practitioners and scholars alike to understand the “success” mechanisms of the Nordic business systems.

Based on these considerations, the purpose of this special issue of management revue – Socio-Economic Studies is to enhance our understanding of management practices in SMEs from a Nordic and comparative perspective. Topics may include, but are not limited to the following issues:

• What institutional conditions determine management practices in SMEs?
• What is the role of managerial mechanisms and professional managers in SMEs and family firms’ development and growth?
• How do social- and environmental considerations influence management practices in SMEs in a Nordic context?
• What is the role of HR in developing management practices in SMEs?
• How does talent management impact SMEs’ development and growth?

This is not an exhaustive list.

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 advance 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.

Deadline

Full papers for this special issue must be submitted by 30 September 2020. All contributions will be subject to double-blind reviews. Papers invited to a ‘revise and resubmit’ are due 31 March 2021. The publication is scheduled for the issue 3/2022. Please submit your papers electronically via the online submission system using ‘SI Management in SMEs’ as article section.

Submission Guidelines

Manuscript length should not exceed 10,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 2.5 cm on each side of the page. Further, please follow the guidelines on the journal’s homepage.

Hoping to hear from you!

Simon Fietze
Martin Senderovitz
Jesper Raalskov