Embedded in a background of multi-level crises (e.g. Covid-19, violent-conflict, inflation, climate-change, growing social inequalities), and growing threats to the commons (democratic freedom, human rights, ecological integrity), our call can be considered a response to an urgency for business and HRM to adopt a more societal role and to critically reflect on the impact of HR policies, strategies and practices on wider societal and ecological shared “Common-Good” interests.

While scholarly concepts of and approaches to sustainable HRM are diverse (e.g. Aust et al., 2020), our aim of this conference is to offer an opportunity for international scholars to present and discuss how and when our research can have a real-life impact by making contributions to today’s sustainability challenges as framed through the United Nations’ Sustainable Development Goals (SDGs) and beyond.

We welcome high-quality contributions and work-in-progress submissions across diverse research fields and theoretical backgrounds that could help advance our understanding of how to develop, initiate, implement and sustain a “Common-Good HRM” within the workplace from a broad range of complementary perspectives, e.g. Socio-Economics, Business-Ethics, Organizational studies and Sustainable HRM.

Potential areas of interest include, but are not limited to:

• Defining the purpose and boundaries of different conceptual and empirical manifestations of Sustainable HRM
• Exploring the intended (‘bright side’) and unintended (‘dark side’) of Sustainable HRM
• Exploring the gap between greater sustainability challenges (SDGs) and HRM or employment relations practices
• Contributions of “Common-Good HRM” practices to grand sustainability challenges such as climate change, social inequalities etc.
• Responses to challenges to a “Common-Good HRM” paradigm that materialize in tensions,
  contradictions or paradoxes of shareholder and stakeholder, business and society interests.
• Mixed-methods approaches to investigating workplace “Common-Good HRM” policy and practices and in capturing respective antecedents and outcomes
• Comparative research into the process and outcomes of determining key issues and policies for “Common-Good HRM” within and between both alternative “purpose-driven” companies and more mainstream organizations.
• How different national and industrial contexts may shape sustainable HRM policy and practice.

Scientific Committee:

• Prof. Ina Aust (LouRIM at UCLouvain, Belgium)
• Prof. Julia Brandl (Universität Innsbruck, Austria)
• Prof. Michael Brookes (SDU, DK)
• Prof. Fang Lee Cooke (Monash University, Australia)
• Prof. Marco Guerci (Università Delgi Studi Di Milano, Italy)
• Prof. Michael Müller-Camen (WU Vienna, Austria)
• Prof. Shuang Ren (Queen’s Management School, UK)
• Prof. Douglas Renwick (Nottingham Trent University, UK)
• Prof. Judith Semeijn (Open Universiteit, NL)
• Prof. Philip Yang (Universität Tübingen, Germany)
• Prof. Geoffrey Wood (Western University, Canada)

Date: 14 & 15 March 2023.
Venue: Online. The online access details will be sent to your email address a few days prior to the event.
Paper Submission: 2 to 31 January 2023.
View the complete CfP here.

Over the past few decades, innovation that takes place within the boundaries of a single organization has become increasingly rare. Instead, organizations collaborate with other organizations in order to generate innovative products and services (Powell et al., 1996). Examples for such organizational practices that open organizational boundaries for innovation include: strategic alliances (e.g., Inkpen & Tsang, 2007), open innovation (e.g., Dahlander & Gann, 2010), entrepreneurial or innovation ecosystems (e.g., Auschra et al., 2019), external corporate venturing focusing on inter-organizational collaboration between established companies and startups (e.g., Gutmann, 2019), digital platforms bringing together several organizations in order to reach common goals (e.g., Cusumano et al., 2019), and collective creativity to come up with new ideas and, even more important, implement them in organizations, inter-organizational arrangements and markets/fields (e.g., Hargadon & Bechky, 2006).

Processes of inter-organizational collaboration and innovation (Sydow & Berends, 2019) are important for the national economies of both Israel and Germany: both countries are classified as innovative economies, both provide attractive ecosystems for startups (e.g., in Tel-Aviv and Berlin respectively), and both share a long history of collaboration on the national, but also on the inter-organizational level, reaching far beyond the present support of transnational venturing. At the same time, Israel and Germany are very different with regard to their institutional environment. Consider, for instance, well-established differences in entrepreneurial orientation, financial support by private investors and public agencies, technological skills and labor market conditions. Hence, it comes as no surprise that different entrepreneurial communities have developed and have begun to interact in what may be called transnational technological and scientific communities (Oliver & Montgomery, 2010).

Who can participate or apply to do so

The Minerva School will host ten participants from Israel and ten participants from Germany, Austria, and Switzerland. If you actually do so, or plan to conduct process-oriented research on inter-organizational collaboration, creativity and innovation, you are invited to apply for participation.

The school starts on June 28th with an evening reception and will end at noon on July 1st. Accommodation costs in Berlin and for travelling to and from Berlin will be covered by the Minerva Stiftung (About us | Minerva Stiftung Gesellschaft für die Forschung mbH (mpg.de)).

Organizers

• Carolin Auschra & Jörg Sydow (both Freie Universität Berlin) together with
• Amalya Oliver (Hebrew University, Jerusalem) & Adi Sapir (University of Haifa, Haifa)

Keynote speakers

• Hans Berends (Vrije Universiteit Amsterdam)
• Moshe Farjoun (York University Toronto)

View the complete CfP here.
Submission deadline: 20 December 2022.
Minerva School: 28 June – 1 July 2023.

Minna Paunova, Miguel Morillas und Renate Ortlieb veranstalten ein Sub-Theme “Organizing for Multiculturalism: Between Conflict and Inclusion” im Rahmen des 39^th EGOS Colloquium, 6.-8. Juli 2023 in Cagliari, Italien.

Deadline für Short Papers: 10. Januar 2023.
Hier der vollständige CfP zum Download.

This Special Issue invites empirical and conceptual papers that examine and theorize the relationship between the United Nations’ (UN) Sustainable Development Goals (SDGs) (UN,
2015) and Human Resource Management (HRM). We welcome perspectives from HRM and
cognate fields such as employment relations and organizational psychology in dealing with
issues around people management, work and employment. There is growing interest in
management literature in exploring how HRM can reframe policies and practices in a more
sustainable way and thus contribute to achieving the UN’s SDG (c.f. Ghauri and Cooke, 2022),
as they contend with the consequences of past organizational actions, most notably global
heating. However, there is considerable variation in how organizations operating in different
parts of the world are confronting these challenges and how HRM can contribute to achieving
SDGs, which remains relatively under-investigated. The special issue seeks to bring together
new work in this area.

[…for more please view the complete CfP here…]

This Special Issue of the GHRM aims to spotlight the growing influence of the SDGs on HRM,
leadership and employment relations topics especially with regard to the challenge of how to
implement change for sustainable development in organisations. We welcome papers that will
challenge current mainstream business and HRM models and expect that new research will
cover and go beyond issues of the SDG-HRM relationship relating to congruence and
diversion, paradox and tensions and the strategic implications for HRM role, leadership and
workplace policies and practices (employment relations). For example, by asking demanding
questions not just about the emerging “Sustainable HRM” debate and the three main (CSR,
Green, Triple-Bottom-line) approaches developed, but which also more critically reflect on the
underlying concepts of Sustainability and Common-Good and the resulting broader role of
HRM in facilitating societal change as suggested, for example, in the new “Common-Good
HRM” model. Finally, we hope to enrich our knowledge of the influence of the SDGs as a
benchmark more generally, by discussing the implications for HRM concerning, for example,
HR role and purpose, strategic decision making, stakeholder engagement, talent
management, workplace participation, employee engagement, and workforce health and wellbeing. The journal’s tradition of theoretical pragmatism allows more space for novel theorizing than is typically associated with endeavours of this nature, and accordingly, we would welcome work that introduces, applies and extends new theoretical advances from other areas of the social sciences, and, indeed, across the broad domain of business and management studies.

Contributions could focus on one or more of the following questions – but are not limited to
these:

• What are the strategic implications of the SDGs for HRM?
• How do the SDGs enable or hinder the ability of HRM to address grand challenges?
• To what extent can HRM policies and practices be redesigned to reduce social inequalities?
• How do the SDGs as a benchmark change the role and purpose of HRM?
• How do HR managers deal with the paradoxical tensions of sustainable change?
• How do employees react to sustainability agendas at the workplace?
• What are the implications for specific HR functions such as employee training, learning and
  knowledge transfer or performance assessment?
• How can the SDGs be balanced with organizational performance goals?
• What is the role of HRM leadership in the implementation of sustainability agendas?
• What role does support from HR managers play in the acceptance of organisational transition and contribution to the SDGs?
• How can the SDGs contribute to issues of workplace democracy and employee agency?
• Are the concepts of Sustainability and the Common-Good still too theoretically vague?
• What impact do investor agendas have on HRM and sustainability?
• Building and applying new theory to better understand the links between HRM and sustainability.

Special Issue Editors:

• Ina Aust, Université Catholique de Louvain LSM, Belgium.
• Fang Lee Cooke, Monash University, Australia.
• Michael Muller-Camen, WU-Vienna, Austria.
• Geoffrey Wood, Western University, Canada.

View the compete CfP here.
Submission deadline (full papers): 30 November 2022.
Expected date of publication: 2023.