Die Universität Paderborn lädt zur Einreichung von Aufsätzen und Projektzusammenfassungen für den kommenden Herbstworkshop der Kommission Personalwesen ein. Eine Vielfalt an Themen, Theorien und Methoden ist erwünscht. Neben Forschungsergebnissen können auch Projekte in einem frühen Stadium und Aufsätze im Entwicklungsprozess präsentiert werden. Dafür haben wir die folgenden Kategorien vorgesehen:

 
1. Klassischer Vortrag mit Korreferat und ausführlicher Diskussion
2. Kurzpräsentation mit kurzer Diskussion
3. Impulsvortrag mit ausführlicher Aufsatzdiskussion

Frist: 02.05.2016

weitere Informationen

Project Management Journal® invites authors to submit papers for a Special Edition of the journal:
Projects and Networks

The goal of the special issue is to assemble papers that focus on projects either from a network perspective or as a form
of network governance to significantly advance our knowledge in these areas. To this end, all papers should be based on
theoretically informed and empirically rigorous research using qualitative or quantitative designs and methods. Questions
that might be addressed in the papers include:

• If we conceptualize the project as a network of role-holding actors, what are the features of these
  networks and how are they managed?
• Self-organizing interpersonal networks—how do they arise in and across Projects?
• What are suitable methodologies for gathering network data in large and/or complex project
  environments?
• How do interorganizational and interpersonal relationships interact in temporary organizations?
• How do network behavior and actor attributes interact in and across projects?
• How do project networks, usually considered a very flexible form of temporary organizing, become inert,
  even path-dependent?
• What are the specifics of partner selection and retention in project networks?
• How does institutional context influence the organizing of project Networks?
• How do project networks coordinate their project work and what are the mechanisms that coordinate
  project design and project implementation?
• What impacts do project networks as an organizational form have on the development of industries or
  regions?

This list of questions is not exhaustive. We welcome submissions that address questions beyond what we have listed as long
as they contribute to a richer understanding of the projects as networks within the scope of this special issue.

Deadline: 31.10.2016

Further Information

This sub-theme seeks to bring together researchers studying change in organization and management in transforming societies and emerging economies. The ambiguous and turbulent nature of these societies offers a challenging and valuable opportunity for scholars to examine the nature and exercise of power. This is because the processes of organizational change as the normally hidden and taken-for-granted assumptions and understandings that either are not yet in place or being negotiated.
They are interested in studies of the various forms of exercise of power, in particular, between unequal organizational partners in joint ventures; or the imposition of organizational change on local actors in acquired organizations; or changes in local management and employment practices. They believe studies located within the challenging context of transforming and emerging societies can serve to advance organization theory in a significant way. Studying processes of power enables researchers to explore the successful and unsuccessful responses of organizational actors when confronted with radical environmental changes and challenges to adapt to new rules and frameworks.

Deadline: 11.01.2016

Further Information

Track: 06_07 Knowledge, Learning, and Innovation

Searching to facilitate creative processes, organisations recognise that the source of new ideas and information lies in the interaction between different functional departments, as well as in the cooperation with external actors. That is why increasingly, organisations from multiple sectors (i.e., government, business and civil society) are collaborating to tackle larger and more complex challenges beyond the organisation and sectorial boundaries.

However, the involved actors have to bridge high cognitive distances. Government, business and civil society have their own logics and practices, and these profound differences may inhibit understanding and learning across sectoral boundaries. Moreover, although cross‐sector collaborations build on shared overall goals, the partners may also pursue diverging interests and hidden Goals.

They welcome theoretical and empirical (both quantitative and qualitative) papers and give no priority to a specific field of operation or kind of collaboration. However, a strong focus on the relational aspects of knowledge, learning and innovation will be appreciated.

Deadline: 12.01.2016

Further Information

Call for Papers of the Journal of Competence-based Strategic Management (JCSM); Volume 9: Approaching Dynamic Capabilities from a Multi-Level Perspective

General Information

 
The Journal of ‘Competence-based Strategic Management’ provides a forum for academic contributions to the issues of organizational competences and dynamic capabilities at the interface between strategic management and organization studies. All papers are to be submitted in English language and in line with the publication standards. Their publication prerequisites a successful double-blind peer-review process.

 
Volume Background and Scope

 
The 9th volume of JCSM gives emphasis to dynamic capabilities from a multi-level perspective. The purpose of the volume is to enhance the understanding of the interdependence between higher-level entities and lower-level entities that contribute to the development and deployment of dynamic capabilities.
Such a multi-level perspective includes both directions, micro-foundations of organizational phenomena as well as the organization itself as an entity of a higher-level construct, e.g. the regional ecosystem or the institutional environment. Micro-foundations give emphasis to issues such as leadership and individual behavior, managerial cognition and action, working systems and team interactions but also organizational structures, rules and routines. Treating organizations as entities of a higher-level construct includes the consideration of market-shaping activities, regional innovation systems and ecosystems as well as further aspects of the institutional or business System.

Deadline: December 2015

Further Information