CALL FOR PAPERS

Hybrid format: Campus of WU Vienna and online

17-18 March 2022

International Conference

“Green HRM and Sustainable Behavior: New Developments and Challenges”

This international conference on 17-18 March 2022 hosted by the Vienna University of Economics and Business (WU Vienna) and the University of Augsburg addresses new developments in and challenges for Green HRM and Sustainable Behavior in and of organizations. Since the research field of Green HRM and Sustainable Organizational Behavior has grown quickly, we aim to offer an opportunity for international scholars to present and discuss recent findings of their studies. In addition, this conference marks the end of our FWF/DFG funded project on “Comparative Green HRM” led by Michael Muller-Camen and Marcus Wagner.

We welcome high quality contributions and work-in-progress submissions across research fields and theoretical backgrounds that advance our understanding of current developments and challenges (e.g. tensions and paradoxes) in the context of Green HRM and Sustainable Behaviors in the workplace. Potential areas of interest include, but are not limited to:

• Theoretical and/or empirical contributions on recent developments and challenges in Green HRM practices and Sustainable Behavior
• Multi-level and comparative perspectives on Green HRM practices, Sustainable Behavior and their respective antecedents and outcomes
• Responses to challenges of Sustainable Behavior that materialize in tensions, contradictions or paradoxes of sustainability
• Nested and multi-level paradoxes that result from the inherent complexity of sustainability in a workplace context as well as preferences, norms, and (dis-)incentives for Sustainable Workplace Behaviors
• Mixed methods approaches for investigating Sustainable HRM/company policies, Sustainable Behaviors, and their interplay
• Research into the process and outcomes of determining key issues and policies for Strategic Green HRM within and between companies

Organizers:

WU Vienna and University of Augsburg: The Austrian Science Fund (FWF) and the German Research Foundation (DFG) fund the conference.

Scientific Committee:

• Prof. Susan E. Jackson (Department of Human Resource Management, Rutgers – The State University of New Jersey)
• Prof. Yuan Jiang (Harbin Institute of Technology)
• Prof. Michael Müller-Camen (Institute for Human Resource Management, WU Vienna)
• Prof. Pascal Paillé (NEOMA Business School)
• Prof. Andrew Spicer (Darla Moore School of Business, University of South Carolina)
• Prof. Shuang Ren (Deakin Business School, Deakin University)
• Prof. Douglas Renwick (Nottingham Business School, Trent University)
• Prof. Marcus Wagner (Faculty of Business Administration and Economics, University of Augsburg)
• Prof. Maurizio Zollo (Department of Management and Entrepreneurship, Imperial College London)

Date:

Thursday, 17 March 2022 to Friday, 18 March 2022, 13.00 to 21.00 CET

Venue:

Online – The access details will be sent to your email address a few days prior to the event, and at the Campus of WU Vienna

Paper Submission and Registration:

Please submit either a full paper or a short paper including a title page with title, author names and affiliations, 150-word abstract, and up to 5 key words. Submissions should follow a specific format (i.e., 12 pt, Times New Roman or Arial; margin left/right: 2.5 cm; line spacing: 1.5). The maximum length of a full paper is 40 pages and for a short paper 10 pages (including title page, all tables, graphs, figures, appendices, and references).

You can submit your paper from 1 September until 1 December 2021 by using the online form on our website: https://www.wu.ac.at/en/persm/green-hrm/konferenz-2022

We will send out the submissions for peer-review and inform you in a timely manner if your paper is accepted for the conference.

The registration is open from 13 December until 20 February on our website. You will be asked to indicate if you will participate in person or online. More information on the registration will follow. Participation is free of charge.

For further information, please contact the two organizers michael.muller-camen@wu.ac.at or marcus.wagner@wiwi.uni-augsburg.de.

Digitization, globalization, and demographic changes have created a context in which organizations undergo constant changes to maintain and build competitive advantage. The COVID-19 crisis, which Boston Consulting Group has called the “people-based crisis,” has clearly shown that companies need to be prepared to respond to unexpected events very quickly and adjust accordingly. With or without COVID-19, change is an inevitable phenomenon in organizational life. However, research indicates that many change initiatives fail (Beer & Nohria, 2000; Quinn, 2004). Specifically, change efforts often fail because organizations tend to underestimate the importance of employee attitudes and behaviors in the change process (Bormann & Rowold, 2016; Faupel & Süß, 2019; Oreg & Berson, 2011; Oreg, Vakola, & Armenakis, 2011). Consequently, human resource management (HRM) practices, such as training in relevant skills, retention of key employees, and incentivizing change, may positively influence the employees’ readiness for change and, therefore, the success of organizational change initiatives. However, the effectiveness of HRM practices is likely to heavily depend on how they are designed by HRM professionals and top management, implemented by supervisors, and perceived by employees (Brown, Kulik, Cregan, & Metz, 2017).

This special issue (Die Unternehmung – Swiss Journal of Business Research and Practice) provides a forum for original theories, methods, and approaches that contribute to a better understanding of the role of HRM practices and HR function in the organizational change processes. We invite qualitative, quantitative, analytical, data-science, conceptual, and design science-oriented submissions that leverage the multiple perspectives on the HRM–change link.

Topics of interest include:

• The role of HRM practices in changing individual and organizational skills and capabilities
• The role of HRM practices in fostering organizational learning
• HRM practices as a buffer for negative employee responses to organizational change
• HRM practices as hindering factors in change processes
• HRM practices’ contribution to employee sense-making in the organizational change process
• Roles of supervisors and HRM specialists in accompanying change
• Competencies of HRM professionals needed for making change happen
• The role of context in HRM practices’ effectiveness in enabling change

We cordially invite contributions from all disciplines of management and related areas, e.g., psychology or sociology, that may advance our understanding of how HRM practices along with different actors may help organizations navigate through the change processes.

Call for Papers

Aus der Wissenschaft – für Unternehmen – in die Gesellschaft 100 Jahre VHB: Jubiläumstagung des Verbands der Hochschullehrer für Betriebswirtschaft e.V.

Die großen gesellschaftlichen Herausforderungen wie globaler Systemwettbewerb, demographische Alterung, Fachkräftemangel, Dekarbonisierung, digitale Transformation oder die durch die COVID-19-Pandemie ausgelöste systemische weltweite Krise können nicht ohne betriebswirtschaftliches Wissen um die arbeitsteilige Lösung komplexer Problemstellungen bewältigt werden.

Die BWL als Wissenschaftsdisziplin muss dieses Wissen weiterentwickeln und dabei die notwendigen Brücken zu Zivilgesellschaft und Politik schlagen. Mehr als jemals zuvor geht es heute darum, aus der Vielfalt an Teildisziplinen, Theorien und Methoden unseres Fachs Antworten auf die drängenden Fragen der Zukunft zu geben.

Wie werden sich Unternehmen und Technologien, aber auch die Gesellschaft in den nächsten Jahrzehnten verändern und was bedeutet das für aktuelle und künftige betriebswirtschaftliche Lösungen? Wie können Betriebswirte jetzt und in Zukunft überzeugende Antworten geben?

Welche Anforderungen ergeben sich daraus an eine ebenso theoretisch fundierte wie anwendungsorientierte Forschung und Lehre in der BWL? Welche Konsequenzen resultieren für das Selbstverständnis unseres Fachs, und vor allem: Wie kann und muss sich die BWL zukünftig in ökonomische, politische und zivilgesellschaftliche Diskussionen einbringen, um ihrem wissenschaftlichen Auftrag gerecht zu werden?

Als Wirtschaftswissenschaftliche Fakultät an der Heinrich-Heine-Universität Düsseldorf ist es uns Freude und Ehre zugleich, Sie und alle anderen Mitglieder unseres Verbands zur festlichen Jahrestagung anlässlich des 100-jährigen Jubiläums des VHB vom 08. bis zum 11. März 2022 zu begrüßen, mit Ihnen in einem spannenden Programm aus wissenschaftlichen Vorträgen, Sym-posien, Posterslam-Sessions, Podiumsveranstaltungen und Keynote-Referaten zu diskutieren und so ganz im Sinne unseres Tagungsmottos BWL weiter zu denken: Aus der Wissenschaft, für Unternehmen, in die Gesellschaft.

Einreichung von Papieren im offenen Programm der Tagung

Wir laden Sie herzlich zur Einreichung von Papie-ren im offenen Programm ein. Das Tool zur elektronischen Einreichung finden Sie auf der Tagungs-website; es wird im Frühjahr 2021 freigeschaltet. Dort finden Sie auch genaue Hinweise zu Einrei-chungsformaten und modalitäten sowie zum Begutachtungsprozess, die sich am üblichen Procedere in den jeweiligen Tracks der Wissenschaftli-chen Kommissionen orientieren. Auch die Forma-lia der Vorträge im offenen Programm (Sprache, Dauer, Diskutant etc.) richten sich nach den Vorga-ben der Wissenschaftlichen Kommissionen.

Für Nachwuchswissenschaftlerinnen und -wissenschaftler besteht die Möglichkeit, unfertige Pa-piere oder Projektideen für eine Posterslam-Ses-sion einzureichen. Auch hierzu wird es Informatio-nen auf der Tagungswebsite geben.

Mit der Einreichung eines Papiers erklärt sich die oder der Vortragende bereit, nach Maßgabe der Organisation auf der Tagung für eine Präsentation zur Verfügung zu stehen. Jede Autorin und jeder Autor kann grundsätzlich nur ein Papier präsentieren.

Konferenzsprache

Einreichungen asind in deutscher oder englischer Sprache möglich, sofern die Einreichungsmodalitäten eines Formats nichts anderes bestimmen.

Einreichung von Symposien zum Tagungsthema „BWL.Weiter.Denken.“

Vor dem Hintergrund des 100-jährigen Verbandsjubiläums laden wir Sie auch zur Einreichung von Symposien ein, die das Tagungsthema in Einzelas-pekten oder übergreifend adressieren. Symposien umfassen grundsätzlich drei bis fünf thematisch aktuelle und zusammenhängende Vorträge in ei-ner moderierten Veranstaltung mit einem Gesamt-umfang von 90 Minuten. Weitere Hinweise entnehmen Sie bitte der Tagungswebsite.

Special Issue der Verbandszeitschrift SBUR

Das Schmalenbach Journal of Business Research (SBUR) plant ein Special Issue zum Thema „Transformation“. Es bietet thematisch einschlägigen Papieren, die auf der Jubiläumstagung eingereicht wurden, eine zeitnahe Publikationsmöglichkeit, die auch einen breiten ABWL-Leserkreis anspricht. Nähere Informationen dazu finden Sie in einem Call for Papers ab Herbst 2021. Bei Interesse sind Sie herzlich eingeladen, Ihre Papiere dort einzureichen.

Konferenzpreise

Die auf der Tagung präsentierten Beiträge werden mit zwei Preisen prämiert: Dem „Best Conference Paper Award“ für Arbeiten mit einem Schwer-punkt auf theoretischem Erkenntnisgewinn in der BWL sowie dem „Best Practice Paper Award“ für anwendungsorientierte Arbeiten, die den Schwer-punkt auf den Transfer betriebswirtschaftlicher Überlegungen in die Unternehmenspraxis setzen.

Call for Papers

Management revue – Socio-Economic Studies (MREV), ISSN 0935-9915 – a peerreviewed,
interdisciplinary European social science journal publishing both qualitative and
quantitative work, as well as purely theoretical papers that advance management and
sociology research.

Our special issue addresses negotiations of the relationship between business and faith,
spirituality and religion in the contemporary world considering perspectives from different
religions like Christianity, Islam, Judaism and others (Neal, 2013). In the last two decades,
research on faith, spirituality and religion at work has developed as a distinct research area with particular strands focusing on management and leadership, on human resources
management, corporate governance, business ethics, or entrepreneurship.

Our special issue examines the topic of business and faith, spirituality and religion in the
contemporary world from the perspective of various disciplines, such as business
administration, theology, sociology, psychology, economics and ethics. Depending on the
quality and number of submissions, we plan either a single or a double issue. The following list
of topics provides an overview of the direction submissions could take. However, we also
explicitly invite different ideas for submission.

Editors:
Prof. Dr. Dorothea Alewell, Chair for Human Resource Management, University Hamburg,
Dorothea.Alewell@uni-hamburg.de
Dr. Tobias Brügger, Center for Religion, Economy and Politics (ZRWP) & UFSP Digital
Religion, University Zürich, tobias.bruegger@uzh.ch
Prof. Dr. Birgit Feldbauer-Durstmüller, Institute for Controlling & Consulting, University
Linz, birgit.feldbauer@jku.at
Prof. Dr. Katja Rost, Institute of Sociology & UFSP Digital Religion, University Zürich,
katja.rost@uzh.ch
Prof. Dr. Peter Wirtz, Professor of Corporate Finance and Governance, University Jean
Moulin (Lyon 3), peter.wirtz@univ-lyon3.fr

Please submit manuscripts to Management revue – Socio-Economic Studies (MREV) by July
31, 2021 (https://www.mrev.nomos.de/) under the keyword “Special issue: Religion,
spirituality and faith in a secular business world“.

Call for Papers

Special Issue Journal of Service Management Research

Guest Editors:
Nicola Bilstein, Professor of Management of Smart Products
Christian Stummer, Professor of Innovation and Technology Management

Topics of interest to the Special Issue might stem from various fields such as those exemplarily
listed in the following:

• Service Management (e.g., developing smart transformative services, value co-creation
  within smart service systems, understanding value creation with smart services in
  various fields of application such as smart home, smart health, smart mobility)
• Strategic Management (e.g., new business model, importance of data, open or closed
  system)
• Marketing (e.g., designing proper offers of smart services and smart service systems,
  communicating them to customers, branding, distribution channels)
• Innovation and Technology Management (e.g., user innovation/co-creation in
  developing smart services, drivers and barriers to smart service adoption and diffusion)
• Entrepreneurship (e.g., creating sustainable business models for smart services,
  collaboration with startups in developing smart services)
• Business Information Systems Engineering (e.g., establishing smart service platforms)
• Human Resource Management (e.g., smart services in the working context, new skills
  required)
• Organization (e.g., usage of smart services on various organizational levels down to the
  team level)
• Logistics and Supply Chain Management (e.g., smart services for continuous tracking
  of products w.r.t. location, current condition, environment)
• Production (e.g., predictive analytics enabling service innovation in manufacturing,
  industry 4.0)
• Sustainability (e.g., smart services as a means to foster sustainability)
  Submission

We seek high-quality submissions on such (or related) topics. In particular, we strongly
encourage participants of the Second International Conference on Challenges in Managing
Smart Products and Services (CHIMSPAS 2021) to submit full-length paper versions
presenting their findings. However, the opportunity to submit a paper is not limited to
CHIMSPAS participants, we welcome contributions from other colleagues as well. All
manuscripts will be subject to the standard review process of the Journal of Service
Management Research (SMR).

Manuscripts submitted must not have been published, accepted for publication, or be currently
under consideration elsewhere. Manuscripts should be submitted in accordance with the author guidelines available on the journal homepage https://rsw.beck.de/zeitschriften/smr/for-authors.

All submissions should be made via https://www.openconf.org/smr/.
Submission Deadline: 10/15/2021, Expected Publication: Issue 1/2023.

Call for Papers

We are inviting submissions for an upcoming special issue of Equality, Diversity and Inclusion on “(In)equalities in Hospitality & Tourism – Exploring Diversity and Equity Issues”.

One of the 17 United Nations’ vision for 2030 Sustainable Development Goals (SDGs) is to reduce inequalities among vulnerable communities and populations (United Nations, 2020). The hospitality and tourism (H&T) industry employs a disproportionate number of part-time, temporary, or seasonal work who are vulnerable on account of job insecurity and exploitation. Very often the work requires little or no formal training and involves precarious working conditions, such as low wages, long and disagreeable working times, and high work pressure. Additionally, the H&T industry attracts mainly young people, migrants, and women, the latter representing 60 – 70% of the global H&T workforce (ILO, 2014, 2017; UNWTO & ILO, 2014).

Service work typically requires emotional (Hochschild, 1983) and aesthetic (Warhurst and Nickson, 2020; Warhurst et al., 2000; Witz et al., 2003) labour. Employees are expected to manage and modify their emotions to elicit a sense of well-being from customers (Hochschild, 1983) and to “look good or sound right” (Warhurst and Nickson, 2009, p. 388). Relatedly, interactive services provide a stage for social positioning and “class acts” (Sherman, 2007). This is especially pronounced in high-end services such as in luxury hotels where both employees and customers are engaged in ‘doing class’ and normalizing class inequalities.

Moreover, Hochschild (1983) points out that service work is regularly associated with abilities that only women are seen to possess. The (re)production of gender-based assumptions and values through language (Myrden et al., 2011) or corporate image-making (Mills, 1995) shape how employees see themselves and others and can lead to gender discrimination in everyday life in organizations. In a study of a luxury hotel in China, Otis (2016) draws our attention to worker’s training to suit the “gendered cultural worlds of their customers” (p. 917), where femininity is regarded as a resource for the firm (Acker, 2004).

Exploring inequalities in H&T may mean a view on such gendered practices or substructures, subtexts, and logics that (re)produce gender divisions. It also encompasses intersectionality and multiple dimensions of discrimination – inequality regimes based on e.g., race and class (Acker, 2012) and up to all kinds of work that examines “systematic workplace disparities in the control and power of organizational goals, processes, resources, and outcomes” (Rodriguez et al. 2016, p. 202). The employment situations in the H&T industry may foster social inequalities in daily labours across multiple socio-structural categories such as gender, age, ethnicity, class, body, physical appearance, sexual orientation and (re)produce power relations that are marked by heteronormativisms, ageisms, classisms, racisms, or bodyisms. What does that imply for work and employment in the H&T industry, for individuals, and for the communities that host them?

Moreover, in these challenging times of the Covid-19 pandemic international tourist arrivals are anticipated to decrease to 70% in 2020, according to the latest UNWTO World Tourism Barometer (UNWTO, 2020). How do adverse events, e.g., pandemic or the climate catastrophe affect countries?

In this special issue, we would like to stimulate the exchange of high-quality research that addresses (in)equalities faced by workers in the H&T industry. Both empirical (diverse methodologies) and conceptual contributions, including review pieces, from various countries, organizational settings, disciplines, and research perspectives are welcome. Potential themes and questions include, but are not limited to:
•    Employability norms and working conditions
•    Visibility of back-office and front-line service workers
•    Challenges of men and women in non-traditional work roles
•    Bodily practices serving the company’s commercial purposes
•    (Re)production and intersections of power relations such as heteronormativisms, racisms, bodyisms etc.
•    Structural challenges and seasonal fluctuations in employment and income level
•    Government policy positions with respect to the integration of migrant workers into the host society

We also encourage papers that highlight novel and innovative methodologies in exploring issues of diversity and equity in the hospitality and tourism industry.

Manuscript Submissions
Manuscripts should be submitted online by September, 30th 2021 and should follow the Submission Guidelines available on the journal’s page. Please note that all submissions will be subject to the standard EDI double-blind review process.

Please submit via the ScholarOne link: https://mc.manuscriptcentral.com/edi 

Select Special issue and submit under the title “(In)equalities in Hospitality & Tourism – Exploring Diversity and Equity Issues”.

Submissions will open on September, 1st 2021. For questions regarding this special issue, please contact any of the Guest Editors at the email addresses above.

https://www.emeraldgrouppublishing.com/journal/edi/inequalities-hospitality-tourism-exploring-diversity-and-equity-issues

This special issue of the IJHRM calls on researchers to investigate how employees respond to human resource management practices adopted by business organizations in times of crisis and how human resource practitioners support and manage employees in times of crisis, with a focus on but not limited to, innovative technology-based human resource solutions (e.g. online training interventions and virtual performance management). In doing so researchers may look at the following research questions amongst others:

• What HR strategies might business organizations and HR managers adopt in the
  short and long-term to deal with crises? Which strategies are most effective?
• How should organizations manage employees’ performance effectively in times of
  crisis? What role does psychological contract management play in this regard?
• What HR practices might organizations adopt to support employees engagement,
  wellbeing and creativity at work during times of crisis?
• How do employees respond to performance management, training and development
  and compensation practices in times of crisis?
• What HR practices and policies are effective in supporting employees to work
  virtually and maintain work-life balance?
• Which HR practices positively influence firm performance and innovation in times
  of crisis?
• How can human resource managers support employees in dying organizations?
• How does government policy influence the human resource strategies and practices
  adopted by organizations in times of crisis? Which policies are most effective in
  supporting organizations to maintain employment and performance levels in the
  medium to long-term?
• How do HR practices help employees cope with acute and chronic stressors at work
  in times of crisis?
• In times of crisis, how should business organizations effectively implement
  telecommuting work practices to support employee performance?
• What HR practices might organizations implement HRM polices to retain and
  attract talented employees in times of crisis?

The proposed special issue will foster research with both theoretical contributions and
practical implications.

Provisional Timeline and Review Process
Full Manuscript Submission Deadline: May 31st 2021
Initial Decision Deadline: August 31st 2021
Revised Manuscript Submission Deadline (1st Round): December 31st 2021
1st Round Decision Deadline: February 28th 2022
Revised Manuscript Submission Deadline (2nd Round): June 31st 2022
2nd Round Decision Deadline: August 31st 2022

Call for Papers

Die Zeitschrift Industrielle Beziehungen plant für die kommenden Jahre die Veröffentlichung einer Serie von Beiträgen zum Thema „Zukunft der Forschungsmethodik“. Gesucht werden dabei keine technischen Aufsätze, sondern breit rezipierbare und inspirierende Anwendungsbeispiele und Programmatiken. Die Reihe soll dazu anregen, forschungspraktische Erfahrungen zu teilen, Potenziale auszuloten und methodische wie methodologische Fragen im Feld der industriellen Beziehungen zu diskutieren. Einzureichen ist ein Abstract von zwei bis vier Seiten Text.

Einreichungsfrist: 31. Juli 2021

Call for abstracts

Call for Papers zum Themenschwerpunkt für das Heft 1/2022 der Zeitschrift für Diversitätsforschung und -management

Digitalisierung der Arbeitswelt: Hindernisse und Chancen mit Blick auf Chancengleichheit, Diversität und Inklusion

Herausgeber:innen
Daniela Rastetter, Anna Mucha und Stephan Schmucker (Universität Hamburg) sowie Angela Kornau, Vanessa Bernauer und Barbara Sieben (Helmut-Schmidt-Universität/Universität der Bundeswehr Hamburg)

Digitalisierung ist allgegenwärtig und stellt die Art und Weise, in der wir arbeiten und organisieren, grundlegend in Frage (Brougham/Haar 2018; Hagel et al. 2017). Während der Begriff in technischer Hinsicht zunächst die Umwandlung analoger in digitale Informationen bezeichnet (im englischen digitization) wird die Digitalisierung von Organisationen definiert als „the socio-technical process of exploiting digitization potentials for operational and/or strategic purposes“ (Strohmeier 2020: 349). Der damit verbundene digi-tale Wandel betrifft sämtliche Aspekte des Arbeitsalltags und verändert organisationale Praktiken wie die des Personalmanagements (HRM) (Bondarouk/Brewster 2016; Bondarouk et al. 2019; Strohmeier 2020) sowie Kanäle und Formen der Kommunikation in Organisationen (Martin et al. 2015). Beispielsweise wer-den künstliche Intelligenz, Algorithmen (z.B. Duggan et al. 2020), Web-Apps oder Gaming-Elemente (z.B. Ellison et al. 2020) im Rahmen der Personalgewinnung und -auswahl, Personalbeurteilung und -entwicklung eingesetzt. Social-Media-Plattformen ergänzen oder ersetzen die Kommunikation von Angesicht zu Angesicht (Martin et al. 2015; Mennie 2015) und Teamarbeit wird zunehmend virtuell organisiert (Kre-mer/Janneck 2013). Verstärkt werden diese Dynamiken durch die COVID-19-Pandemie, die Menschen auf der ganzen Welt dazu veranlasst, im Home-Office zu arbeiten (World Economic Forum 2020), wodurch die virtuelle Arbeit zur „neuen Normalität“ wird (Hofmann et al. 2020).

In jüngster Zeit wächst das Interesse an der Frage, wie sich die Digitalisierung von Organisationen auf Chancengleichheit am Arbeitsplatz auswirkt (vgl. Georgiadou et al. 2020). Einerseits können Exklusionen durch den ungleichen Zugang zu digitalen Technologien entstehen (DiMaggio et al. 2004), durch technologische Verfahren, die mittels „algorithmic bias“ (Rastetter 2020: 164) Stereotypen aufrechterhalten, an-statt sie abzubauen (vgl. auch Daugherty et al. 2019; Meyer 2018), oder durch die fehlende Berücksichti-gung von Diversität bei der Entwicklung solcher Verfahren (Büchel 2018; Simonite 2018, vgl. auch Kutz-ner/Schnier 2017). Auf der anderen Seite kann die Digitalisierung auch Potenziale zur Förderung von Diver-sität und Inklusion in Organisationen bieten (Rastetter 2020), beispielweise wenn direktere, dezentrale und flexible Möglichkeiten der Zusammenarbeit und Partizipation an Entscheidungsprozessen geschaffen werden (Bernauer/Kornau 2020; Carstensen 2020; Kutzner/Schnier 2017).

Mit diesem Themenschwerpunkt möchten wir eine Diskussion über Hindernisse und Potenziale der Digi-talisierung für Chancengleichheit, Diversität und Inklusion in Organisationen anregen. Beiträge aus ver-schiedenen nationalen Kontexten, Organisationsformen und Disziplinen sind willkommen. Sie können bei-spielsweise die folgenden Themen und Fragestellungen aufgreifen:

• Auf welche Weise (re)produzieren elektronische oder digitale HRM-Praktiken (Un-)Gleichheiten? Wie wirken sich z.B. elektronische Auswahl- oder Beurteilungspraktiken auf Benachteiligungen nach Ge-schlecht, Rasse/ethnischer Herkunft, Behinderung und anderen Dimensionen aus? Auf welche Weise können digitale Verfahren dazu beitragen, vorurteilsbehaftete Wahrnehmungsverzerrungen zu über-winden?
• Welche Rolle spielen die Intersektionen von Geschlecht, Rasse/ethnischer Herkunft, Behinderung und anderen Dimensionen bei digitalen Praktiken? Was ist erforderlich und kann getan werden, um  Mehrfachdiskriminierungen aufgrund von Geschlecht und ethnischer Herkunft durch Gesichtserkennungsalgorithmen
  im Rahmen von Rekrutierungsprozessen zu verhindern?
• Wie wirkt sich ein durch die Digitalisierung verändertes Führungsverständnis (z.B. Shared Leadership in virtuellen Teams) auf die Inklusion und Partizipation verschiedener (marginalisierter) Beschäftigtengruppen aus? Welche Chancen und Hindernisse lassen sich identifizieren?
• Wie wirkt sich digitalisierte Kommunikation im weiteren Sinne (z.B. soziale Medien, virtuelle Teamsitzungen, Konferenzen, Unterricht) auf die Inklusion und Partizipation verschiedener Gruppen aus? Wo liegen Chancen und Herausforderungen?
• Welche Unterschiede gibt es in der Umsetzung digitalisierter Praktiken und deren Auswirkungen auf Chancengleichheit unter verschiedenen organisationalen Rahmenbedingungen? Sind bestimmte Organisationsformen besser geeignet, Potenziale der Digitalisierung zur Förderung von Chancengleichheit, Diversität und Inklusion zu nutzen (z.B. Start-ups, Internet-Kollektive)?
• Welche Variationen sehen wir in verschiedenen Länderkontexten? Auf welche Weise werden in Diskursen über Digitalisierung der Arbeitswelt politisches Handeln und Widerstand gegen potentiell diskriminierende Wirkungen angesprochen?
• Welche innovativen Ideen gibt es in Forschung und Praxis, um proaktiv das Bewusstsein und die Kompetenzen in Bezug auf Chancengleichheit, Diversität und Inklusion durch digitale Technologien (z.B. Apps, Spiele) zu stärken?

Für den wissenschaftlichen Teil dieses Schwerpunktheftes wünschen wir uns Beiträge sowohl theoretischkonzeptioneller als auch empirischer Ausrichtung im Umfang von 35.000 bis max. 45.000 Zeichen (inkl. Leerzeichen). Für die Kategorie „Forschungsskizzen und Positionen“ können Ideen und Entwürfe zu Forschungsprojekten sowie pointierte Stellungnahmen und (gern provokante) Positionen eingereicht werden. Solche Beiträge sollen zwischen 12.000 und 15.000 Zeichen (inkl. Leerzeichen) umfassen. Wir begrüßen ausdrücklich auch Praxisbeiträge zu diesem Thema, ebenfalls im Umfang von 12.000 bis max. 15.000 Zeichen (inkl. Leerzeichen).

Weitergehende Hinweise zur Gestaltung Ihres Beitrags und zu Einreichungsmodalitäten für diese und weitere Ausgaben der Zeitschrift für Diversitätsforschung und -management finden Sie auf der Webseite zdfm.budrich-journals.de. Bitte reichen Sie alle Beiträge in dem Onlinetool auf der Seite https://www.jdrm.de/ ein (Anleitung unter: zdfm.budrich-journals.de).

Die Frist zur Einreichung für wissenschaftliche Vollbeiträge zu diesem Themenschwerpunkt ist der 01.07.2021. Forschungsskizzen und Positionen sowie Praxisbeiträge können bis 01.09.2021 eingereicht werden.

Nachfragen richten Sie bitte vorab an daniela.rastetter@uni-hamburg.de

Call for Papers

The effects of human-made climate change and ways of tackling it are inextricably linked to issues of inclusion and exclusion. Be it in terms of which actors are most responsible for and most affected by the current climate crisis (Diffenbaugh & Burke, 2019; Neumayer & Plümper, 2007), in terms of scientific knowledge production and accompanying recommendations (Ergene et al., 2018; Goodall, 2008; Tuana, 2013), and in terms of actors who feel empowered to be part of potential solutions such as adaptation and mitigation plans (e.g., Buck et al., 2014): different facets of the climate crises are connected to the reproduction and even reinforcement of asymmetrical inclusion/exclusion dynamics. At the same time, efforts of creating a more inclusive society are increasingly affected by the climate crisis. Not only is the climate movement perceived as a “threat to the masculinity of industrial modernity” (Anshelm & Hultman, 2014: 84) and encounters open misogyny and anti-environmentalism (Gelin, 2019), also certain forms of ‘climate crisis management’ might diminish, hinder or even reverse inclusion efforts for particularly marginalized groups (e.g., Wang, 2016).

Organizations hereby represent a crucial bottleneck for both issues: they are judged as one of the main causes for the climate crisis, but also for the reproduction of social inequalities (Avent-Holt & Tomaskovic-Devey, 2019; Wright & Nyberg, 2017). At the same time, organizations – and various practices of organizing – represent one of the biggest hopes for tackling societal “grand challenges” (George et al,. 2016). While climate scientists and policy makers have long paid attention to the interrelationship between social inclusion and climate change, this connection is largely neglected in organization studies. For instance, the principle of equity and inclusivity is firmly anchored in the United Nations climate negotiations (e.g., Schüßler et al., 2014), but many have argued that this principle stifles negotiation success (e.g., Schroeder & Boykoff, 2012). To date, we understand little about the suitable organizational mechanisms for avoiding ‘gridlock’ in such ‘inclusive organizations’. Also, women and indigenous people are not only recognized as some of the most vulnerable groups affected by the climate crisis, they are also seen as providing important knowledge for policy solutions, such as the use of an indigenous territorial ontology (Schroeder & Gonzáles, 2019). Generally, a variety of NGOs, trade unions, business, women’s and youth organizations, cities and regions, indigenous people communities and different religious groups play an increasingly important role in climate policy development (Kuyper et al., 2018) – but knowledge about how their organizational inclusion can be organized to develop more effective policy solutions is limited.

Furthermore, climate change is related to other earth processes such as land use and fresh water, which in turn are highly linked to social inequality. Consequently, there is a need for comprehensive systems thinking to fully grasp the interconnectivity of economic, political, social and ecological issues (Williams et al., 2017). As shown regarding the issue of inequality, for instance, the inclusion of diverse voices can support a process of scaffolding that eventually stabilizes as a new social order (Mair et al., 2016). Thus, there is evidence that social inclusion matters for grand challenges more generally, and for understanding the drivers and effects of climate change more specifically. In particular, both climate change as well inclusion and exclusion dynamics, while (re-)produced locally, are phenomena exacerbated by global entanglements of actors, practices and institutions. Organizations hereby face tensions between local (e.g., providing employment) and global (e.g., enhance competitiveness) demands (Greenwood et al., 2010). Also, in practice organizational attempts at becoming more inclusive or climate-smart often oscillate between the assumption that enhancing inclusivity or tackling climate change can be compatible with a ‘business case’ (Carroll & Shabana, 2010; Ferdman & Deane, 2014), and that organizations need to undergo substantial structural reforms that actually question ‘business as usual’ (Dobusch, 2014; Wright & Nyberg, 2017). Whether and how these tensions can be reconciled and which (new) forms of organizing might be suitable for this purpose represents a pressing issue for both fields of research.

New theoretical frameworks that are sensitive to cross-level feedback effects such as complex adaptive systems theories (Williams et al., 2019) or a systems-paradox lens (Schad & Bansal, 2018) as well as those that engage with “a-more-than-human-world perspective” (Calás & Smirchich, 2018: 415) might be required to better understand the interconnectedness of social-ecological systems. In sum, we believe that jointly looking at the issues of climate change and inclusion/exclusion from an organization studies perspective is not only an urgent necessity in terms of its practical relevance, but can also stimulate cross-pollination at the intersection of climate and inclusion studies in theoretical and empirical terms. Papers may address, but are not limited to the following topics:

• What do we empirically know about the relationship between current organizational approaches to tackle climate change and those to enhance inclusivity? How can we conceptually and theoretically understand this relationship?
• How inclusive are climate-smart organizing approaches? How climate-smart are approaches to inclusive organizing? When does the relationship between inclusive organizing and climate-smart organizing become mutually exclusive, when mutually stimulating?
• How inclusive are climate change movements? What are cross-field dynamics among multiple societal movements that intersect in the climate crisis?
• What are drivers and barriers for organizations in moving away from a “tradeoffs”-perspective between social, environmental, and economic goals towards alternative forms of organizing?
• What are examples of forms of organizing, working and ways of living that allow for a relationship with the nonhuman world that is not based on domination, exploitation, and objectification?
• What are suitable conceptual and institutional frameworks to address the interrelatedness among multiple social-ecological systems on different levels?

In the spirit of our sub-theme, we aim to have a practical impact and strive for an inclusive and climate-friendly organizing approach. We would like to ask participants to submit a 60 second video statement about the practical relevance of their research and to publish these videos before our sub-theme’s start (of course under consent), inviting the public to send us questions for discussion and reporting on this discussion on a blog afterwards.

Further information:

https://www.egosnet.org/jart/prj3/egos/main.jart?rel=de&reserve-mode=active&content-id=1566433211083&subtheme_id=1574543973863