Call for Papers / The Leadership Quarterly

„Beyond the ritualized use of questionnaires: Toward a science of actual behaviors and psychological states”

This Special Issue is dedicated to reinvigorating and advancing investigations into actual behaviors and psychological states manipulating or objectively measuring them so that our field can take a similar leap forward. Contributions may include (but are not limited to) the following types of theoretical, methodological, or empirical work in a social science (e.g., leadership or management more broadly)—context:

1. Studies developing clear definitions of important constructs that were heretofore typically captured via questionnaire measures but can be manipulated and objectively coded. The substantive change in the conceptualization of charismatic leadership and how it can be experimentally manipulated is an illustration of such an approach (e.g., see Meslec, Curseu, Fodor, & Kenda, 2020, who also employ consequential outcomes).

2. Studies systematically comparing empirical analyses based on questionnaire measures to those based on unobtrusive or archival measures (e.g., observing real behavior). Chatterjee and Hambrick’s (2007) work on non-questionnaire-based measures of narcissism is a case in point.

3. Studies systematically identifying types of questionnaire measures that are less prone to (conscious or unconscious) misreporting. For instance, Gioia and Sims (1985) developed a measure of leader behaviors that is not prone to bias due to performance cues and people’s implicit leadership theories.

4. Studies using direct observational measures or real-time measures of behavior, archival data, and neurophysiological measures for variables relevant to the study of leadership or other social science phenomena (e.g., Antonakis, 2017; Gerpott et al., 2018, Wenzel &Van Quaquebeke, 2018).

5. Eliciting preferences and attitudes by using list experiments (Blair & Imai, 2012) and randomized response protocols (Greenberg et al., 1969), which are useful in measuring true states in contexts where social desirability and social norms may constrain true responses.

6. Experimental research in the field or laboratory to highlight biases, demand effects, or endogeneity issues originating from questionnaire measures, as well as the use of game-theoretic designs that consider costs and benefits of choices and actions (Zehnder, Herz, & Bonardi, 2017).

7. Studies purging questionnaire measures that serve as explanatory variable from endogeneity by instrumenting them with experimentally randomized instrumental variables (Meslec et al., 2020; Sajons, 2020) or measured variables that are exogenous (Cavazotte, Moreno, & Hickmann, 2012), whether in laboratory or field settings.

8. Reviews of research to identify problematic areas in studying real behaviors and psychological states and to chart new territory for researchers. Such reviews could serve as go-to guides for scholars developing their studies and seeking to jettison questionnaires.

9. Theoretical articles that contribute to the development of constructs and measures that foster the study of real behaviors in situ. Conceptual work on event-based approaches to studying leadership and management are a case in point (e.g., Hoffman & Lord, 2013; Morgeson, Mitchell, & Liu, 2015).

Special Issue Co-editors:
• Thomas Fischer, Geneva School of Economics and Management, University of Geneva, thomas.fischer@unige.ch
• Donald C. Hambrick, Smeal College of Business, The Pennsylvania State University, dch14@smeal.psu.edu
• Gwendolin B. Sajons, ESCP Business School, gsajons@escp.eu
• Niels Van Quaquebeke, Kühne Logistics University & University of Exeter, Niels.Quaquebeke@the-klu.org

Here you can find the CfP with more information on the submission process:

https://www.journals.elsevier.com/the-leadership-quarterly/call-for-papers/beyond-the-ritualized-use-of-questionnaires-toward-a-science

The Special Issue on “The Human Side of Sustainable Innovations” will focus around these two shortly sketched themes; however, other themes around human impact in creating sustainable innovations are also welcome. The Special Issue is open to all research design approaches,
mixed methods, and qualitative and quantitative techniques.

• User innovation of sustainable product and
  processes
• Intrapreneurship and sustainable innovations
• Incentivizing for sustainable innovations
• Incubating and accelerating approaches to sustainable innovations
• Changing attitudes organizational structures/cultures towards sustainability-oriented
  entre- and intrapreneurship

Prof. Dr. Jan Kratzer
Prof. Dr. Dodo zu Knyphausen-Aufseß
Prof. Dr. Gunter Festel
Guest Editors

Deadline for manuscript submissions: 30 September 2020

Call for Papers

Konzepte menschenzentrierter KI-Arbeitsplätze
Jetzt für die Arbeit von morgen vordenken

Inhaltliche Schwerpunktsetzung
Künstliche Intelligenz (KI) hält Einzug in immer mehr Arbeitsprozesse und berührt das Zusammenspiel zwischen Mensch, Technik und Organisation. Mit dem Frühjahrskongress möchten wir einen wissenschaftlich fundierten Einblick in die Bereiche der Arbeitswelt geben, in denen Verfahren des maschinellen Lernens Anwendung finden. Dabei sollen Möglichkeiten, Grenzen, Ambivalenzen und Friktionen auf Prozess- und Ergebnisebene sichtbar werden. Im Sinne unseres arbeitswissenschaftlichen Auftrages suchen wir nach Bewertungsmaßstäben und Ansatzpunkten für eine humanzentrierte Gestaltung der Arbeit mit und durch KI. Darüber hinaus wollen wir ebenso aktuellen Forschungsarbeiten Raum bieten, die nicht in unmittelbarem Bezug zum Tagungsmotto stehen.

Tagungsformat
Der Frühjahrskongress 2021 wird hybrid angelegt. An der Ruhr-Universität Bochum wird es Raum für Vorträge und Diskussionen mit persönlicher Begegnung vor Ort geben. Parallel wird auch eine digitale Teilnahme durch das Konferenzsystem ZOOM möglich sein. Im Falle einer Verschärfung der Krisensituation wird der Kongress rein digital unter entsprechender Anpassung der Teilnehmergebühr durchgeführt. Es sind deutsch- und englischsprachige Beiträge in parallelen Sessions vorgesehen.

Beteiligung
Es können Schriftbeiträge (deutsch- oder englisch-sprachig) für Konferenzvorträge oder die Doktorandenwerkstatt eingereicht oder Videos „join my lab“ zur Vorstellung von Forschungsinfrastruktur angemeldet werden. Nach Vorbegutachtung erfolgen dann Konferenzeinladungen.

Keynote speaker

• Albrecht Reimold, Vorstand Produktion und Logistik der Porsche AG, Stuttgart
• Prof. Sharon Parker, Director, Centre for Transformative Work Design | Future of Work Institute, Perth, Australia & Prof. Dr. Gudela Grote, ETH Zürich

Zeitplan für Einreichung und Begutachtung

• Bis 2. Oktober 2020: Einreichung von Abstracts für Tagungsteilnahme oder Doktorandenwerkstatt sowie Anmeldung von Videos über die Homepage der GfA
• 2. November 2020: Rückmeldung zu Abstracts und angemeldeten Videos durch die Geschäftsstelle.
• Bis 13. Dezember 2020: Einreichung von Schrift-beiträgen (max. 6 Seiten)
• Ab 19. Februar 2021: Hochladen der finalen Beiträge durch die GfA (Schriftbeiträge und Videos)

Doktorandenwerkstatt
Am 3. März 2021 wird die Doktorandenwerkstatt unter Leitung von Prof. Dr. Karsten Kluth, Universität Siegen & Prof. Dr. Oliver Sträter, Universität Kassel, stattfinden. Dafür stehen Räumlichkeiten in der Lern- und Forschungsfabrik (LFF) des Lehrstuhls für Produktions-systeme (Prof. Dr. Bernd Kuhlenkötter) zur Verfügung.

Kontakte / Anmeldung
Veranstalter: Gesellschaft für Arbeitswissenschaft e.V.,
Ardeystraße 67, 44139 Dortmund
Simone John (Sekretariat),
john@gesellschaft-fuer-arbeitswissenschaft.de
+49 (0) 231 12 42 43

Aktuelle Informationen finden Sie auf
www.gfa2021.de sowie auf
www.gesellschaft-fuer-arbeitswissenschaft.de

Call for Papers

Vor dem Hintergrund der gegenwärtigen Corona-Pandemie wird die ursprünglich für den November diesen Jahres geplante AKempor-Jahrestagung in Flensburg auf den 06./07. Mai 2021 verschoben.

Alle Daten zu den veränderten Einreichungs- und Anmeldefristen sind auch dem angepassten Call for Paper zu entnehmen.

Diesen sowie weitere Informationen zur Tagung finden Interessierte auch unter https://akempor.wordpress.com/

Call for Paper

Aufruf zur Einreichung von Beiträgen für das Themenheft 3/2021 „Wirtschaftskrisenbewältigung durch Familienunternehmen“

Heftbetreuer:
Prof. Dr. Sven Cravotta, SRH Hochschule Heidelberg (Campus Calw)
Prof. Dr. Markus Grottke, AKAD Hochschule Stuttgart

Das Heft 3/2021 (Juni/Juli) der BFuP wird sich aus aktuellem Anlass dem Schwerpunktthema „Wirtschaftskrisenbewältigung durch Familienunternehmen“ widmen. Beiträge zur Bewältigung der kommenden Wirtschaftskrise durch Familienunternehmen sollen dabei aufgegriffen werden. Als betreuende Heftherausgeber möchten wir Sie hiermit darauf aufmerksam machen. Wenn Sie Interesse an einer Beitragseinreichung haben, laden wir Sie herzlich ein, möglichst bis Ende Oktober 2020 Ihr Manuskript an den zweiten Heftherausgeber zu senden (markus.grottke@akad.de). Alle eingereichten Beiträge unterliegen einer doppelt-blinden Begutachtung, wobei sich die BFuP durch kurze Fristen auszeichnet. Sollte Ihr Manuskript positiv beurteilt werden, aber im vorgesehenen Themenheft etwa aufgrund von Platzgründen nicht abgedruckt werden können, so ist eine Publikation im nicht themengebundenen Teil eines späteren Hefts oder in einem ebenfalls passenden späteren Themenheft vorgesehen.

Methode: Methodenpluralismus, d.h. Überblicksartikel, konzeptionell-analytische, formalanalytische, historisch-vergleichende, neue Wege einschlagende und empirische Arbeiten sind gleichermaßen willkommen.

Fachgebiet: Die Fragestellung kann innerhalb des Unternehmens (z.B. Restrukturierungsmaßnahmen, Digitalisierungsmaßnahmen, Optimierung des Einkaufs, etc.) wie außerhalb (z.B. Kooperationsmanagement, wirtschaftspolitische Rahmenbedingungen, steuerliche Rahmenbedingungen) im Bereich der Betriebswirtschaftslehre verortet werden. Zentral ist, dass ein Beitrag einen praktisch hilfreichen und gleichzeitig theoretisch/empirisch abgesicherten – nicht nur hypothetischen – Erkenntnisgewinn für die Bewältigung der kommenden Wirtschaftskrise durch Familienunternehmen erlaubt.

Sprache: Deutsch.

Formalia: Formatvorlage und Autorenhinweise stehen unter www.bfup.de bereit.

Abgabetermin: 30. Oktober 2020 (kein Ausschlusstermin).

Eine zeitnahe Bekundung Ihres Interesses an einer Beitragseinreichung würde unsere Planungen erleichtern (gern an markus.grottke@akad.de).

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 16. bis zum 19. März 2021 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 Papieren im offenen Programm ein. Das Tool zur elektronischen Einreichung finden Sie auf der Tagungswebsite; es wird im Sommer 2020 freigeschaltet.

Dort finden Sie im Laufe des Sommers 2020 auch genaue Hinweise zu Einreichungsformaten und -modalitäten sowie zum Begutachtungsprozess in den jeweiligen Tracks der Wissenschaftlichen Kommissionen. Auch die Formalia der Vorträge im offenen Programm (Sprache, Dauer, Diskutant etc.) richten sich nach den Vorgaben der Wissenschaftlichen Kommissionen.

Für Nachwuchswissenschaftlerinnen und -wissenschaftler besteht die Möglichkeit, unfertige Papiere oder Projektideen für eine Posterslam-Session einzureichen. Auch hierzu wird es Informationen 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 Einzelaspekten oder übergreifend adressieren. Symposien umfassen grundsätzlich drei bis fünf thematisch aktuelle und zusammenhängende Vorträge in einer moderierten Veranstaltung mit einem Gesamtumfang von 90 Minuten. Weitere Hinweise entnehmen Sie ab dem Sommer 2020 der Tagungswebsite.

Special Issue der Verbandszeitschrift SBUR

Im Zuge der Tagung wird ein Special Issue des Schmalenbach Journal of Business Research (SBUR) herausgegeben. Daran interessierte Autorinnen und Autoren können ihre Papiere parallel zur Konferenzeinreichung über die Website der SBUR einreichen. Weitere Informationen finden Sie ab dem Sommer 2020 ebenfalls auf der Tagungswebsite.

Konferenzpreise

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

Call for Papers

Special Issue Editors:
Rachel Cohen, City University of London, UK
Stephan Kaiser, Universität der Bundeswehr München, Germany
Elisabeth Naima Mikkelsen, Copenhagen Business School, Denmark
Anne Pedersen, Copenhagen Business School, Denmark
Stefan Süß, Heinrich-Heine-Universität Düsseldorf, Germany

Submission deadline (full papers): 15 December 2020
Expected date of publication: February 2022

This Special Issue invites empirical and conceptual papers that examine and theorize the phenomenon of remote work from different perspectives.

Due to the Covid-19 pandemic more people than ever are working from home. For many this change has been sudden and far from ideal as some lack technical equipment, find their social interactions digitalized and many have to care for children or older relatives. Some tasks are only partially suitable or are unable to be performed from home which highlights both the possibilities and limits to the spatial reorganization and domestication of work. This real-life experiment has motivated an upsurge in research from colleagues in organizational studies, labor, HR and allied fields. Research on remote work is well established, but it is likely that new findings will emerge that extend our knowledge, both as a product of expanded attention over Covid-19 and because the phenomenon is worldwide in scope. We expect that new research will span individual psychological issues, sociological relationships, leadership challenges, the organization of work and practices of HR management:

First, we know that working from home impacts the individual and the effect varies between individuals. Remote work can help to mitigate work–life conflict by allowing flexible integration of work and private domains (Allen et al., 2013). However, employees react differently depending on their integration or segmentation preferences (Kreiner, 2006). Second, research underlines the role of the individual’s virtual competence as it affects his/her well-being (Wang and Haggerty, 2011), since working from home is often associated with the demanding use of modern communication and information technology (Allen et al., 2015; Schmoll, 2019). Third, multiple studies have highlighted gender-differences in workers’ capacity to draw work-life boundaries and, especially, that men are better able to separate themselves from family life while working at home (Felstead and Jewson 2000). Studies also find that mothers may seek home-based work, especially self-employment, to manage domestic work (Ekinsmyth 2013).

News reports suggest that during the current lockdown of schools and nurseries women find themselves carrying a burden of work, care and even teaching. This is likely to reinforce or exacerbate gender-inequalities and produce stresses and strains at home. Finally, current experience highlights important class differences, reflected in the different spaces available for work (e.g. the availability, or not, of ‘spare rooms’, garages or home-offices) (Felstead and Jewson 2000; Phizacklea and Wolkowitz 1995).

Remote work is also a big challenge for leaders required to manage interaction in teams. Virtual leadership changes the demands on managers and employees, interaction via digital media changes collaboration. Phenomena such as the professional isolation of employees are well known (Cooper and Kurland, 2002; Golden et al., 2008), and managers must address this. Remote work has been found to be more successful if supervisor support is available and the corporate culture supports working from home (Allen et al., 2015; Hoch and Kozlowski, 2014; Lautsch et al., 2009). Additionally, remote management increasingly relies on new modes of surveillance, including electronic surveillance. Where surveillance extends across domestic electronic devices (e.g., tablets, phones, trackers) it poses questions about the potential control of employers over workers’ wider lives. At the same time, management at a distance can spark worker resistance and galvanize those seeking to organize collective resistance (including Trade Unions).

If it is to spread, companies need to organize their remote work to meet the challenges posed by activities that are not all equally suitable to perform from home given not every employee has a suitable work space. HR will have to adopt new practices for employees who work from home (Illegems and Verbeke, 2004) including changes to working time arrangements (Blagoev et al., 2018), ergonomic design of workplaces, new concepts for training and learning, but also performance evaluation and the design of career paths.

This Special Issue of the GHRM aims to shine a light on remote work as it is today. We hope to enrich our knowledge of the phenomenon of working from home more generally, by drawing together different perspectives on the individual such as psychological impacts, sociological influences, leadership, the organization of work and the demands of human resources management.

Contributions could focus on one or more of the following questions:

• How does working from home influence individual well-being, work-life conflict, commitment, and stress?
• How does working from home produce new inequalities or reproduce or exacerbate existing social inequalities – for instance those of gender, disability, ethnicity or class?
• How can greater equality be produced in working from home?
• Where do workers choose to develop boundaries between work and home and how is this consistent between new (Covid-19) home-workers and previous analyses?
• How do employees deal with the phenomenon of professional isolation?
• Which employees show resilience to the negative effects of working at home?
• What role do an affinity for technology and technical skills play?
• How does the leadership of virtual teams working from home and the coordination of work function?
• How do teams find new ways to interact under forced digitalisation?
• To what extent are managers attempting to, or successful in, institutionalising new mechanisms and spaces of surveillance?
• What are the learning effects from managers’ and teams’ engagement in interactive practices?
• What role does support from superiors or corporate culture play in the feasibility of remote work?
• What impact does working from home have on established HR practices? How can performance be assessed, what working time arrangements are necessary, how are employees and careers developed?
• What new possibilities for individual resistance are identified amongst remote workers?
• How does the organization of collective resistance operate among remote workers?
• What consequences does remote work have for the productivity of workers and teams?
• Are there ways to design work and workplaces so that they are suitable for remote work?
• How are new online routines emerging and how do informal and formal social interactions develop within these routines?
• What is the role of contextual factors that are particularly evident in the Covid-19 pandemic, such as increased caring responsibilities or social isolation?
• What differences do current studies of the Covid-19 as an extreme situation show in comparison to previous studies?
• How do managers and their teams make sense of Covid-19 as an extreme situation and how does their sense-making impact on their work-related involvement?

Submission
To be considered for publication in the Special Issue, full manuscripts (max. 10,000 words) must be submitted by 15 December 2020. The manuscripts should be written in English and submitted through https://mc.manuscriptcentral.com/ghrm. The submission guidelines are available through http://journals.sagepub.com/home/gjh.

Call for Papers

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

Special Issue

Over the past four decades, scholars from employment relations, human resource management, organisational 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 organisational 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 organisational 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 organisational 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 digitalisation 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 conceptual 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 digitalisation and employee voice (or: ‘e-voice’).

Therefore, the aim of the special issue of management revue – Socio-Economic Studies is to focus on digitalisation at work and its challenges and opportunities for employee engagement, voice and silence in cross-disciplinary discussions. We welcome empirical studies as well as theoretical papers. 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?

These are just some ideas and not an exhaustive list.

Deadline

Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by 31 October 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due 31 March 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.

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 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/).

Healthcare was a domain at ease with the cascade or techno-push model of innovation, with a special attention on experimentation structured by legal test protocols. The management of innovation in healthcare has attracted renewed attention with the reference to AI, “big data”, biotechs, medtechs and with the reference to user-centric innovation (as most often illustrated with medtechs and biotechs). Research in healthcare is as complex and risky as ever, but time frames for the development of innovation have adapted to the new realities of AI and biotechs, and the scope of experimentation to new stakeholders. Disruptive innovation in healthcare is a crucial driver for the evolution for this industry over the last years.

Top-down and user-centric innovation management are not in opposition; they complement each other in different areas of healthcare research, and at different stages of innovation processes. Both processes coexist for the management of innovation today and have to invent how to complement each other. The twin reference to deeptechs and to digitalization has also reshaped how to process research and generate innovation in healthcare: new stakeholders now jump into the domain without prior vicinity with the its specificities as regards safety, legal issues or mandatory experimentation and validation protocols (as illustrated in medtechs, where lots of innovators directly come from computer sciences and other domains in physics).However, the stakeholders contributing to these processes do not follow the same rationales, and do not always understand each other. These aspects now require new and adapted practices in the management of innovation. This evolution develops also in an external environment framed by the rapid aging of world population, the difficult access to medical care for some social groups due to increasing budget constraints by national Governments, and the urgency incurred by specific diseases (e.g. the COVID pandemic).

This special issue focuses on new practices for the management of innovation in all subareas of healthcare. The special issues covers the development of user-centric innovation and of experimentation to healthcare, with a special focus on its complementarities with traditional cascade top-down (techno-push) innovation. User-centric innovation in healthcare makes it also possible to test new business models with the appropriate stakeholders. The healthcare domain is original because it provides field research to analyze the dynamics in the Triple or Quadruple Helix (State, research, industry, actual people) and the interactions between them in local ecosystems. It provides also a relevant domain to question the status of „user“ in user-centric innovation.

The aim of this special issue

To collect high-quality papers addressing and contributing to the debate about the main criticalities of the innovation management in healthcare systems and organizations.  Drawing from the research directions presented earlier in this section, this call for papers seeks empirical and conceptual contributions that critically analyse the current state of top-down and user-centric innovation management in the healthcare sector. We welcome contributions about the articulation between these two approaches, and about the renewal of innovation management practices incurred by current technological disruptions, by the presence of more diverse stakeholders, and by the arrival of new innovation actors without any prior vicinity with healthcare (as medtechs most often illustrate it).  Other topics may cover the main macro-, meso, and micro-level conditions (e.g., institutions and regulations, and pricing and reimbursement, adaptation of existing business models, introduction of innovative business models, supply-chain management) of innovation management in healthcare.

We also welcome papers exploring new methods to conduct research and analyse data in light of new innovations and technological disruption in the healthcare industry.

Authors are invited to submit theoretical and empirical papers that would contribute to fulfilling the aims of the special issue.

Publication Schedule

• Manuscript submission: 31 December 2020
• Reviewer reports: 30 March 2021
• Final paper submission: 30 July 2021
• Anticipated publication date of the special issue electronic from October 2021
• Anticipated publication date of the special issue print March 2022
• All submissions must be done through ScholarOne: https://mc.manuscriptcentral.com/ejim

Guest Editors

Francesco Schiavone, University of Naples Parthenope, Department of Management and Quantitative Studies, Italy, francesco.schiavone@uniparthenope.it
David W. Versailles, Paris School of Business, newPIC Chair, France, dwv@newpic.fr Valerie Merindol, Paris School of Business, newPIC Chair, France, vm@newpic.fr
Uta Wilkens, Ruhr-Universität Bochum (RUB) – Institute of Work Science (IAW) – Chair for Work, Human Resources and Leadership, uta.wilkens@rub.de

Call for Papers