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  • 1.  GDO - Equality, Diversity and Inclusion Conference, Vienna

    Posted 04-11-2010 10:27
    Hi all,
    Here is an interesting conference call I was asked to post.
    Have a good week,
    Bobbie, GDO list manager

    ---------------------------------------------------------------
    With apologies for cross-posting

    Dear Colleagues,

    We would like to invite you to submit papers to our stream on 'Talent and competencies development in a global economy: Challenges for contemporary leaders in the light of equality, diversity and inclusion at work' at the Equality, Diversity and Inclusion Conference to be held in Vienna 14-16 July. (Submissions close 1 May, 2010). Please see below the call for papers.

    For paper submissions please visit the conference website at http://www.edi-conference.org/

    We hope to see you in Vienna.

    Best wishes,

    Mine Karatas-Ozkan, Dorota Bourne, Katerina Nicolopoulou, Gozde Inal
    -------------------------------------------------------------------------------------------

    Call for papers

    Stream 1 : Talent and competencies development in a global economy: Challenges for contemporary
    leaders in the light of equality, diversity and inclusion at work.

    Stream chairs:

    Dr Dorota Bourne, Queen Mary, University of London, d.bourne@qmul.ac.uk,
    Dr Gozde Inal, Cyprus International University, ginal@ciu.edu.tr,
    Dr Mine Karatas-Özkan, University of Southampton, mko@soton.ac.uk,
    Dr Katerina Nicolopoulou, University of Southampton, knicolopoulou@hotmail.com<mailto:knicolopoulou@hotmail.com>

    Stream outline
    Contemporary organizations are increasingly investing in competency-based talent recruitment and
    development by creating conducive environments, utilising appropriate management styles and
    developing their leadership pipeline in order to compete globally. This proposed stream will highlight
    the importance of talent and competencies development in the organizations of global economy and
    address challenges for leadership from a diversity perspective. We are particularly interested in the
    intersectionality of factors which might affect the process of competency development as experienced
    by individuals with a focus on opportunities and constraints that face individuals at the micro-level.
    At the meso-organisational level, we would like to explore strategy formulation and execution,
    culture-building activities, and related HRM strategies (e.g. competency assessment, employee
    development, team-building, diversity management) adopted by leaders. Given this focus, work-life
    balance, spirituality at work, spiritual leadership, mobility of workers and leaders in a global economy,
    and knowledge transfer are relevant themes of the stream. Organisational commitment to human
    resource development, equality and diversity and related policy initiatives and interventions pertain to
    this stream as key areas to explore in addressing issues and challenges involved. Multi-level
    examination of the subject (i.e. national effects, discourse effects, sectoral effects, organizational
    effects, and individual effects, Ozbilgin and Tatli, 2008) and different theoretical and methodological
    approaches are welcome in this stream.

    Stream questions:
    1. What are the key issues that pertain to talent and competencies development in organisations of the
    contemporary global economy? What are the micro-individual challenges faced? How does an
    intersectionality of factors including gender, age, disability, ethnicity, sexuality, and religion impact
    on such processes as competencies and career development?
    2. What is the role of leadership in establishing and maintaining an organizational culture that
    facilitates talent recruitment and retention, and competencies development? What is spiritual
    leadership? What are the main competencies of spiritual leadership that affect such processes? Do
    such leadership competencies encourage conformity or diversity in organizations?
    3. What does work-life balance mean to individuals in organisations? How is this linked to personal
    and career development? What leadership characteristics support work-life balance and flexible
    working from a diversity management perspective?
    4. What are the characteristics of the learning processes involved at individual and organizational
    levels? How does knowledge production and sharing contribute to talent and competencies
    development? How does mobility of knowledge workers and leaders impact on such processes? Do
    networks of power (inclusivity / exclusivity) play a role?
    5. How do the policy and strategy interventions, and diversity management discourses and practices,
    influence talent and competencies development and related leadership ? Are there any contextual
    differences (i.e. national, regional, sectoral, organisational)?









  • 2.  GDO - Equality, Diversity and Inclusion Conference, Vienna

    Posted 04-12-2010 06:07
    Dear All,
     
    Further to Mine et al's email below, please see our call for papers for the Equality, Diversity and Inclusion conference. Our call is for 'Diversity in the Creative Industries'.
     
    Kind regards,
     
    Kate Sang

    Diversity in the Creative Industries

    Stream Organisers:

    Dr Valerie Caven, Nottingham Business School, Nottingham Trent University,

    Nottingham, NG1 4BU. + 44 115 848 4233, Email: valerie.caven@ntu.ac.uk

    Dr Kate Sang, Research Fellow, DECERe, Norwich Business School, University of East

    Anglia, Norwich, Norfolk, NR4 7TJ. +441603 591537. Email: k.sang@uea.ac.uk

    Conference website: http://www.edi-conference.org

    Stream outline:

    The creative industries have in recent years become a huge source of interest for

    researchers due to their rapid growth in size and their contribution to the economy. It

    would not be unreasonable to expect that, by the very nature of their activities; they

    would embrace diversity and be varied environments in which to work. However, this

    does not appear to be the case. Within many of the sectors contained under the umbrella

    of creative industries, employment is dominated by white males. Women and BME

    employees are seriously under-represented throughout and a further indication of the lack

    of diversity is ageism, particularly experienced by women in the performing arts and

    associated industries.Employment is characterized as precarious with stressful working conditions, long hours

    and pay inequalities. In short, the creative industries replicate the bureaucratic and

    managerialist work practices seen in more traditional industries/professions. In addition,

    entry to the sector is characterized by periods of unpaid work which may exclude those

    from economically deprived backgrounds. The policy aims of Equal Opportunities, antidiscrimination

    legislation and inclusion policies seem largely to have passed the industry

    by. This stream aims to investigate why/if this is the case; what does the future hold in

    terms of providing interesting and challenging work in a creatively stimulating

    environment? Papers are invited which critically examine employment in the creative

    industries; they can be either theoretically or empirically informed from a wide range of

    disciplines, such as business, sociology, arts, or humanities but should explore the multifaceted

    dimensions of power relationships and inequalities which exist.

    Possible themes include:

    The failure of policy efforts to promote inclusion; Entrepreneurship and underrepresented

    workers; Diversity and inclusion in a global context; Challenges to existing

    management practices; the ‘Glass Ceiling’ effect and the diverse workforce; Diversity

    and creativity, Intersections of gender, ethnicity, disability, sexuality and class.

    Keywords: Creativity, Diversity, Inclusion, Power,

    Publication plans: Special issue of Equality, Diversity and Inclusion; edited collection

    of papers if of sufficient quality.


    From: Gender & Diversity in Organizations Division Listserv [mailto:GDO-L@AOMLISTS.PACE.EDU] On Behalf Of Bobbie Turniansky
    Sent: Sunday, April 11, 2010 3:27 PM
    To: GDO-L@AOMLISTS.PACE.EDU
    Subject: GDO - Equality, Diversity and Inclusion Conference, Vienna

    Hi all,
    Here is an interesting conference call I was asked to post.
    Have a good week,
    Bobbie, GDO list manager

    ---------------------------------------------------------------
    With apologies for cross-posting

    Dear Colleagues,

    We would like to invite you to submit papers to our stream on 'Talent and competencies development in a global economy: Challenges for contemporary leaders in the light of equality, diversity and inclusion at work' at the Equality, Diversity and Inclusion Conference to be held in Vienna 14-16 July. (Submissions close 1 May, 2010). Please see below the call for papers.

    For paper submissions please visit the conference website at http://www.edi-conference.org/

    We hope to see you in Vienna.

    Best wishes,

    Mine Karatas-Ozkan, Dorota Bourne, Katerina Nicolopoulou, Gozde Inal
    -------------------------------------------------------------------------------------------

    Call for papers

    Stream 1 : Talent and competencies development in a global economy: Challenges for contemporary
    leaders in the light of equality, diversity and inclusion at work.

    Stream chairs:

    Dr Dorota Bourne, Queen Mary, University of London, d.bourne@qmul.ac.uk,
    Dr Gozde Inal, Cyprus International University, ginal@ciu.edu.tr,
    Dr Mine Karatas-Özkan, University of Southampton, mko@soton.ac.uk,
    Dr Katerina Nicolopoulou, University of Southampton, knicolopoulou@hotmail.com<mailto:knicolopoulou@hotmail.com>

    Stream outline
    Contemporary organizations are increasingly investing in competency-based talent recruitment and
    development by creating conducive environments, utilising appropriate management styles and
    developing their leadership pipeline in order to compete globally. This proposed stream will highlight
    the importance of talent and competencies development in the organizations of global economy and
    address challenges for leadership from a diversity perspective. We are particularly interested in the
    intersectionality of factors which might affect the process of competency development as experienced
    by individuals with a focus on opportunities and constraints that face individuals at the micro-level.
    At the meso-organisational level, we would like to explore strategy formulation and execution,
    culture-building activities, and related HRM strategies (e.g. competency assessment, employee
    development, team-building, diversity management) adopted by leaders. Given this focus, work-life
    balance, spirituality at work, spiritual leadership, mobility of workers and leaders in a global economy,
    and knowledge transfer are relevant themes of the stream. Organisational commitment to human
    resource development, equality and diversity and related policy initiatives and interventions pertain to
    this stream as key areas to explore in addressing issues and challenges involved. Multi-level
    examination of the subject (i.e. national effects, discourse effects, sectoral effects, organizational
    effects, and individual effects, Ozbilgin and Tatli, 2008) and different theoretical and methodological
    approaches are welcome in this stream.

    Stream questions:
    1. What are the key issues that pertain to talent and competencies development in organisations of the
    contemporary global economy? What are the micro-individual challenges faced? How does an
    intersectionality of factors including gender, age, disability, ethnicity, sexuality, and religion impact
    on such processes as competencies and career development?
    2. What is the role of leadership in establishing and maintaining an organizational culture that
    facilitates talent recruitment and retention, and competencies development? What is spiritual
    leadership? What are the main competencies of spiritual leadership that affect such processes? Do
    such leadership competencies encourage conformity or diversity in organizations?
    3. What does work-life balance mean to individuals in organisations? How is this linked to personal
    and career development? What leadership characteristics support work-life balance and flexible
    working from a diversity management perspective?
    4. What are the characteristics of the learning processes involved at individual and organizational
    levels? How does knowledge production and sharing contribute to talent and competencies
    development? How does mobility of knowledge workers and leaders impact on such processes? Do
    networks of power (inclusivity / exclusivity) play a role?
    5. How do the policy and strategy interventions, and diversity management discourses and practices,
    influence talent and competencies development and related leadership ? Are there any contextual
    differences (i.e. national, regional, sectoral, organisational)?