Social innovation has been defined as a novel solution to a social problem where the value accrues primarily to society rather than private interests, and which addresses a social need in a more effective way than existing solutions (Leadbeater, 2008a; Phills et al., 2008). When social innovation occurs through the formation of a new business venture combining social goals and for-profit activity, the result is social entrepreneurship and the founders of these special firms are social entrepreneurs. Social innovators and social entrepreneurs operate in a diverse range of communities and tackle many kinds of social problems including poverty, social exclusion and environmental degradation.

Social entrepreneurship and social innovation are increasingly recognized as crucial domains for management educators (Tracey & Phillips, 2007). An increasing number of social entrepreneurs from non-profits and social enterprises are entering business schools in order learn the skills and competencies required to build sustainable businesses. At the same time, corporations are now under intense pressure to behave in ethical and socially responsible ways, and consequently are looking to hire people with skills in social innovation and to develop these skills in existing employees. As a result, business schools will increasingly be expected to deliver skills and knowledge in the areas of social entrepreneurship and innovation as part of their undergraduate, MBA and executive programmes.

Interest in social entrepreneurship and innovation among business school students is evidenced both by the growing number of social enterprise student societies, and by the fact that social entrepreneurship business plan competitions are now commonplace in many universities (Olszak & Sidorick, 2003). Moreover, the 2010 Net Impact conference hosted by the University of Michigan – an event for graduate students in business and management studies interested in social entrepreneurship and corporate social responsibility – is expected to attract around 2,500 participants (www.netimpact.org).

Business schools therefore have an important role to play in nurturing the next generation of social entrepreneurs and innovators. Indeed, some schools have already taken important steps in this direction, including the Social Enterprise Initiative at Harvard Business School, the Center for Social Innovation at Stanford University, and the Center for the Advancement of Social Entrepreneurship at Duke University. Yet the distinctive challenge of educating social entrepreneurs and innovators has seldom been subject to systematic discussion and debate by management educators. Specifically, there has been relatively little research about the effectiveness of different pedagogic approaches and strategies, and the extent to which these vary in the context of particular settings and social issues.

The purpose of this special issue is to consider the learning and educational implications of social entrepreneurship and social innovation for management educators, as well as for businesses, nonprofits and social enterprises. In this vein, we encourage submissions that address social innovation and social entrepreneurship education in academic and/or workplace settings. Consistent with the format of Academy of Management Learning & Education, empirical and conceptual articles for the Research & Reviews section, and appropriate material for the Essays, Dialogues, and Interviews section are welcome. Some research questions, issues, and interview topics that contributions might address, among many others, are:

What topics in social innovation and social entrepreneurship are most important to address in business curricula, and/or organizational training and development programs from the perspective of both business and society? Do these differ by region, culture, country, or level of education?

How can social innovation and social entrepreneurship be integrated into teaching and learning so that students and/or employees, including managers, appreciate the relationships among these phenomena?

What are the differences and similarities between traditional entrepreneurship education and the education of social entrepreneurs? What does this mean for social entrepreneurship education?

What techniques inside and outside the classroom (e.g., lectures, discussions, site visits, guest speakers, simulations, case studies, video, projects, and on-line activities) have proven successful in developing social entrepreneurs and innovators? What approaches work in different circumstances and with different types of students/participants?

What differences are there between teaching social innovation and entrepreneurship to budding entrepreneurs and teaching social entrepreneurs and innovators how to manage established businesses?

Does social entrepreneurship education allow social entrepreneurs and innovators operating in both non-profit and for-profit environments to generate improved social outcomes?

From a more critical perspective, is the business school the right place to be training social innovators and social entrepreneurs?

How can those who have engaged in social entrepreneurship education and/or training and development best receive acknowledgement for such experience and benefit in terms of organizational assignment, career development, and promotion decisions?

What roles can and should executives, managers, human resource personnel, and consultants play in social entrepreneurship education in the workplace? What roles can and should university presidents and provosts, deans and department chairs play in advancing social entrepreneurship education in academia? What best practices currently exist? How common is such involvement at present? How can such involvement be encouraged?

Paper Procedure: Submissions are due between August 1 and September 1, 2011, and should adhere to the "Style and Format" guide for authors that can be found at http://journals.aomonline.org/amle/home.asp. Manuscripts should be submitted to http://mc.manuscriptcentral.com/amle, and designated under Manuscript Type as "Special Issue-Social Entrepreneurship 2012". Pre-submission discussion of and consultation on potential submission ideas and topics is also welcome. For further information, please contact the lead guest editor, Tom Lawrence, at tom_lawrence@sfu.ca.

All submissions will be subject to a rigorous double-blind peer-review process, with one special issue editor acting as action editor, and final approval coming from the journal editor. Invitations to revise and resubmit will follow initial submissions in approximately 3 months, with a final deadline of March 1 for revised submissions.

Contact Info:

Tom Lawrence
Faculty of Business Administration
Simon Fraser University
500 Granville Street
Vancouver, British Columbia
Canada V6C1W6
E-mail: tom_lawrence@sfu.ca

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Dear all,

Please see below for a call for papers for a special issue of Management Research Review, on the theme of "Strategic Directions for Innovation Management", and guest edited by Tanya Sammut-Bonnici & Sotirios Paroutis.

Best,

Rebecca

Rebecca Forster
Assistant Commissioning Editor
Emerald Group Publishing Limited

Special Issue theme: Strategic Directions for Innovation Management

Guest Editors: Tanya Sammut-Bonnici, t.sammut-bonnici@warwick.ac.uk & Sotirios Paroutis, sotirios.paroutis@wbs.ac.uk

Deadline for Submission of Papers: November 30, 2011

The aim of this Special Issue is to promote new theoretical and empirical research on the developments within the field and practice of innovation management. A more complex view of the emerging branches of innovation offers new directions for research on strategic management and organizational performance.

Research Themes

This Special Issue seeks to merge traditional and modern perspectives in Innovation Management by exploring the strategic foundations of industry dynamics, technology, leadership, strategy practice, product development, marketing, sustainability, and the multi-disciplinary perspectives of network economics, evolutionary change, and complexity theory.

The journal welcomes contributions across a wide range of issues, including but not limited to:

Industry Clusters, Networks and Strategic Innovation
Organizational and Technological Dimensions of Innovation
Strategic Leadership and Innovation
Innovation in Strategy Practice and Strategic Tools
Innovation Management and New Product Development
Brand Driven Innovation
Innovation and Sustainability
Innovation Diffusion, Critical Mass and Network Externalities
Multidisciplinary Models of Innovation: from Darwin to Complexity

We invite conceptual or empirical (case study, field study, or survey-based) papers dealing with established and emerging insights on innovation management. Management Research Review, published by Emerald, is a peer reviewed academic journal, which has been in publication for over 34 years. Its emphasis is to publish internationally focused management research studies that have timely results and implications of research, with rapid feedback and turnaround time.

Schedule

Deadline for Submission of Papers November 30, 2011
Notification of Decision February 29, 2012
Final Papers Due April 30, 2012
Expected Publication Date Fall 2012

Guidelines for Authors

Articles should be about 6,000 words in length. Longer papers will be considered. Further information and guidelines for authors are listed at: www.emeraldinsight.com/products/journals/author_guidelines.htm?id=mrr

Submissions to be made via the scholar one online submission system at mc.manuscriptcentral.com/mrr

Guest Co-Editors Contact Details

Tanya Sammut-Bonnici, Associate Fellow, Warwick Business School, United Kingdom, e-mail: t.sammut-bonnici@warwick.ac.uk

Sotirios Paroutis, Associate Professor, Warwick Business School, University of Warwick, United Kingdom, email: sotirios.paroutis@wbs.ac.uk

For further submission information please see the journal website or contact the special issue editors

Rebecca Forster
Assistant Commissioning Editor
Emerald Group Publishing Limited

Phone: +44 (0)1274 785012
Fax: +44 (0) 1274 785204

rforster@emeraldinsight.com

http://www.emeraldinsight.com

Equality, Diversity and Inclusion sponsors Best Paper Award at the Equality, Diversity and Inclusion Conference, 7th-8th February 2011, Auckland - http://www.edi-conference.org/

Please consider the environment before printing

Emerald Group Publishing Limited, Registered Office: Howard House, Wagon Lane, Bingley, BD16 1WA United Kingdom. Registered in England No. 3080506, VAT No. GB 665 3593 06

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AMCIS 2011 2^nd CFP: IS for the Non-Profit Sector

2^nd Call for Papers

17th Americas Conference on Information Systems

August 4-7, 2011, Detroit, MI, USA

Track: Enterprise Systems & Organizational Issues in IS

Mini Track: IS for the Non-Profit Sector

http://amcis2011.aisnet.org/index.php?option=com_content&view=article&id=231&Itemid=34

Description

The non-profit sector represents a substantial part of the US economy (5% of the GDP). While the penetration of information systems and information technologies (IS/IT) among non-profit organizations has been increasing, studies have consistently shown that non-profits lag behind their counterparts in the private and public sectors with respect to IS/IT adoption and strategic use. This phenomenon has been coined the organizational digital divide – the inequalities between organizations in society that can strategically use IS/IT to advance their mission and those that cannot.

The non-profit sector in the United States consists of over 1.5 million organizations. In response to the economic recession, these non-profits are increasingly being called upon to provide essential programs and services that the public and private sectors cannot or will not provide. However, the current operating environment of the non-profit sector has become increasingly more complex and challenging. While some non-profit organizations have benefited from new advances in IS/IT, many struggle to manage their technical infrastructures. These challenges bring great opportunities for IS research and practice.

The purpose of this mini-track is to provide researchers with a forum for presentation and discussion of the key issues and challenges related to the adoption and strategic use of IS/IT by non-profit organizations. Authors are encouraged to submit papers on IS/IT issues within the non-profit context.

Possible topics may include, but are not limited to:

· Theoretical perspectives and frameworks describing the organizational digital divide.

· Barriers to IS/IT diffusion and adoption among non-profit organizations.

· IS/IT planning and management in non-profit organizations.

· Design, implementation, and use of IS/IT to improve non-profit organizations' social mission.

· Strategic uses of IS/IT among nonprofit organizations.

· Alignment of IS/IT strategy and non-profit organization's social mission.

· Measuring effectiveness of IS/IT use in nonprofit organizations.

· Issues related to improving sustainable practices in the non-profit sector.

· Methods and techniques for helping non-profit managers exploit the potential of IS/IT.

· IS/IT to support creativity and innovation in non-profits.

SUBMISSION SITE

http://mc.manuscriptcentral.com/amcis2011

IMPORTANT DATES

Deadline for paper submissions: February 28, 2011

Notification of Acceptance: April 4, 2011

Final Copy Due: April 25, 2011

CHAIRS CONTACT INFORMATION

Anol Bhattacherjee

Professor of Information Systems

University of South Florida

Email: abhatt@usf.edu

Roderick L. Lee (corresponding co-chair)

Assistant Professor of Information Systems

The Pennsylvania State University at Harrisburg

Email: rlee@psu.edu

Roderick L. Lee, Ph.D.

Assistant Professor of Information Systems

Penn State Harrisburg

School of Business Administration

E-335 Olmsted Building

777 W. Harrisburg Pike

Middletown, PA 17057-4898

717-948-6641

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Call for Papers

Special Issue of the Journal of Product Innovation Management

"Innovations for and from Emerging Markets"

Guest Editors:

Prof. Dr. Holger Ernst, WHU – Otto Beisheim School of Management

Prof. Dr. Mohan Subramaniam, Boston College

Anna Dubiel, WHU – Otto Beisheim School of Management

In recent years emerging markets have transformed the global competitive landscape. With an explosion in market growth rates, a burgeoning pool of fervent skilled labor, and low factor costs, countries such as China and India have beckoned almost every single developed country multinational (DMNC) to pay serious attention to the new opportunities they have unleashed. In addition, their home conditions are now a catalyst for spawning a new set of emerging country multinationals (EMNCs), fast becoming formidable competitors to DMNCs. With these trends, the need to develop new and exciting products has never been greater. These changes also portend profound implications to the management of innovation in global firms. Older mind sets in the DMNCs that relied on extending product life-cycles or making superficial adaptations to meet emerging country demands beg to be replaced by newer approaches. Firms in emerging markets may no longer survive without learning how to

serve global customers. And indeed we are now witnessing some pioneers in the developed world using emerging markets as a crucible for ideas to generate high value/low cost innovations or reverse innovations that have a global impact. Similarly, some pioneering EMNCs are fast learning what it takes to innovate for customers in the developed world.

To understand these new trends in innovation, this special issue aims to present research on the state of the art practices of innovating for and from emerging markets. Contributions may address but are not limited to the following topics:

· Success factors for developing innovations for emerging markets

· Innovations along the value chain to cater to the needs of emerging markets

· New business models for emerging markets

· Managing R&D in emerging markets

· Implementation of global innovation processes

· Disruptive innovations from emerging markets

· Initiating and managing reverse innovation

· Innovation strategies of EMNCs

· Overcoming intra-company obstacles to low cost innovations

· Differences in the internationalization of innovation between DMNCs and EMNCs

We would like to encourage submissions that can provide a unique perspective using diverse methodological approaches, and interdisciplinary/international/industry-academic co-author teams. All submissions will be subject to the standard double-blind review process followed by JPIM. All manuscripts must be original, unpublished works that are not concurrently under review for publication elsewhere.

An electronic copy of the paper should be submitted to hernst@whu.edu, mohan.subramaniam@bc.edu, or anna.dubiel@whu.edu by December 31 2011. All submissions should conform to the JPIM manuscript submission guidelines available at http://www.pdma.org/journal/AuthorInfo.pdf

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Reminder: Call for Papers for a Special Issue of the Journal of Business Ethics Sustaining Sustainability in Organizations

Guest Editors:

Timo Busch, ETH Zurich

Deborah E. de Lange, Suffolk University

Javier Delgado-Ceballos, University of Granada Alfred Marcus, University of Minnesota Jonatan Pinkse, University of Amsterdam Business School

With this call for papers, we invite research that advances a discussion that relates to how sustainability is developed and maintained (sustained) in organizations with a particular emphasis on international organizations, whether they are multinational corporations (MNCs), non-governmental organizations (NGOs), or international governmental organizations (IGOs). Please see the cfp for full details.

To be considered for the special issue, "Sustaining Sustainability in Organizations", full papers must be submitted by May 1, 2011. All submissions will go through a double-blind peer review process. Full papers should be submitted to Deborah E. de Lange at ddelange@suffolk.edu. Please send the paper as a Word or pdf document without identifying information and a separate cover page having identifying information in the same email to Debbie.

CALL FOR PAPERS

"Sustaining Sustainability in Organizations"

Special Issue in the Journal of Business Ethics

Guest Editors

Timo Busch, ETH Zurich

Deborah E. de Lange, Suffolk University

Javier Delgado-Ceballos, University of Granada

Alfred Marcus, University of Minnesota

Jonatan Pinkse, University of Amsterdam Business School

With this call for papers, we intend to invite research that advances a discussion that

relates to how sustainability is developed and maintained (sustained) in organizations

with a particular emphasis on international organizations, whether they are multinational

corporations (MNCs), non-governmental organizations (NGOs), or international

governmental organizations (IGOs). We consider sustainability to be an approach to

business that considers economic, environmental and social issues in balanced, holistic

and long term ways that benefit current and future generations of concerned stakeholders.

The invited research may contribute on multiple levels: individual, organization, industry, field or community, and international or global levels, to develop research about how to sustain sustainability in organizations from management and ethical perspectives, particularly using theoretical lenses of strategy and organization theory. The impact of ethical, sustainable thinking and the associated deep rooted changes have enhanced business and society. Now, managers and others need to ensure the sense of urgency is sustained so that they do not lose ground and rather, ensure that ethical, sustainable progress continues. We will consider both theoretical and empirical papers and suggest particular subtopic areas below. This issue will publish high quality and progressive scholarship that builds theory. Furthermore, the research included will develop the area of sustainability so that it moves toward a more mature stage.

Submissions may focus on, but must not be limited to, one of the following domains:

Sustaining Sustainability in Organizations Subtopic Areas and Questions:

1) Types of Organizations: MNCs, NGOs, and IGOs

• How do concerned stakeholders maintain their ethical influence on MNCs so that

MNCs continuously improve in regards to sustainability and ethics?

• How do MNCs define and enact CSR? After this has happened, how do firms

maintain the focus on it over time so that they do not lapse into old bad habits?

• How do stakeholders, in comparison to MNCs, expect sustainability practices to

evolve; what outcomes do they expect? Will ethical, sustainable practices prevail

with stakeholders' support?

• How do the stakeholders and MNCs resolve differences and tensions these days

and how has it changed?

• What are the future plans of MNCs in terms of their sustainable transformation?

How fast do they plan to change and which stakeholders are they choosing to

satisfy? Which ones will be left unsatisfied and what will be the consequences? Is

this possible imbalance acceptable from an ethical standpoint?

• How does the presence of MNCs affect the progress of sustainability in developed

nations?

• How do MNCs transfer sustainability innovation from one subsidiary to others?

What is the role of the headquarters?

• What are IGOs and NGOs doing to continue to promote and maintain sustainable

practices and ethics in organizations globally?

• What are IGOs' and NGO's capabilities compared to MNCs', in respect of

promoting sustainability globally?

• What motivates IGOs and NGOs to promote sustainability and how impactful are

the actions? Which ones find long term success in their sustainability initiatives

and why?

• Are developing nations acting in a sustainable and ethical manner and can they? If

they are, how are they doing so and maintaining their progress?

• What are IGOs and NGOs doing to support or hinder sustainable development in

either developing or developed nations? What are the differences in their

approaches in these different environments?

• Are IGOs and NGOs providing continuing support through incentives to

environmental entrepreneurs for their sustainable technological developments and

is it working? Are these incentives and projects nationally strategic to the

countries in which the entrepreneurs reside such that there is beneficial economic

development? Does the support include emphasis on ethical decision making and

management practices?

• How do IGOs and NGOs coordinate and collaborate with each other, with

governments and with firms to influence sustainable practices?

2) Types of Activities: Environmental Innovation and Combating Climate Change

• How do firms harness creative destruction when pursuing environmental

sustainability efforts? What happens after the big changes? Does sustainability

innovation become incremental?

• What talents and special expertise are required for environmental innovation? Is

ethical character and behavior part of the talent profile? How has the labor pool

changed to support this special type of sustainable innovation e.g., full life cycle

designs and use or development of special reusable or recyclable materials.

• Is there a global model of firm sustainability innovation that has been sustained?

If there is, does/do the model(s) include subscription to a set of ethical values,

what are they, and how is the ethical culture sustained?

• How does green technology evolution and revolution affect the current and future

competitive landscape? Will competitive behavior amongst firms also become

more ethical because the technological shift is one towards sustainability?

• Which firms will survive the changes and will we experience an increase in

competition or more oligopoly due to the large investments required to develop

green technology and commercialize it?

• Who will be the winners and losers as we adopt green technologies and retire the

old ones? What are the ethical questions to consider under these circumstances?

• How will consumers benefit from green technology? Will life become cheaper

and will our standard of living improve overall? How will the benefits of green

technology be distributed?

• How do consumers need to change so as to support the green technology

revolution? Will they change and if so, how fast? Will demand increase for goods

and services produced in currently perceived ethical, sustainable ways and will

the related standards be maintained and improved? How will ethical, sustainable

standards be set so as to satisfy consumer tastes and expectations?

• How have firms responded to climate change and maintained their sustainable

performance? What processes of learning and change have they undergone in

order to find the right balance between seeking profitability and fighting climate

change?

• What kinds of organizational changes have helped firms to adapt to the

environmental changes that the world is experiencing?

• Are firms changing adequately to help slow climate change and if not, what

more needs to be achieved?

• What aspects of supply chains are most impactful on climate change and how

should firms discover and adopt best practices in their global supply chains?

Should these best practices include ethics and how will they be explicitly

incorporated into them?

Timeline, Process & Standards

To be considered for the special issue, "Sustaining Sustainability in Organizations", full

papers must be submitted by May 1, 2011. All submissions will go through a doubleblind peer review process. Therefore, all author-identifying information should be removed from the paper except for a cover page sent separately. We advise all non-native speakers to have their papers checked by a native speaker. The formatting of the paper has to follow the guidelines of the Journal of Business Ethics. Publication of the Special Issue is envisioned for late 2012.

Papers completed at the Academy of Management professional development workshop, "Passion for Sustainability: A Continuance of Scholarship", will be considered for the Special Issue. Additionally, an open call for papers through many academic channels including the ONE, OMT, SIM, TIM and BPS Divisions of Academy of Management and through the GRONEN community will be used to seek out papers to complete the issue. Therefore, consideration of papers for the Special Issue is not bound to conference participation.

Full papers should be submitted to Deborah E. de Lange at ddelange@suffolk.edu. Please send the paper as a Word or pdf document without identifying information and a separate cover page having identifying information in the same email to Debbie. Thank you.

Dr. Debbie de Lange

Assistant Professor of Strategy and International Business Sawyer Business School Suffolk University

8 Ashburton Place

Boston, MA

02108 USA

Tel. Phone: 617-573-8794

Fax: 617-994-6840

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9th WEST COAST RESEARCH SYMPOSIUM ON TECHNOLOGY ENTREPRENEURSHIP

SEPTEMBER 8 - 9, 2011

http://theWCRS.org

Theme: Technology Entrepreneurship

Location: University of Washington, Seattle Campus

Date: September 8 - 9, 2011

We invite authors to submit papers to our research symposium, a lively forum for the exchange of ideas among scholars interested in technology entrepreneurship. The 2011 conference will be held at the University of Washington Seattle Campus, in the beautiful Pacific Northwest, a spectacular setting at this time of year.

Papers focusing on entrepreneurship and innovation in technology-based settings will be given preference. In addition to our broad focus on technology entrepreneurship, for 2011 we especially encourage submissions from authors interested in entrepreneurship that promotes commercializes clean technologies, and/or advances social welfare.

We expect to host an intimate conference of 40+ leading scholars from around the world. The conference steering committee invites the submission of unpublished working papers that advance the state of knowledge on the above topics. Conference registration and meals are complementary. A doctoral consortium sponsored by the Kauffman Foundation will precede the conference on Wednesday, September 7, 2011.

The DEADLINE for submitting papers is Wednesday June 1, 2011.

Please submit papers online at the WCRS conference website: http://theWCRS.org

We hope to see you in Seattle this summer!

CONFERENCE STEERING COMMITTEE:

Kathy Eisenhardt, Stanford University

Suresh Kotha, University of Washington

Alan Meyer, University of Oregon

Nandini Rajagopalan, University of Southern California

Kaye Schoonhoven, University of California Irvine

CONFERENCE SPONSORS:

Center for Innovation and Entrepreneurship, University of Washington

Stanford Technology Ventures Program, Stanford University

Charles H. Lundquist Center for Entrepreneurship, University of Oregon

Lloyd Greif Center for Entrepreneurial Studies,

University of Southern California Don Beall Center for Innovation and Entrepreneurship, UC Irvine

Ewing Marion Kauffman Foundation

Please note that a prior email had the submission deadline as July 1. The correct submission deadline is June 1, 2011. Apologies for any confusion.

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Call For Contributions

10th Annual ISOneWorld 2011 Conference

May 4-6, 2011

Las Vegas, Nevada, USA

www.isoneworld.org

Important Dates: Electronic Submission (BLIND REVIEWED): MARCH 01, 2011

Over the past 10 years, ISOneWorld Conference has aspired to brings together international Information Systems researchers and practitioners to participate in sharing ideas and to enjoy the exciting surroundings of the fun capital of the World - Las Vegas. ISOneWorld conference includes a full program of papers, presentations, keynotes and publishing events.

ISOneWorld Conference is an event of the Information Institute. The Information Institute is an academe-industry consortium founded to further understanding of intricate relationships between information science and technology. The Information Institute's mission is to encourage association among individuals who have an interest in the study of information. The mission is realized by providing educational opportunities for members and promoting scholarly and practitioner work in information studies.

Quality contributions for papers, panels, cases and posters are invited, which are double blind peer reviewed. Topics include, but are not limited to:

- IS and Globalization

- IS and Social Responsibility

- Human Factors and IS

- Accessibility and Usability

- IT and Small and Medium Sized Enterprises

- IT and Service Management

- Enterprise Computing

- Web 2.0, Collaborative Value Creation and Innovation

- Virtualization

- Healthcare and Informatics

- IT and Public Policy

General Chair

Reza Torkzadeh, University of Nevada Las Vegas, USA

Conference Chairs

Rahul Singh, University of North Carolina Greensboro, USA

Jeffry Babb, West Texas A&M University, USA

Organizing Chair: Jerry Chang, University of Nevada Las Vegas, USA

Important Dates: Electronic Submission (BLIND REVIEWED): MARCH 01, 2011

Submit to: www.isoneworld.org

Further details can be found at: www.isoneworld.org

Jeffry Babb, Ph.D.
Assistant Professor
Department of Computer Information and Decision Management
College of Business
West Texas A&M University
Classroom Center, Room 208H
2403 Russell Long Blvd
Canyon, Texas 79016
(806) 651-2440

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***********************************************

Call for Participants

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Dear Prospective Participant:

I am a doctoral candidate working under the direction of Dr. Kecia M. Thomas in the Department of Psychology at the University of Georgia. I invite you to participate in a research study which focuses on workplace experiences of employees in management positions. The purpose of the current study is to learn more about how various workplace factors affect these individual's work attitudes and perceptions, especially those in regards to organizational diversity climate, efficacy and turnover intentions. The survey link is http://tinyurl.com/workplacestudy

You have been selected to participate in this study because you have been identified as a professional who works in a managerial/supervisory position. For the purpose of this study, a professional in a management position is defined as anyone who works full-time and is paid on a yearly, not hourly, salary, who has a job title or position of supervisor or manager or is in a position where they current have supervisory experience or budget accountability. College professors and administrators do qualify. A college degree is not required.

If you do not meet the professional and managerial/supervisory criterion, please disregard this request; however, please forward this survey on to others that you know who would meet these conditions.

If you do meet the criteria, we ask that you take 15-30 minutes to complete our survey at http://tinyurl.com/workplacestudy

https://ugapsych.qualtrics.com/SE/?SID=SV_cSbiAe05DXdE3CA

and ask that you forward this survey to others!!. Participation in our study, and learning the results of it, will be one way that we can understand the work experiences and some of the challenges that may influence the turnover intentions and perceived self efficacy of managers and supervisors. It can also help us develop and support organizational practices that improve the work lives of these individuals.

By completing the web survey, you are making this important project possible.

Sincerely,

Bryan L. Dawson, M.S. Kecia M. Thomas, Ph.D.

Doctoral Candidate Professor

The University of Georgia The University of Georgia

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In cooperation with the University of Hamburg and SmartPLS (http://smartpls.de) and the University of Texas A&M International and WarpPLS, we offer a comprehensive, 5-week, live online, synchronous, interactive course delivered using the award-winning eLearning platform Elluminate Live ! This training course is designed to provide extensive quick-start, 'hands-on' training for comprehensive basic, intermediate and advanced PLS path modeling functions using linear (SmartPLS) and nonlinear (WarpPLS) path modeling software. Fully-featured SmartPLS and WarpPLS software, complete live class audio- and video recordings, all class slides and materials, abundant literature, excel worksheet PLS utilities, and many hands-on exercises and data sets are provided at no additional cost to all participants. There is more information available at https://www.regonline.com/comp-pls-apr-2011. (copy and paste URL).

There are 14 integrated learning modules in the five week class, and 9 of the modules culminate with hands-on exercises with provided data sets. It is possible to register for only the first 3 days (Introduction only) or for all 5 days (includes Intermediate and Advanced material). Detailed agendas are provided at the website above.

The class meets online for five consecutive Mondays (April 11, 18, 25, May 2 and 9) from 11AM-3PM ET.

Early registration costs through March 12, are (USD): Faculty/Practitioner: $350 (all 5 days) or $250 (Days 1-3 only); Full-time Students: $280 (all 5 days) or $180 (Days 1-3 only). Please send any questions to ghubona@vcu.edu or ghubona@gmail.com.

Geoff Hubona

Information Systems Department

Virginia Commonwealth University

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Darlene,

Darlene Alexander-Houle

TIM Division List Serve Manager

Adjunct, University of Phoenix

Global Program Manager, Hewlett Packard

dahoule@sbcglobal.net

dahoule@email.phoenix.edu