TIM Division List Serve
Vol. 8, No. 26 (November 14, 2011)
Table of Contents: (Mouse-over and CTRL+Click to go to entry)
§ Announcements and Research Questions
o 2012 OBTS New Educator Award (NEA) nomination
o NSF has issued a revised solicitation on Virtual Organizations as Sociotechnical Systems. Proposals are due 9 January.
o Reviewers and ... 2012 Academy Program, sign up now to be a TIM reviewer
· Call for Papers
o Call for Papers for a Special Issue of Long Range Planning Doing More With Less? Sustainability Strategy In Constrained Economic Times, Submission Due Date: January 15, 2012
o Call for Papers- Special Issue of the South Asian Journal of Global Business Research Bottom (base) of the Pyramid Abstracts submitted 15 December
o The EURAM'12 tracks are structured by Special Interest Group (SIG). At EURAM Deadline for full papers 17 January 2012
· Call for Participants
o Organizing a symposium for the 2012 Academy of Management meetings on Steve Jobs' impact on Management Scholars and how they perform their jobs
· Job Positions
o
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Announcements
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Dear Colleagues,
Please see information below about the 2012 OBTS New Educator Award (NEA) nomination process and criteria for selection. Nominations are officially open for the 2012 New Educator Award. Please carefully consider the criteria for this special award and nominate someone you know who fits the "letter and spirit" of what the NEA is all about!
Purpose of the Award: The purpose of the OBTS New Educator Award is to recognize a person who has shown early promise to make a difference in the field of management education. They are the new voices who promise to bring new ways of thinking about and practicing management education.
Criteria for Selection: To be eligible, nominees are to be at an early stage of their teaching careers. This includes a recent Ph.D. (within the past 5 years) who takes a full time, tenure track position following completion of their degree, or a Ph.D. who spends several years in a non-academic position, has very limited or no adjunct teaching experience during that time, and then (within the past 5 years) takes a full time, tenure track position. The New Educator Award recognizes an early-career person who is an exceptional classroom instructor and educational innovator and who has shown cutting-edge promise and creativity in his or her teaching, conference presentations, or publishing in the area of management education. Nominees need not be current OBTS members but should demonstrate Society involvement in some way (e.g., past conference attendee or presenter, published author in the Journal of Management Education, committee volunteer, etc.)
Requirements: Official nomination of individual by oneself or others is required. Once formally nominated, the initial application is to document commitment and contributions to teaching and learning. Materials must be submitted electronically and should include:
1. a personal statement of teaching philosophy (2-5 pages);
2. an up-to-date CV;
3. several course syllabi that reflect teaching philosophy in action;
4. sample feedback materials (peer reviews, student evaluations, or other documentation) on teaching commitment and effectiveness;
5. a writing sample, such as an article or chapter on aspects of pedagogy, is desirable but optional, as is involvement in other professional or service activities that focus on teaching.
Deadlines associated with the NEA: Electronically submitted nominations are due to Micheal Stratton (mstratto@unca.edu), Chair of the NEA Selection Committee by January 15, 2012, The nominee's application package is due (also to Micheal Stratton, mstratto@unca.edu) by January 31, 2012. The deadlines are set up such that the winner may have ample time to prepare to attend OBTC 2012 at Brock University in St. Catharines, Ontario from June 20-23, 2012 (www.obtc.org). As Chair, Micheal will be glad to discuss with anyone a potential nominee or answer any questions you may have about this award.
Reviewers on the Selection Committee for the OBTS New Educator Award seek to receive from the nominee a focused, succinct presentation of self-as-educator. Reviewers do not seek volumes of material; rather, the file should speak to the candidate's merits and teaching strengths in a focused manner. Finalists may be requested to submit a more complete teaching portfolio as needed.
The Society: The OBTS Teaching Society for Management Educators is the oldest international professional organization dedicated to teaching and learning excellence in the organizational and management sciences. Society members are faculty at universities and colleges throughout the world, as well as business educators and management consultants. Through our annual teaching conference, regional professional development activities, strategic alliances, and publications (including the peer-reviewed Journal of Management Education), OBTS continuously strives to be a premiere provider of critical resources that impact the quality and future of management education.
Best regards,
Micheal
Dr. Micheal T. Stratton
Assistant Professor of Management
Facebook / AboutMe
University of North Carolina at Asheville
Department of Management & Accountancy
115 Owen Hall / One University Heights, CPO 1850 / Asheville, NC 28804
828.251.6850 / mstratto@unca.edu / mstratto (Google-iChat)
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Dear Colleagues:
NSF has issued a revised solicitation on Virtual Organizations as Sociotechnical Systems. Proposals are due 9 January.
A synopsis is provided below. Further information and a link to the solicitation itself can be found at:
http://www.nsf.gov/funding/pgm_summ.jsp?pims_id=503256
This is a wonderful opportunity for US-based social scientists working on topics pertinent to virtual organizations, broadly construed. A synopsis and list of some potential topics is provided below. This should not be construed as a complete list. Additional pertinent research topics are welcome, so long as the work would yield sound, generalizable advances in knowledge.
We look forward to receiving your strong proposals.
Feel free to distribute this notice widely.
Best regards,
Jack Meszaros & Susan Winter
Program Directors
National Science Foundation
4201 Wilson Blvd., Suite 995
Arlington, Virginia 22230
Jacqueline R. Meszaros, Ph.D.
Innovation and Organizational Sciences
Decision, Risk and Management Sciences
Susan J. Winter, Ph.D.
Virtual Organizations as Socio-technical Systems Research Coordination Networks
SYNOPSIS
A virtual organization is a group of individuals whose members and resources may be dispersed geographically, but who function as a coherent unit through the use of cyberinfrastructure. Virtual organizations are increasingly central to the science and engineering projects funded by the National Science Foundation. Focused investments in sociotechnical analyses of virtual organizations are necessary to harness their full potential and the promise they offer for discovery and learning.
The Virtual Organizations as Sociotechnical Systems (VOSS) program supports fundamental scientific research, particularly advances in social, organizational and design science understanding, directed at advancing the understanding of how to develop virtual organizations and under what conditions virtual organizations can enable and enhance scientific, engineering, and education production and innovation. Levels of analysis may include (but are not limited to) individuals, groups, organizations, and institutional arrangements. Disciplinary perspectives may include (but are not limited to) anthropology, complexity sciences, computer and information sciences, decision and management sciences, economics, engineering, organization theory, organizational behavior, social and industrial psychology, public administration, political science and sociology. Research methods may span a broad variety of qualitative and quantitative methods, including (but not limited to): ethnographies, surveys, simulation studies, experiments, comparative case studies, and network analyses.
VOSS funded research must be grounded in theory and rooted in empirical methods. It must produce broadly applicable and transferable results that augment knowledge and practice of virtual organizations as a modality. VOSS does not support proposals that aim to implement or evaluate individual virtual organizations.
Jacqueline R. Meszaros, Ph.D.
Program Director
Innovation and Organizational Sciences
Decision, Risk and Management Sciences
National Science Foundation
4201 Wilson Blvd., Suite 995
Arlington, Virginia 22230
SoO: http://www.nsf.gov/funding/pgm_summ.jsp?pims_id=504696
IOS: http://www.nsf.gov/funding/pgm_summ.jsp?pims_id=5378&org=SBE&sel_org=SBE
DRMS: http://www.nsf.gov/funding/pgm_summ.jsp?pims_id=5423
VOSS: http://www.nsf.gov/funding/pgm_summ.jsp?pims_id=503256
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Gentle Reminder: We want you as a TIM reviewer this year!
Dear Friends and Colleagues:
If you would like to contribute to the shaping of the 2012 Academy Program, sign up now to be a TIM reviewer. We depend on you to create an exciting and engaging program for next August!
The review period is from mid-January to February 9, 2012 (Review Deadline).
To sign up, please visit http://review.aomonline.org/ and click the "Sign Up Now" button.
For those that have reviewed for the TIM division in the past: thank you for your contributions! Note that even if you have reviewed in the past, you still need to sign up again for the 2012 Annual Meeting.
Best wishes.
Riitta Katila, 2012 TIM Program Chair
Associate Professor
Management Science & Engineering Department Stanford Technology Ventures Program Stanford University
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Call For Papers
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In recognition of the holidays, we've extended the deadline to January 15, 2012. We look forward to your submissions to our special issue. And, oh yes, I shall cross post . . . beware!
PLEASE NOTE EXTENDED DEADLINE
Call for Papers for a Special Issue of
Long Range Planning
DOING MORE WITH LESS?
SUSTAINABILITY STRATEGY IN CONSTRAINED ECONOMIC TIMES
Submission Due Date: JANUARY 15, 2012
Guest Editors:
Michael Barnett, Oxford University
Nicole Darnall, Arizona State University
Bryan Husted, York University and Tecnologico de Monterrey
Introduction
Over the last few decades, there has been a growing movement toward environmentally and socially responsible enterprise. How has this movement continued in the face of the most serious recession since the Great Depression? Or have firms and governments reacted to difficult conditions by cutting environmental and social programs? Have stakeholders lost interest in social and environmental responsibility as economic struggles become more pressing? Or have stakeholders, organizations, and governments retained or even increased environmentally and socially responsible practices as a strategy for recovery?
This special issue seeks to assess the viability and implications of doing more with less. We welcome scholarly and practitioner papers that advance our understanding of how firms, in cooperation or confrontation with governments and stakeholders, are developing strategies to do more with less-strategies that cope with resource constraints while maintaining or improving ecological, societal and economic sustainability. We encourage submissions that address, but are not be limited to, the following topics and questions:
The pursuit of competitive advantage and sustainability in a tighter economy. The predominant lesson that most firms have learned from the recession is how to cut costs and do less with less. However, some firms have sought opportunities to do more with less by developing strategies that are ecologically sustainable, socially responsible, and economically profitable.
· How have organizations shifted their business models to thrive during constrained economic times while benefiting the environment and society? How did these companies develop the appropriate capabilities to make the transition?
· How can ecologically and socially responsible firms differentiate themselves from competitors on the basis of doing more with less?
· What kinds of firm-level resources and capabilities are needed to develop new sustainability business models (e.g., frugal innovation) that do more with less?
· Can sustainability business models (e.g., frugal innovation) based on doing more with less be replicated? Are the advantages of these models their inimitability, and if so, to what extent can these business models enhance firm competitiveness or social equity?
· Can sustainability strategies based on doing more with less increase social equity by making new products and services available to the poor? How can firms evaluate the impacts to social equity of these strategies?
· How can socially responsible business models based on doing more with less also enhance corporate environmental responsibility?
The actions of government, public policy, and markets in a tighter economy. The dominant government response to a tighter economy has been cost-cutting and austerity measures. Yet during times of economic downturns the public generally needs more assistance from the government.
· During tight economic times, are businesses fulfilling government's role as social benefactor? Are these actions effective?
· In economic expansions, some firms (particularly in developing countries) provide infrastructure where governments cannot. In downturns, are firms picking up additional slack, or is it the case that both government and corporate social spending fall?
· Can we rely on the market-driven voluntary corporate efforts to protect social welfare during tough economic times, or is formal regulation warranted?
· In an economic downturn, are government programs that encourage firms to pursue a sustainability agenda cut back? Are these programs effective under austere conditions?
· In an economic downturn, how does the ratio of firm spending on government lobbying versus sustainability change?
· Increased availability of products worldwide, and especially to developing countries, encourages greater material consumption as a whole. In what ways are firms enhancing consumer well-being, and simultaneously reducing consumption and its related environmental impacts?
Stakeholder behavior in a tighter economy. To gain stakeholders' trust and support, more firms are publicly disclosing information about their ecologically and socially responsible activities. However, in an economic downturn, stakeholders face greater demands on their limited attention from a flurry of media and other stimuli present in their daily lives. Stakeholders, like firms, are also more likely to be constrained economically.
· In light of an increasing number of other demands on stakeholder attention during tight economic times, is the business case for sustainability – through which stakeholders reward and punish firms for their act of social (ir)responsibility – less viable?
· During tight economic times, how are stakeholders adapting their watchdog role? Are they forfeiting some activities in favor of others?
· As stakeholders are provided more information about firms' sustainability activities, are they in fact better informed? During tight economic times, are stakeholders more or less likely to act on this information and make better decisions?
· How are consumers processing the significantly greater volume of information about firms' ecological and social activities? In what ways are consumers simplifying their decision-making?
· During tight economic times do consumers disregard firms' sustainability messages and focus more on price as a product differentiator?
· In an economic downturn, some firms eliminate a portion or all of their ecologically and socially responsible activities. To what extent (if at all) do these firms communicate information to stakeholders about their cuts? What are stakeholders' responses to firms' cuts? How quickly do firms restore these activities in times of recovery?
Submission and Review Process
The deadline for submissions is January 15, 2012. Articles must be submitted through the electronic submission system, available here: http://ees.elsevier.com/lrp/.
Please ensure your article abides by the scope and formatting conditions of this journal. Specifics may be found at: http://www.elsevier.com/locate/lrp. Long Range Planning reaches a broader audience than most scholarly journals by publishing articles that inform both theory and practice. We thus welcome high-quality contributions from both academics and practitioners. Further, please ensure your article fits with the theme of this special issue, as discussed in this Call for Papers. When submitting your article, please specify in your cover letter precisely how your article fits the special issue theme.
Articles that fail to abide by the scope and formatting conditions of this journal or do not fit with the special issue theme will be desk rejected. Papers not desk rejected will be subjected to double-blind review according to the policies of Long Range Planning.
Time Line
January 15, 2012 Deadline for electronic submissions of papers to LRP special issue
May 2012 First round reviews for authors
September 2012 Deadline for papers with revisions
December 2012 Final decisions on papers for LRP special issue
More Information
For additional information, please contact the special issue editors:
· Michael Barnett, Said Business School, Oxford University, michael.barnett@sbs.ox.ac.uk
· Nicole Darnall, School of Public Affairs, School of Sustainability, Arizona State University, ndarnall@asu.edu
· Bryan Husted, Schulich School of Business, York University, bhusted@schulich.yorku.ca
Michael L. Barnett
Professor of Strategy, Said Business School
Fellow in Management, St. Anne's College
University of Oxford
+44(0)1865 288844
http://www.sbs.ox.ac.uk/research/people/Pages/MikeBarnett.aspx
View my research on my SSRN Author page:
http://ssrn.com/author=414796
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Hello,
South Asian Journal of Global Business Research (SAJGBR) is looking for papers for a Special Issue on Base of the Pyramid. Please see additional information below.
My apologies for any cross-postings.
Best regards,
Candice
Call for Papers- Special Issue of the South Asian Journal of Global Business Research
Bottom (base) of the Pyramid concept has a long history. The term was first coined by the US President, Franklin D. Roosevelt, in a radio address in 1932. However the concept was popularized in the business literature by C.K. Prahalad much more recently. Since then, study of BoP has captured attention of practitioners and scholars alike (Gollakota, Gupta, and Bork, 2010, Karamchandani, Kubzansky and Lalwani, 2011; Olsen and Boxenbaum, 2009); and four approaches have emerged for strategizing about the BoP.
Fortune Finding: Prahalad and Hamel (1990) underlined the scale of the world population not included in the global markets, and the potential of fortune-finding by catering to the common needs of this poorest population, by providing low-cost products and extending distribution reach.
Fortune Creating: London and Hart (2011) postulate that the next generation of BoP business strategies require a shift to "fortune creating" with the four billion consumers, producers, and entrepreneurs who make up the poorest population of the world, so that viable and scale ventures may be designed.
Fortune Sharing: Some social entrepreneurship scholars based in the industrialized markets contend the need for the corporations to approach the BoP with a corporate social responsibility mindset, and commit to sharing their wealth with the BoP, rather than seeking to create wealth off or through the BoP (Berkman, 2010; Davidson, 2009).
Fortune Stealing: Some social activists based in the emerging markets maintain that the multinational corporations have been all too enthusiastic to take off with the technological fortune that belongs to the communities in which the poor people have lived for generations, without giving any credit or compensation (for example, see Shiva, 2011).
Besides understanding and contrasting these approaches, there is also a need to re-examine the concept of the Base of the Pyramid. While in economic terms, the world's low-income communities may be at the Base of the Pyramid, in human terms, many low-income communities are known for their hospitality and helping spirit and thus perhaps could be at the Top of the Pyramid (Gupta, 2011; Leisinger, 2007; Rashid and Rahman, 2009). In the informal economy of these communities, the concrete local social context of the humans may matter more than the abstract global economic context of the corporations. Thus, as we democratize and decentralize the discourse by giving voice to the "BoP" communities that have been disconnected from the mainstream global markets, there may be a need to reframe our language.
We propose the concept of Extensional Technological Growth (ETG) as a heuristic for strategies involving the disconnected communities. We observe that a flip side of the weak linkages of the low-income communities with the global markets has been the preservation of the uniqueness of the technological base of the people in these communities (Gupta, 2008). This people's technological base is generally locally efficient, relying on the complementarity of the locally available and distributed resources (Cooke, 2006). In several nations, efforts are beginning to be made to connect alternative and diverse technological bases across multiple community groups and construct innovative, scalable, and disproportionately proficient technological base (Gupta, 2011). These efforts have a potential to generate extensional technological growth (ETG), connecting beyond the mainstream boundaries and channels for augmenting technological capabilities.
Issues related to disconnected communities are particularly relevant for emerging economies of South Asia[1], where 25% of the population currently lives under poverty levels. As South Asia is estimated to provide 30-32% of the increment to the world population into 2050 (World Bank, 2011), as per the traditional understanding of BoP, there is going to be even a greater expansion of the BoP in the region (Khilji, 2011). For the special issue of the South Asian Journal of Global Business Research, we invite papers situated in or inspired by the South Asian context, and that explore theoretical and empirical aspects of topics such as:
1) Could there be alternative approaches to BoP as popularized by Prahalad? What would the theoretical and practical underpinnings of these approaches?
2) Is economic wealth really the right perspective to define the base in the BoP? What other perspectives could be used?
3) How do we engage these disconnected and forgotten communities and what can we learn from them? What approaches, strategies and practices are emerging from these communities that would further our understanding of leadership, management, innovation etc.?
4) Can social learning and critical theory (and other theories) be used to explain possible strengths of the BoP?
5) How to improve the ETG ecosystem- nonprofits forming alliances with business vs. nonprofits as mediators between business and people groups;
6) How to develop the ETG market – seeding and base-building for marketing to the BoP vs. manufacturing for low cost in the BoP vs. pursing ETG with the BoP;
7) How to leverage the ETG for global markets – green leap of small footprint innovations designed for the BoP vs. buyback of green solutions designed using ETG know-how for the global markets;
8) How to account for the ETG -- corporate social charity given to the BoP (cost-center) vs. sustainable distributed gain sharing with those contributing to ETG (profit center);
9) How to fund the ETG business ventures – philanthro-captialists offering patient capital to the central actors vs. microcredit federations offering fast circulation capital to decentralized actors;
10) Two sides of the ETG entrepreneurship – promoting consumption through marketing initiatives vs. promoting investment through multiplex linkages in the low-income communities
11) How to design the ETG ventures – for economies of scale through connectivity with the global economic context vs. for economies of choice through sensitivity to the local social context.
We are hoping to use a new lens on the BoP in order to allow us to be more creative and think differently, hence we encourage submissions beyond these questions, as long as these contribute to advancing research, policy and practice related to BoP and ETG. We welcome submission from all business or related disciplines, and are open to multi-disciplinary approaches.
Deadlines:
Abstracts (3 pages) should be submitted by December 15, 2011 to any one of the following guest editors. Authors of the selected abstracts will be invited to participate in a symposium proposal under the auspices of the South Asian Academy of Management on the topic for the Academy of Management Conference 2012 at Boston, whose theme is "Informal Economy".
Full Paper deadline (8000 words) via Scholar One to SAJGBR: March 30, 2012. After screening by the special issue editors, these papers will be double blind reviewed before being accepted for publication.
Anticipated Publication date: Sept 2012
About the Special Issue Editors:
Vipin Gupta (Ph.D., Wharton School) is Professor and Co-director of the Global Management Center at the California State University San Bernardino. He has made significant contributions to the science of culture, sustainable strategic management in the emerging markets, managing organizational and technological transformations, and entrepreneurial and women's leadership, and is a pioneer in the field of culturally sensitive models of family business around the world. He has authored or edited 16 books, including the seminal GLOBE book on culture and leadership in 62 societies, eleven on family business models in different cultural regions, two on organizational performance, one on the MNCs in China, and an innovative strategy textbook. He has published about one hundred fifty articles as book chapters and in academic journals, such as the Journal of Business Venturing, Journal of World Business, Family Business Review, International Journal of Cross-cultural Management, and Asia-Pacific Journal of Management, among others. Dr. Gupta has been a Japan Foundation fellow, and a recipient of the Society for Industrial Organizational Psychologists' coveted "Scott M. Myers Award for Applied Research-2005".
Email: gupta05@gmail.com
Shaista E. Khilji (PhD, Cambridge University, UK) is the Founding Editor-in-Chief of South Asian Journal of Global Business Research (SAJGBR), and Associate Professor of Human and Organizational Learning at the George Washington University (Washington DC). Her research focuses on issues related to Global Leadership, Talent Development, Innovation, and Cross-Cultural Management with a particular emphasis on emerging economies. She has published several articles in reputable scholarly journals, including the International Journal of Human Resource Management, Journal of World Business, and the Journal of Product Innovation Management, contributed to edited volumes and presented more than 40 research papers at various international conferences. She has received several awards, including "Honorary Lifetime Fellow of Cambridge Commonwealth Society" (UK); "Pride of Profession Award" (India); the "Outstanding Service" and "Best Reviewer" awards by the Academy of Management (USA), "Top 10%" paper award by the Academy of International Business (Italy), and a "Bronze Award" by McGraw Hill Higher Education. She was nominated for the Washingtonian "Rising Star under 40 years" for her all-round academic achievements, "Best International Symposium' and "Newman' awards by Academy of Management.
Email: shaistakhilji@gmail.com
About the South Asian Journal of Global Business Research (SAJGBR):
South Asian Journal of Global Business Research (SAJGBR) is dedicated to advancing theoretical and empirical knowledge of business and management issues facing multinational and local organizations within South Asia. It publishes high-quality research articles, insights and reviews which contribute to the scholarly and managerial understanding of contemporary South Asian business issues. SAJGBR is committed to providing a unified platform to publish research that links research communities in South Asia with the rest of the world.
SAJGBR publishes both conceptual and empirical papers that address a variety of business issues within South Asia, in order to inform and advance international business theory and practice. All papers must be based upon rigorous quantitative and/or qualitative methodological approaches. SAJGBR is also open to creative reviews and insights from a variety of people engaged in international business, including policy makers, consultants, practitioners and managers.
South Asian Journal of Global Business Research is a publication of Emerald Publications. For more information, please refer to http://www.emeraldinsight.com/products/journals/journals.htm?id=sajgbr
References:
Berkman, J. (July 9, 2010), "Millions of Hungry Families Are Not a 'Market Opportunity'", available at: http://news.change.org/stories/millions-of-hungry-families-are-not-a-market-opportunity.
Cooke, P. (2006), "Global bioregional networks: a new economic geography of bioscientific knowledge", European Planning Studies, Vol. 14, pp. 1265–1285.
Davidson, K. (2009), "Ethical concerns at the Bottom of the Pyramid: Where CSR meets BOP", Journal of International Business Ethics, Vol. 2 No. 1, pp. 22-32.
Gollakota, K., Gupta, V., and Bork, J. (2010), "Reaching customers at the base of the pyramid – a two-stage business strategy", Thunderbird International Business Review, Vol. 52 No. 5, pp. 355-367.
Gupta, A.K. (2011), Various articles and blogs, available at: http://www.sristi.org/anilg/anilgblog.php
Gupta, V, (2008), "Constructing a sustainable technological platform in India", Vidwat: The Indian Journal of Management, Vol. 1 No. 1, pp. 1-8.
Karamchandani, A., Kubzansky, M., and Lalwani, N. (2011), "Is the Bottom of the Pyramid really for you"? Harvard Business Review, Vol. 89 No. 3, pp. 107-111.
Khilji, S.E. (2011), Population 7 billion and counting: How it would affect us all. Panel talk presented at GW Alumni Weekend celebration, The George Washington University, Washington DC, USA
Leisinger, K. M. (2007), "Corporate Philanthropy: The 'Top of the Pyramid'", Business & Society Review, Vol. 112 No. 3, pp. 315-342.
Olsen, M., and Boxenbaum, E. (2009), "Bottom-of-the-Pyramid: Organizational barriers to implementation", California Management Review, Vol. 51 No. 4, pp. 100-125.
Rashid, A. T., and Rahman, M. (2009), "Making profit to solve development problems: the case of Telenor AS and the Village Phone Programme in Bangladesh", Journal of Marketing Management, Vol. 25 No. 9/10, pp. 1049-1060.
Shiva, V. (2011), "Navdanya International", available at: http://www.vandanashiva.org/
[1] Including Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. A broad concept of South Asia might include immigrant communities from the South Asia region, and the influence of the South Asian cultural system worldwide.
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Apologies for cross-posting ***
EURAM 2012
Rotterdam, the Netherlands
Dear colleague
We would like to invite you to send in your paper for the 12th EURAM annual conference, which will be held at the Rotterdam School of Management, Erasmus University in Rotterdam – The Netherlands.
The EURAM'12 tracks are structured by Special Interest Group (SIG). At EURAM there are 13 SIGs which are:
1. BUSINESS & SOCIETY
2. CORPORATE GOVERNANCE
3. ENTREPRENEURSHIP
4. GENDER, EQUALITY AND DIVERSITY IN ORGANISATIONS
5. INNOVATION
6. INTERNATIONAL MANAGEMENT
7. KNOWLEDGE & LEARNING TRACK
8. ORGANISATIONAL BEHAVIOUR
9. PROJECT ORGANIZING
10. PUBLIC MANAGEMENT
11. RESEARCH METHODS AND RESEARCH PRACTICE
12. SPORT AS A BUSINESS: INTERNATIONALISATION, PROFESSIONALISATION, COMMERCIALISATION
13. STRATEGIC MANAGEMENT
The deadline for the submission of full papers is 17 January 2012 2:00 p.m. Brussels time.
Below is a set of guidelines and formatting instructions to help you prepare and submit your paper.
Please note, you may be listed as an author or co-author on up to 3 submitted papers
Please read them carefully prior to submitting:
1. Each paper can only be submitted to ONE track
2. Submitted papers must NOT have been previously presented, published, accepted for publication, and if under review, must NOT appear in print before EURAM 2011 Conference.
3. To facilitate the blind review process, remove ALL authors identifying information, including acknowledgements, from the text. (Any submissions with author information will be automatically DELETED).
4. The entire paper (title page, abstract, main text, figures, tables, references, etc.) must be in ONE document created in PDF format.
5. The maximum length of the paper is 40 pages (including ALL tables, appendices and references). The paper format should follow the European Management Review Style Guide.
6. Use Times New Roman 12-pitch font, double spaced, and 1-inch (2.5 cm) margin all around.
7. Number all of the pages of the paper.
8. NO changes in the paper title, abstract, authorship, and actual paper can occur AFTER the submission deadline.
9. Check that the PDF File of your paper prints correctly (i.e. all imported figures and tables are there), and ensure that the file is virus-free.
10. Submissions will be done on-line on the EURAM 2012 Website (http://www.euram2012.nl/submission).
11. Only submissions in English shall be accepted for review.
NOTE: In case of acceptance, the author or one of the co-authors should be available to present the paper at the conference.
With kind regards,
Henk W. Volberda
Conference chair of the 12th Annual EURAM Conference
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Call for Participants
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The recent death of Steve Jobs, Apple CEO and cofounder, has resulted in a number of articles in the popular press assessing his influence on the design and delivery of consumer products, his leadership and management style, and the ways that Apple products have changed our interactions with technology. We would like to organize a symposium for the 2012 Academy of Management meetings on Steve Jobs' impact on Management Scholars and how they perform their jobs. The symposium will examine Jobs' role in creating the technological informal economy. We are looking for 5 papers to include in this symposium. If you are interested in participating, please send us a 2-3 page description of your proposed topic.
Thank you
Amy Hurley-Hanson
Cristina M. Giannantonio
Chapman University
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Job Positions
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Darlene,
Darlene Alexander-Houle
TIM Division List Serve Manager
dahoule@sbcglobal.net
Adjunct, University of Phoenix
dahoule@email.phoenix.edu
Global Program Manager, HP