TIM Division List Serve
Vol. 9, No. 21 (July 30, 2012)
Table of Contents: (Mouse-over and CTRL+Click to go to entry)
REMINDER: Please submit your TIM List Serve entries to TIM@AOMLISTS.PACE.EDU. Sending to personal email is subject to Internet-carrier setting aside for investigation.
· Announcements
o Industry Studies Association (ISA) invites submissions for its ANNUAL DISSERTATION AWARD COMPETITION. Nominations due by September 17, 2012
· Call for Papers
o Human Relations Special Issue Economic inequality and management paper proposals to the guest editors by 30 November, 2012 Full papers to be submitted between 1 and 30 June, 2013
o Call for Chapters Social Media and Management - Advanced Series in Management Deadline for submission of full chapters: 30 September 2012
· Call for Participants
o Diversity and Inclusion Theme Committee
o PDW Devise ingenious solutions with the limited resources Saturday 8-10
o PDW Strategies for Regions and Companies: The Sustainable Boston Area and the Role of Scenario Planning Saturday, Aug 4 2012 8:00AM - 10:00AM at Sheraton Boston Hotel in Independence East
o Two back-to-back PDWs on Bayesian Methods with No pre-registration to discuss exciting advents in the area of Bayesian Methods begins Saturday 10am
o Session #: 165 Friday, Aug 3 2012 3:30PM - 6:30PM at Marriott Boston Copley Place in Salon C PDW "Economic Systems of the Future: Existing Alternatives and the Road Ahead
o Online Sequence Data Analysis Course using R Early Registration ends July 30th
o All Academy Practice Theme Committee Awards Reception honors winners and showcase the videos from AOM's Teaching Resource Library Strategic Doing Initiative, Saturday, 6:00pm – 8:30pm Sheraton Boston Hotel: Constitution Ballroom A with Life Time Career Award to Professor Peter Senge.
o Corruption and the Informal Economy Meeting Date and Time: Monday, August 6, 2012 11:30am-1pm in Holmes Room, Boston Park Plaza: If interested in attending, please RSVP to Candice Matthews by Wednesday, August 1, 2012
· Job Positions
o BABSON COLLEGE
o Strategy & Innovation Department at the Boston University School of Management invites applications for one untenured, tenure-track position at the Assistant Professor level
o Assistant/Associate Professor Position in Strategic Management at University of New Hampshire (Fall 2013)
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Announcements
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INDUSTRY STUDIES ASSOCIATION DISSERTATION AWARD
The Industry Studies Association (ISA) is pleased to invite submissions for its ANNUAL DISSERTATION AWARD COMPETITION. The goal of the award is to recognize and reward outstanding doctoral research in the area of industry studies. The award is accompanied by a $500 honorarium for first prize and a $250 honorarium for second prize.
Nominations are due by September 17, 2012, but can be submitted at any time. For more information about the nomination and selection processes, please see the attached document. The nomination form is also attached. After filling out the required fields, save your form by selecting 'File' and 'Save As.' Nomination forms are also available at the following link: (http://www.industrystudies.org/page/dissertationaward).
To be eligible for the competition, candidates must have completed a doctoral dissertation in economics, management, engineering, political science, or in a related or interdisciplinary field between July 1, 2011 and June 30, 2012. Candidates must have successfully defended their dissertations and received the final approval and all required sign-offs on their dissertation document by June 30, 2012. Normally the Industry Studies Association expects candidates to be nominated by their dissertation supervisors, although nominations by other members of the candidate's committee will be considered. The Industry Studies Association welcomes nominations from members; however, candidates and nominators are not required to have any prior relationship with the ISA. Direct applications are not accepted.
A primary goal of the Dissertation Award is to advance excellence in industry studies research by encouraging new scholars. Along with the Early Career Development Committee, we hope you consider nominating a promising graduate student for this award and please feel free to post this announcement to other appropriate email distribution lists.
Early Career Development Committee
Mark Anner, Penn State University
Erica Fuchs, Carnegie Mellon University
Rahul Kapoor, University of Pennsylvania
Adam Seth Litwin, Johns Hopkins University
Kristina McElheran, Harvard University
Amit Nigam, New York University
Jeffrey Rothstein, Grand Valley State University
Carmen Weigelt, Tulane University
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Call for Papers
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We'd like to make you aware of this new Human Relations Special Issue Call for Papers - please forward details to your colleagues and friends.
Human Relations Special Issue Call for Papers
Economic inequality and management
Guest Editors:
Hari Bapuji (University of Manitoba, Canada) and
Suhaib Riaz (University of Massachusetts at Boston, USA)
Please submit paper proposals to the guest editors by 30 November, 2012
Full papers to be submitted between 1 and 30 June, 2013
This special issue focuses on the relation between economic inequality and management in organizations. Particularly, we are interested in (i) how economic inequality at the societal level affects management in organizations and (ii) how organizational practices influence economic inequality at the societal level.
Research in economics shows that economic inequality negatively affects human development, resulting in lower skills, low levels of trust, fewer opportunities for social mobility, lower physical and mental health, and contributes to a number of social ills, such as higher rates of infant mortality, homicide, percentage of population in prison, and teenage births (Wilkinson and Pickett, 2009). As a result, individuals in highly unequal societies make lower investments in developing their own human capital (Benabou, 1996; Mo, 2000). Further, to protect the system from the negative effects of high inequality-such as violence, crime and sabotage-more unequal societies employ more human resources in "guard labour" or monitoring roles (such as private guards, police, judicial and prison employees and supervisory labour), as opposed to productive roles (Jayadev and Bowles, 2006). In short, this body of research highlights the mechanisms through which economic inequality affects human development and increases other social costs. These findings at the societal level have not been extended to study specific effects at the organizational level.
Although social costs of economic inequality are well known, very little is known about the organizational costs of economic inequality. While pointing out the lack of research in this area, Cote (2011) argued that social relationships, morality, judgment and decision making in organizations are influenced by the socio-economic class of individuals; this raises the question of whether such effects are more pronounced in societies with higher economic inequality. For example, Neville (2012) has shown that behaviours related to academic dishonesty were higher in areas with high economic inequality. These recent studies highlight the need for studying the effect of economic inequality on management. For example, lower human development engendered by higher inequality might translate into higher costs of managing in organizations. Lower physical and mental health might result in higher healthcare costs and costs of absenteeism; lower education and skill levels might result in higher costs of recruitment, selection, induction, training and development; lower trust levels could lead to higher costs of building teams, maintaining their cohesiveness and managing workplace conflicts.
Organizational practices might have a role in perpetuating or increasing economic inequality at the societal level. Executive compensation has recently come under criticism because it is a major source of wealth accumulation in the West, besides inheritance (BCG Report, 2012). Organizational research on executive compensation and pay dispersion has so far focused on how these practices influence organizational performance (Bloom, 1999; Pfeffer and Langton, 1993; Fredrickson et al., 2010; Heyman, 2005; Riddell, 2011; Wade et al., 2006). However, even in the aftermath of the global financial crisis, very little scholarly research has examined how organizational practices such as executive compensation, dividend payment, debt management, risky lending, singular focus on stock market and cash accumulation might influence wider social issues, such as economic inequality at the societal level (Riaz et al., 2011).
Notwithstanding the lack of research on the effect of management practices on economic inequality in society, business research has a rich tradition of studying the role organizations can play in society. For example, research within the CSR (corporate social responsibility) (Carroll, 1991; Carroll, 1999; Campbell, 2007) and BOP (Base of the Pyramid) (Prahalad and Hammond, 2002; Prahalad, 2004; Karnani, 2007; Karnani, 2011) approaches has studied organizational practices that directly aim to impact societal issues such as environmental sustainability, poverty, etc. Research attention is warranted to understand how CSR and BOP initiatives, as well as other organizational practices, might impact economic inequality in society.
This special issue is interested in a wide range of questions focused around the core issues mentioned above. The questions listed below are aimed at serving as pointers to further illustrate the spirit of the special issue. These are, however, not meant to be exhaustive, and any other investigations of the topic are equally welcome.
Effects of economic inequality on management
· What are the mechanisms, e.g. lack of skills, lack of trust, lack of motivation, etc., through which societal level economic inequality impacts management and organizations? What counter mechanisms can organizations adopt to manage these effects of economic inequality?
· What are the direct and indirect costs, e.g. guard labor, supervision costs, legitimacy and reputation costs, etc., that organizations face due to increased economic inequality? How can organizations manage these costs, or find ways to obliterate them?
· Does economic inequality create demand for certain products and services? Do organizations need new products, services and practices for a world with rising inequality? What are the management and organizational challenges associated with this?
· How do the interactions of economic inequality and other forms of inequality (social status, gender, ethnic, racial) influence management and organizations?
· How does country context impact the relationship between economic inequality and management? For example, are the mechanisms and costs of economic inequality different in some Western countries, as compared to some Asian cultures that are collectivist, power-distant, and more tolerant of uncertainty? Are these effects easier to manage for organizations operating in some cultures as compared to others (e.g., are monitoring costs engendered by economic inequality lower because of collectivism)?
Effects of management on economic inequality
· How do management practices, such as executive compensation, employee stock options, dividend payment, and cash accumulation, impact economic inequality in society?
· How do certain practices in organizations provide legitimating mechanisms for economic inequality in society, e.g., beliefs concerning efficiency, reward allocation, equity and economic inequality in organizations?
· How do organizational practices aimed at CSR initiatives and BOP markets influence economic inequality in society? Do sustainable products and fair-trade practices decrease economic inequality? Do affordable products and services aimed at BOP markets reduce the effect of economic inequality on the poor?
· How are managerial and organizational resources used to create, maintain or disrupt societal institutions underlying economic inequality? For example, how do political lobbying, charity initiatives, professional training and rhetoric influence regulations, norms and cultural beliefs related to economic inequality?
This special issue is aimed at charting a new territory in management literature by examining the relation between economic inequality and management. This multi-faceted, multi-level and complex phenomenon has wide societal relevance and poses significant intellectual challenges. Accordingly, the guest editors invite high quality conceptual and empirical papers. A variety of theoretical and methodological approaches, including qualitative and quantitative techniques, examining any aspect of the relation between economic inequality and management, are encouraged. In line with the strengths of Human Relations, interdisciplinary approaches and studies that connect multiple levels of analyses (individual, organizational and societal levels) are particularly welcome. In particular, we expect that theoretical papers will demonstrate clear extensions or develop entirely novel ideas related to the relationship between economic inequality and management, rather than simply describe the rise in economic inequality or reiterate well known ideological positions. For empirical work, papers are expected to add value by addressing the linkages between economic inequality and management, rather than focusing solely on either one of these per se.
Contributors should note:
· This call is open and competitive, and the submitted papers will be double-blind reviewed as per the editorial policies of Human Relations.
· Submitted papers must be based on original material not accepted by, or under consideration with, any other journal or outlet.
· For empirical papers based on data sets from which multiple papers have been generated, authors must provide the guest editors with copies of all other papers based on the same data.
· The guest editors will select a limited number of papers to be included in the special issue. Other papers submitted to the special issue may be considered for publication in other issues of the journal at the discretion of the Editor-in-Chief.
To be considered for this special issue, submissions must fit with the Aim and Scope of Human Relations: http://www.tavinstitute.org/humanrelations/about_journal/aims.html
as well as this call for papers. Papers should be submitted online in accordance with our submission guidelines: http://www.tavinstitute.org/humanrelations/submit_paper.html
Please indicate in your covering letter that the paper is intended for this special issue.
Authors are encouraged to submit an 8-page proposal (including references and exhibits) for papers to the guest editors through email by November 30, 2012. The guest editors will provide developmental feedback and invite authors of suitable proposals to submit a full paper to the special issue. In addition, the guest editors of the special issue are very happy to discuss initial ideas for papers and may be contacted directly:
Hari Bapuji - email: hari.bapuji@ad.umanitoba.ca
Suhaib Riaz - email: suhaib.riaz@umb.edu
The deadline for submission of all full papers (including papers that received feedback on their proposals) is 30 June 2013. Full papers should not be submitted before 01 June 2013. The special issue is intended for publication in 2015.
Please direct questions about the submission process, or any administrative matter, to the Editorial Office: humanrelationsjournal@tavinstitute.org.
References:
BCG Report (2012) Global Wealth 2012: The Battle to Regain Strength. Accessed on June 19, 2012; available at: https://www.bcgperspectives.com/Images/BCG_The_Battle_to_Regain_Strength_May_2012_tcm80-106998.pdf.
Benabou R (1996) Inequality and growth. In Bernanke B & Rotemberg J (eds) NBER Macroeconomics Annual 11–74. Cambridge: MIT Press.
Bloom M (1999) The performance effects of pay dispersion on individuals and organizations. Academy of Management Journal 42(1): 25–40.
Bloom M and Michel J (2002) The relationships among organizational context, pay dispersion, and managerial turnover. Academy of Management Journal 45(1): 33–42.
Campbell JL (2007) Why Would Corporations Behave in Socially Responsible Ways? An Institutional Theory of Corporate Social Responsibility. Academy of Management Review 32(3): 946–967.
Carroll AB (1991) The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons 34(July/August): 39–48.
Carroll AB (1999) Corporate Social Responsibility. Evolution of Definitional Construct. Business and Society 38(3): 268–295.
Cote S (2011) How social class shapes thoughts and actions in organizations. Research in organizational behavior 31: 43–71.
Fredrickson J, Davis-Blake A and Sanders G (2010) Sharing the wealth: Social comparisons and pay dispersion in the CEO's top team. Strategic Management Journal 31(10): 1031–1053.
Heyman F (2005) Pay inequality and firm performance: Evidence from matched employer-employee data. Applied Economics 37(11): 1313–1327.
Jayadev A and Bowles S (2006). Guard Labour. Journal of development Economics 79(2): 328–348.
Karnani AG (2007) The Mirage of Marketing to the Bottom of the Pyramid. California Management Review 49(4): 90–111.
Karnani AG (2011) Doing Well by Doing Good – The Grand Illusion. California Management Review 53(2): 105-111.
Mo PH (2000) Income Inequality and Economic Growth. Kyklos 53: 293–316.
Neville L (2012) Do Economic Equality and Generalized Trust Inhibit Academic Dishonesty? Evidence From State-Level Search-Engine Queries. Psychological Science 23(4): 339–345.
Pfeffer J and Langton N (1993) The effect of wage dispersion on satisfaction, productivity, and working collaboratively - Evidence from college and university faculty. Administrative Science Quarterly 38(3): 382–407.
Prahalad CK and Hammond A (2002) Serving the World's Poor, Profitably. Harvard Business Review 80(9): 48–57.
Prahalad CK (2004) Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits. Wharton School Publishing.
Riaz S, Buchanan S and Bapuji H (2011) Institutional Work amidst the Financial Crisis: Emerging Positions of Elite Actors. Organization: The Critical Journal of Organization, Theory and Society 18(2): 187–214.
Riddell C (2011) Compensation policy and quit rates: A multilevel approach using benchmarking data. Industrial Relations 50(4): 656–677.
Wade J, O'Reilly C and Pollock T (2006) Overpaid CEOs and underpaid managers: Fairness and executive compensation. Organization Science 17(5): 527–544.
Wilkinson R and Pickett K (2009) The Spirit Level: Why Equality is Better for Everyone. London: Penguin Books.
We look forward to receiving your papers!
Best wishes,
Claire Castle
Managing Editor, Human Relations
Email: c.castle@tavinstitute.org
www.humanrelationsjournal.org
Human Relations 2011 Impact Factor:
2-year impact factor: 1.729
5-year impact factor: 2.376
Source: 2011 Journal Citation Reports® (Thomson Reuters, 2012)
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Call for Chapters
Social Media and Management - Advanced Series in Management
Deadline for submission of full chapters: 30 September 2012
Series Editors:
Tanya Bondarouk (University of Twente, The Netherlands; t.bondarouk@utwente.nl)
Miguel R. Olivas-Luján (Clarion University of Pennsylvania, USA; molivas@clarion.edu)
Social media, defined by Kaplan and Haenlein (2010, p. 61) as "a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, and that allow the creation and exchange of User Generated Content", is a term currently in use to describe a wide variety of Information and Telecommunication Technologies (ICTs) whose common denominator is the ability to connect users in ways that enable bridging distance, time, and other traditional barriers. Even though several "electronic facilities" have captured both general and business attention, it is clear that a high degree of environmental turbulence or high velocity exists, as both software (e.g., social networking sites such as LinkedIn, Xing, facebook, google+, Orkut, or MySpace; blogging sites such as Wordpress, blogspot or twitter; personal or organizational rich-media facilities like YouTube, Skype, Spotify, etc.) and hardware platforms (e.g., tablets, smartphones, thinbooks and other recent innovations) keep evolving at a blistering pace. Whatever software or hardware context we may take, social media aims to replace traditional media and communication (Perdue, 2010, p. 35), and will be the locomotive via which the World Wide Web evolves (Kaplan and Haenlein, 2010, p. 68).
Social media cover a large area of activities and websites which differ in content, purpose, users and information. Systematic, rigorous research using best-available scientific evidence methodologies that document and analyze the use of this phenomenon in business are currently lagging behind this revolution; this scholarly book is an attempt to fill this knowledge gap to facilitate knowledge acquisition and diffusion, as well as enable the higher levels of understanding that may precede both the exploitation and the exploration of newer and more advanced tools and methodologies.
For this volume of the Advanced Series in Management, we are seeking chapters that will increase our understanding of how these emerging technologies are evolving, using the most rigorous social scientific methods and tools. Topics that may best fit this volume's editorial intentions include (but are not limited to) the following:
· Management of social media within and outside organizations (for recruitment, selection or other personnel decisions, for marketing, reputational and any other relevant business, non-profit, or work-related, governmental purposes)
· Development or evolution of new or customized products and services using social media as an information source or as a promotional vehicle in particular companies or industries
· Predictors, types and consequences of intra-organizational social media policy acceptance, rejection and diffusion gaps
· Influences of culture, legislative traditions, economic blocs, corporate descriptors, industrial characteristics, and any other aspect that may affect the development, management, and effectiveness of the use of social media
· Individual and social (from small group to national or cross-cultural levels) characteristics and factors that facilitate adoption, use and diffusion of social media for business and other work-related purposes
· Comparisons and contrasts of differential uses of social media in work contexts in emerging (e.g., Africa, Asia, Latin America and the Caribbean, Middle-East, etc.) or non-Western economic settings
· Virtual, technologically mediated markets, life, work, newly developed, gamefied (or not) products or services, crowd-sourced or personally oriented, etc.
As a volume in the Advanced Series in Management, this scholarly book will contribute to researchers' understanding of the development, antecedents, processes and consequences of social media in management around the world. It may also be used as a reference in executive education programs or as a textbook in graduate (or advanced undergraduate) courses in accredited Colleges or Schools of Businesses, Technology Management, Information and Communication Systems, and similarly situated educational offerings. Cross-disciplinary collaborations that include fieldwork or empirically supported findings (e.g., from experimental or quasi-experimental, large-scale, generalizable, longitudinal or cross-sectional studies, to deductive, rich, ethnographic, inductive, case-based methodologies) are particularly sought, as also are rigorous, tightly developed or grounded theory-building with an applied or pragmatic (e.g., design science) purpose.
Chapters are expected to have between 4,000 and 5,000 words (excluding references, figures, and tables). Only original work whose copyright is owned (or cleared) by the chapter authors and not considered for publication elsewhere can be considered for inclusion in the ASM series.
Scholars whose work is likely to fit this call for chapters are invited to contact the editors via email to discuss their ideas and in preliminary form assess whether their contribution would be included. Brief descriptions (300 words or less) of the main contents of their chapter, their methodology and about 200-word author(s)' bio(s) highlighting their expertise in the area should be sent to both editors for initial consideration, before July 31, 2012.
The editors for this series will also attend at the Academy of Management's annual conference in Boston, MA (USA) this August (2012) and might be available for face-to-face conversations by appointment. Highly qualified chapter authors (in addition to the book series' editorial board) are also expected to review anonymously some of the chapters submitted for this volume, as part of their contribution.
Important deadlines
· Preliminary screening of ideas for chapters: 31 July 2012 (this is a "soft" deadline)
· Full chapters: 30 September 2012
· Acceptance notifications or requests for revisions: about four weeks after full chapter manuscript is received
· Submission of revised manuscripts: No later than 30 December 2012
Publication of volume: about four months after final, revised chapters have been received by the volume editors; expected in early to mid-2013.
For more information on the Advanced series in Management, please visit:
http://www.emeraldinsight.com/products/books/series.htm?id=1877-6361
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Call for Participants
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Apologies for cross-postings
Hello AOM members!
The Diversity and Inclusion Theme Committee (D&ITC) needs your help in making the Academy more inclusive. Print out the attached D&ITC program, bring along a friend, and come share your thoughts with us over snacks and beverages. We want to hear from you, we invite you to participate, and we welcome you to join our efforts to help make the Academy more inclusive. Here's a highlight of our sessions:
1. Diversity & Inclusion Theme Committee - Open Meeting. Saturday, August 4. 8:30-9:30 AM, Boston Park Plaza, Cabot Room. This meeting will provide a chance to meet the officers and members of the committee and to provide input into our agenda and plans for the coming year, during which we will be conducting and reporting on an important survey regarding inclusion in the Academy.
2. Diversity and Inclusion in the Academy: A Town Hall Meeting. Saturday, August 4, 3:00-5:30PM, Boston Park Plaza, Cambridge Room. This highly interactive session will provide a chance to learn about the work of the committee and most importantly, to share inclusion experiences in the Academy, ideas about how to make AOM more inclusive, and best practices at AOM for diversity and inclusion.
3. Create Timeless Stories for Inductive, Reflective Learning: Native American Pedagogy. Friday, Aug 3 2012 1:30PM - 4:40PM, Boston Park Plaza, Stuart Room. This unique and innovative PDW will be a story-writing and story-interpretation workshop allowing participants to experience a storytelling technique that has been the foundation of American Indian education for centuries. Native American storytelling pedagogy can be applied to business contexts as a way of invoking inductive, reflective, critical thinking in both educators and students.
4. More than Meets the Eye: Sharing Our Personal Stories to Facilitate a More Inclusive AOM. Saturday, August 4, 1:00-3:00 PM, Boston Park Plaza, Beacon Hill Room. In this interactive session, AOM leaders and participants will share personal stories to go beneath the surface of external appearances and to illustrate the complexities each person brings to the profession. It will be a chance to connect at a deeper level than is often the case and to learn how this process can deepen inclusion in the Academy.
5. Balancing Acts: The Intersection of Motherhood and Scholarly Endeavors. Saturday, Aug 4 2012 9:30AM - 12:00PM, Boston Park Plaza, Alcott Room. This PDW will address work-life balance issues in the Academy, and support "scholar mommas" in finding support and navigating and addressing the challenges of walking the fine line between career opportunity, longevity, mobility, and productivity, particularly as it relates to motherhood at various stages of the academic career.
A complete listing of all our sponsored sessions, including date, time, and venue can be found here: http://groups.aomonline.org/ditc/.
You can also subscribe to the D&ITC listserv to post and receive information on D&ITC initiatives here:
http://aomlists.pace.edu/scripts/wa.exe?SUBED1=DIVERSITYANDINCLUSION-L&A=1.
We look forward to seeing you at a D&ITC session.
Cordially,
Ed Ng, PhD
Associate Professor, Organizational Behaviour
Dalhousie University
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Apologies for cross-postings.
In a world facing acute economic, social, and environmental problems the ability to devise ingenious solutions with the limited resources is often shaped by the culture in which actors engage with these problems. We would like to extend an invitation to all scholars interested in the interaction of national culture and ingenuity to an interactive international PDW on this topic (see description below). We will be sharing short presentations on ingenuity in a range of countries (representing Africa, Europe, North America, Latin America, Asia and Europe). Our objective is to encourage dialog develop collaborations, and and precipitate scholarship, discussion, and debate. With that in mind, the session has been designed to maximize audience participation.
Program Session #: 217 | Submission: 13324 | Sponsor(s): (ITC, ENT, IM)
Scheduled: Saturday, Aug 4 2012 8:00AM - 10:00AM at Boston Hynes Convention Center in Room 305
Each in its Own Way:National Culture and Organizational Ingenuity National Culture and Ingenuity
Identifying and leveraging ingenuity is an essential ingredient in solving shared global problems, such as environmental management, whose character and implementation vary considerably according to local, regional and national social and physical attributes. The organizers of this PDW will moderate a dialog between a panel of invited speakers and the audience on the subject of the cultural dimensions of ingenuity. The speakers will bring their perspective and experience on how entrepreneurs in their respective countries serve as change agents, and how organizations in their national context exercise ingenuity within institutional constraints. Panelists, along with the audience, will discuss ingenuity not only as an effort to negotiate the tension between change and inertia, but also as a creative reformulation of institutional constraints. This PDW follows a conference at McMaster University in Ontario Canada, a track session at EGOS in Helsinki this past summer, a special issue in Organization Studies, and a planned edited volume. Scholars interested in this topic are encouraged to join this PDW to exchange ideas, research projects, and develop publishing outlets.
Search Terms:
Ingenuity , Cross-Cultural management , Diversity
Benson Honig Ph.D.
Teresa Cascioli Chair in Entrepreneurial Leadership; Editor, ET&P.
DeGroote School of Business
McMaster University, Hamilton Ontario Canada L8S4M4
Tel: 905-525-9140 ext. 23943
fax: 905-521-8995
Cell: 905-518-1716
email: bhonig@McMaster.ca
bhonig@me.com
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Apologies for cross posting
We kindly invite you to join our discussion at our
PDW Strategies for Regions and Companies: The Sustainable Boston Area and the Role of Scenario Planning
on Saturday, Aug 4 2012 8:00AM - 10:00AM at Sheraton Boston Hotel in Independence East
In our line-up of presenters you will find both expert scenario planners as well as regional planers, who worked on a research project for a sustainable Boston area.
Organizer: Edeltraud Guenther; Technische U. Dresden
Organizer: Alfred Allen Marcus; U. of Minnesota
Distinguished Speaker: Amy Cotter; Metropolitan Area Planning Council
Distinguished Speaker: James Goldstein; Tellus Institute
Participant: Seth Itzkan; Planet Tech Associates
Participant: Julian Meyr; Technische U. Dresden
Short abstract:
Given global trends of increasing urbanization, demographic change, uneven economic development as well as the impacts of climate change, state and municipal governments will have to rely on strategic planning to deal with future challenges. This is particularly difficult given the many uncertainties concerning future economic, environmental, and social conditions. Therefore, the main question upon which we will concentrate in this PDW is how can cities and regions in collaboration with the businesses plan for future challenges in the face of uncertainty in order to enhance resilience and sustainability, and thus increase their attractiveness and competitiveness?
After the presentations we want to open our discussion and with focus on the following key issues:
What future challenges shape the development of regions and cities? • How can strategic and scenario planning enable policy and municipal governments in conjunction with businesses to identify key uncertainties and develop appropriate planning strategies? • How does the approach to scenario planning differ in the municipal/regional planning field from that generally used by the business community? • What are there barriers that hinder the development of appropriate strategic plans and policies? • How can relevant stakeholders be effectively engaged in the development of scenarios and strategies or visions?
We address researchers, students and practitioners from the fields of scenario and strategic planning, regional and spatial planning as well as sustainable development, with whom we want to establish an international network for knowledge exchange.
Pre-registration is recommended, but everybody is welcome to join our PDW.
Find full informations here: http://program.aomonline.org/2012/submission.asp?mode=ShowSession&SessionID=551
We look forward to meet you,
Edeltraud Günther and Alfred Marcus
Prof. Dr. Edeltraud Guenther
Technische Universitaet Dresden, Faculty of Business and Economics
Chair of Business Administration, esp. Environmental Management and Accounting, Germany
University of Virginia, McIntire School of Commerce, Visiting Professor USA
mailto:bu@mailbox.tu-dresden.de or emg5n@virginia.edu
http://www.tu-dresden.de/wwbwlbu/team/inhaberin/
phone: +49 351 463-32833
visit: Münchner Platz 1/3, 01187 Dresden mail: 01062 Dresden packages: Helmholtzstraße 10, 01069 Dresden
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Just a reminder about the two back-to-back PDWs on Bayesian Methods at the upcoming Academy of Management Conference in Boston, MA. No pre-registration is required, and we look forward to having you along to discuss exciting advents in the area of Bayesian Methods. The details for the two PDWs are as follows:
PDW #1 Title: Why We All Should Be Bayesians!
Time: Saturday, August 4, 2012 at 10:15 AM – 12:15 PM
Location: Westin Copley, Room: Great Republic
Presenters: David Krackhardt (Carnegie Mellon University), William H. Starbuck (University of Oregon), Michael J. Zyphur (University of Melbourne), Andreas Schwab (Iowa State University)
Abstract:
This workshop introduces management researchers to the opportunities of Bayesian statistics for empirical research in the management sciences. We will outline the fundamental features of the Bayesian method without delving into the mathematical details. Instead, we will first outline the conceptual differences and potential advantages of a Bayesian approach compared to traditional statistical analyses involving null-hypothesis significance tests (NHSTs). We will then show examples from empirical management research that illustrates Bayesian data analysis. Finally, we will discuss why in spite of strong arguments supporting the use of Bayesian statistics, the field of management research has been very reluctant considering Bayesian analysis as an alternative. The purpose of this workshop is to convince participants of the potential opportunities Bayesian methods can provide and to encourage organizational researchers to apply these methods in future research.
PDW #2 Title: Bayesian and Frequentist Research Methods: Theory, History, Estimation, Application, and Integration
Time: Saturday, August 4, 2012 at 12:45 AM – 2:45 PM
Location: Westin Copley, Room: St. George C & D
Presenters: Michael J. Zyphur (University of Melbourne), Dean Pierides (University of Melbourne)
Abstract:
This workshop introduces a Bayesian theory of probability for inductive inference in organization and management science. Currently, a frequentist theory dominates. The difference between the two theories is that Bayesian probability references a degree of belief in a proposition or state of affairs, while frequentist probability references the relative frequency of an observation or event in an infinite series of observations or events. The foundations of Bayesian and frequentist probability will be described, as well as their histories, methods of estimation, targets for application, and how they can both be used to greatly expand the potential for rigorous and relevant research. Estimation will be conducted in the popular statistics program Mplus. Program code, datasets, and interpretations of results will be incorporated into the workshop, including decision-theoretic foundations of making inductive inferences using different theories of probability.
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Apologies for cross-posting.
Program Session #: 165 | Submission: 17302 | Sponsor(s): (ONE, IM) Scheduled: Friday, Aug 3 2012 3:30PM - 6:30PM at Marriott Boston Copley Place in Salon C
We warmly invite you to participate in PDW "Economic Systems of the Future: Existing Alternatives and the Road Ahead" (details below). This PDW provides an interactive forum (with a follow up online working group) to review the existing alternatives to the dominant economic system and to look into its future in a more comprehensive way. Please note that the PDW requires registration and there are just a few more places left.
We look forward to meeting you there.
Krzysztof Dembek
Naga Sivasubramaniam
As mentioned in the description of the PDW, we invite the participants to join an online working group on a research collaboration platform (there are also materials for the PDW available there for download).
To join the online work group, please follow these steps:
1. Go to www.ceakton.com ,
2. Register (link on the upper right-hand-side) and then login,
3. Go to Groups (on your profile menu),
4. Click "All groups"
5. Join the group "Economic Systems of the Future"
To download the documents
1. Go to tag "Announcements" in the "Economic Systems of the Future" group
2. Click on the "Documents for the workshop in Boston" link
3. Download files.
If you do not wish to join the online working group but want to receive the materials for the workshop, please, email us on kdembek@gmail.com
Economic Systems of the Future: Existing Alternatives and the Road Ahead
Organizer: Krzysztof Dembek; Monash U.;
Organizer: Nagaraj Sivasubramaniam; Duquesne U.;
Presenter: Riane Eisler; Center for Partnership Studies;
Presenter: Stuart Hart; Cornell U.;
Presenter: Ted London; U. of Michigan;
This PDW provides an interactive forum to review the existing alternatives to the dominant economic system (including social business, inclusive capitalism, and others) and to look into its future in a more comprehensive way. The program starts with a moderated discussion of a panel of world leading experts who will identify the limitations of the existing economic system, offer their thoughts on available alternatives and on how well our current system may be living up to an idealized version. Guided, round-table discussion follows where participants and panelists work together using web-based collaborative tools to address the specific limitations of the current system and identify a more comprehensive way of addressing the failure of the current form of capitalism.
The PDW concludes with a presentation of outcomes and joint moderated discussion. PDW offers collaboration and networking opportunities. The participants will leave with a set of research ideas and will be invited to join an online work group.
Pre-registration is required for this workshop. To register online, please visit https://secure.aomonline.org/PDWReg. The deadline to register online is August 1, 2012.
Search Terms: Economic Systems , Capitalism and Alternatives , Multidisciplinary Perspectives
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Online Sequence Data Analysis Course using R Early Registration ends July 30th
The Information Systems Department at Case Western Reserve University and the TraMineR Team from the University of Geneva will be offering an interactive online course in Sequence Data Analysis using the R package TraMineR. The course will be led by Professor Gilbert Ritschard who created the TraMineR package together with his team at the University of Geneva.
The course will start on September 4th and will run for 12 weeks. Live lectures will be held once per week, coaching on coding projects will happen on GitHub, and the TraMineR team will be available to answer questions over Stack Exchange. We will cover a basic introduction to R, state & event sequences, dissimilarity-based analysis, and event mining.
We still have a few spots left, so sign up now to ensure your spot. The fees are $250 student, $295 faculty, $350 practitioner until July 30th.
For more information and registration, see: http://www.orgdna.net/traminer/
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Dear Friends,
Please join the All Academy Practice Theme Committee for the Awards Reception in which we will honor the following winners and showcase the videos from AOM's Teaching Resource Library Strategic Doing Initiative. Saturday, 6:00pm – 8:30pm Sheraton Boston Hotel: Constitution Ballroom A
Life Time Career Award Goes to Professor Peter Senge.
The Research Center Impact Award Goes to The Center for Positive Organizational Scholarship.
The Practice Impact Award Goes to Professor Usha Haley.
3 Video Finalist Teams from AOM's Teaching Resource Library Strategic Doing Initiative will also be screened. Be the first to see the entrants' videos: Diversity Training; The Innovation Challenge at Infineon Technologies Austria AG; and Stop the weather reports!
Congratulations to the winners and a big thank you to the Awards committee. Please also see the PTC events at a glance as follows:
FRIDAY, AUG 3
8:00 AM Managing Change in the Aftermath of Extreme Events [Sheraton Liberty Ballroom B]
9:00 AM Executive Concerns with the International Informal Economy [Northeastern Univ - Dodge Hall 70] Pre-registration required.
9:30 AM Introducing Design Thinking as Innovation Practice [Northeastern Univ - Dodge Hall 150]
10:15 AM Informal Leadership at the Base of the Economic Pyramid [Convention Ctr. 209]
12:30 PM Engaging the Media [Sheraton Independence West]
1:30 PM Introduction to Thought Leadership [Northeastern Univ - Dodge Hall 170]
3:00 PM Assessing Scholarly Impact [Sheraton Back Bay Ballroom A]
3:15 PM Research in Practice [Boston Park Plaza: Berkeley & Clarendon]
SATURDAY, AUG 4
8:00 AM The Sustainable Boston Area and the Role of Scenario Planning [Sheraton Independence East]
10:00 AM Mindfulness in Leadership Development [Sheraton Back Bay Ballroom C]
2:00 PM Practicing Leadership with Tango [Green St. Studio, Cambridge]
2:30 PM Managing Collaborative Innovation [Convention Ctr 109]
3:00 PM Ethical Implications of Global Human Resource Management Practices [Sheraton Jefferson]
3:30 PM Bridging the Disconnects between Academics and Practice in Entrepreneurship [Convention Ctr 103]
6:00 PM All Academy PTC Peter Senge Lifetime Career Award and Awards Reception [Sheraton Constitution Ballroom A]
Best,
Kathryn Goldman Schuyler, PDW Co-Chair, Alliant International University
Kuo Frank Yu, PDW Co-Chair, City University of Hong Kong
Tyrone Pitsis, Chair, Newcastle University
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Apologies for cross-postings
Corruption and the Informal Economy Meeting Date and Time: Monday, August 6, 2012
11:30am-1pm in Holmes Room, Boston Park Plaza
If you are interested in attending, please RSVP to Candice Matthews at cmatthew@gwmail.gwu.edu by Wednesday, August 1, 2012.
Primary Sponsor: CAU
Main contact: Dr. Bahaudin G.Mujtaba
mujtaba@huizenga.nova.edu
Dr. Shaista E. Khilji
shaistakhilji@gmail.com
Other panelists: Dr Terrell Maynak & Dr Stefanie D. Wilson
The purpose of this caucus is to provide a forum for researchers and practitioners to discuss existing informal corrupt business practices globally (in particular in South Asia). The format is interactive to allow all participants to share their experiences and knowledge. We hope to conceptualize some thought provoking questions for future research, and strategies for practitioners to address challenges related to corruption they experience.
We will discuss the causes and role of corruption in the business environment and offer strategies to address deeply-embedded corrupt practices in society. We will also highlight managerial implications. In particular, we will discuss business ethics training as an emerging local and global challenge for public officials and private sector entrepreneurs. We argue that the creation of an ethical climate within organizations requires continuous and comprehensive education, along with communicating and enforcing relevant policies and procedures.
Please join us! Be part of an exciting conversation and a budding scholarly and practitioner community with an interest in South Asia- considered to be one of the world's fastest growing regions.
If you are interested in attending, please RSVP to Candice Matthews at cmatthew@gwmail.gwu.edu by Wednesday, August 1, 2012.
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Job Positions and Research Questions
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BABSON COLLEGE invites applications for a full-time, tenure track position in the Technology and Operations Management area beginning the fall 2013.
College Summary:
Babson College, located 14 miles west of Boston, is an independent school of management that takes a unique approach to preparing undergraduates, graduate students, and working professionals for the challenges of the modern business world. Babson's dynamic curriculum focuses on developing skills that transcend business so that students gain multidimensional abilities and can make important contributions to business and society. Our students understand that economic and social value creation are not mutually exclusive, but instead are integral to each other. The fundamental business skills and entrepreneurial mindset they cultivate at Babson equip them to make a difference on campus and around the world.
Babson has nearly 2,000 full-time undergraduate students and more than 1,300 full and part-time graduate students. Our highly diverse student body hails from 45 U.S. states and 57 countries. Non-U.S. students comprise more than 20% of undergraduate students and more than 40% of our full time graduate students. Babson offers a Bachelor of Science degree, MS and MBA programs, and executive education programs worldwide.
We seek faculty who are aligned with our values of teaching excellence, collaboration, diversity and inclusiveness, and those who embrace our mission to educate leaders who create great economic and social value everywhere. We seek candidates who are eager to engage as educators among a diverse student community.
College-wide Faculty Requirements:
We are looking for an accomplished teacher/scholar who:
• Is passionate about teaching and who has a proven track record of teaching excellence and innovative curriculum development
• Brings depth in scholarly or practical expertise that will add to the intellectual community of the College.
• Is a team player, willing to lead and collaborate with faculty from multiple disciplines to design and teach courses in an integrated, cross-disciplinary context.
• Is curious about and comfortable with technology and the possibility of teaching in a blended/online environment.
• Has the ability to navigate and embrace complexity, ambiguity, and change.
• Is experienced in teaching, service, and scholarship in ways that will enhance the college's commitment to diversity and inclusion.
• Will be a fun, engaging, helpful colleague who is committed to the success of Babson College.
Job Description:
Our preference is for candidates with a few years of experience, but the search is open to Assistant and Associate Levels. A Ph.D. in Operations Management or closely related field is required. Candidates must be committed to excellence in teaching, research and service, and be willing to teach in integrative programs.
The candidate should be engaged in rigorous research that is practically relevant to business managers. We are especially interested in candidates who are involved, or are willing to be involved, with innovative teaching approaches and materials. Responsibilities include teaching graduate and undergraduate classes in core operations management with the potential to teach upper level electives in an area of expertise.
We are interested in all strong candidates who would be a good fit with Babson and have a preference for candidates who are involved in Innovation/Technology Management (business model, product, process, or service design) in both research and teaching
Application Procedure:
Screening of applications will begin on September 1, 2012 and will continue until the position is filled. We plan to interview at the AoM, INFORMS and DSI conferences.
Interested candidates should send a cover, curriculum vita and teaching evaluations, if available, via email to Professor McKone-Sweet, whose contact information follows. At a later date, finalists will be asked to send three letters of recommendation, teaching reviews and samples of research or publications.
Professor Kate McKone-Sweet
Chair, Technology, Operations, and Information Management Division Babson College Babson Park, MA 02457-0310 phone 781 239-4245
e-mail: TOM@babson.edu
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The Strategy & Innovation Department at the Boston University School of Management invites applications for one untenured, tenure-track position at the Assistant Professor level.
The faculty of the S&I Department study firm strategy from a variety of perspectives. We place particular emphasis on the study of innovation in different kinds of organizations and the role of technological change in creating new industries and shaping existing ones. We believe that the complex, fast-changing strategy issues of today require an interdisciplinary approach and thus our faculty includes scholars with backgrounds in strategy, economics, sociology and organizational theory.
Prospective candidates must demonstrate the ability to produce original and innovative scholarly work of the highest possible quality and impact and a PhD degree in business, management, or related areas from a research university. Special consideration will be given to applicants who possess demonstrated abilities to teach Strategic Management, Innovation, and/or Entrepreneurship, who have a proven record or high potential for scholarly research, and who will complete their degree in 2012 (or within the last three years). Salary and teaching load are competitive with those of other major research universities.
Interested applicants should send (a) a current curriculum vitae, (b) at least one recent scholarly article and/or job market paper, and (c) three letters of recommendation by October 15, 2012 directly to:
Prof. Siobhan O'Mahony, Recruiting Committee Chair
Strategy & Innovation Department
595 Commonwealth Ave. Room 639
Boston MA 02215
strategy@bu.edu
Boston University is an Affirmative Action, Equal Opportunity employer.
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Assistant/Associate Professor Position in Strategic Management at University of New Hampshire (Fall 2013)
The Department of Management in the Whittemore School of Business and Economics at the University of New Hampshire invites applications for a tenure-track Assistant or Associate Professor position in Strategic Management for Fall 2013. We seek candidates whose strategy research explores issues related to technology and innovation management. Preference will be given to applicants who demonstrate the research skills needed to publish or to potentially publish in leading academic journals. Candidates must have experience and interest in teaching the core strategic management courses, as well as an interest in courses exploring technology and innovation management. Preference will be given to candidates who also have an interest in teaching entrepreneurship or international management courses.
Applicants must have an earned Ph. D. degree in Strategic Management or a closely related field by the appointment date, and provide evidence of a strong commitment to excellent teaching, superior scholarship and the service and academic missions of a land grant research university.
The Whittemore School is accredited by AACSB and the International Association for Management of Technology. We offer research active tenure-track faculty a 4 course teaching load and a collegial work environment. In January 2013 the school will move into a new state-of-the-art building and change its name to the Peter T. Paul College of Business and Economics.
Interested applicants should send a letter of interest, curriculum vitae, three letters of reference, two samples of recent scholarly work, and a summary of teaching evaluations to strategy.search@unh.edu.
Contact: Dr. Michael Merenda & Dr. Jun Li, Co-Chairs, Strategy Faculty Search Committee, Department of Management, Whittemore School of Business & Economics, University of New Hampshire, McConnell Hall, 15 Academic Way, Durham, NH 03824 USA.
Jun Li, Ph.D.
Associate Professor of Strategy and Entrepreneurship
Department of Management, Whittemore School of Business and Economics
University of New Hampshire, Durham, NH 03824
(Voice) 603.862.3365
(Email) jun.li@unh.edu
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Darlene,
Darlene Alexander-Houle
TIM Division List Serve Manager
dalexhoule@att.net