TIM Division List Serve
Vol. 9, No. 27 (October 23, 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 carrier filters.
· Announcements
o none
· Call for Papers
o University of Southern Denmark and Lappeenranta University of Technology, Conference in Lahti, Finland on 18-20 June 2013 Call for Papers Abstract deadline: 3 December 2012; Notification of acceptance: 20 January 2013; Full paper submission deadline: 10 March 2013; Full paper review results: 7 April 2013; Print-ready paper submission: 5 May 2013
o European Group for Organizational Studies Colloquium, Montréal, July 4-6, 2013 Sub-theme 19: Blurring Boundaries: Civil Society Organizations and Changing Societal Governance Submissions Due 14 January 2013
o 8th International Forum on Knowledge Asset Dynamics (IFKAD) Smart Growth: Organizations, Cities and Communities Zagreb, Croatia - 12–14 June 2013 Abstract submission: 20 January 2013
o Deadline Extended to November 30, 2012 CALL FOR CHAPTERS Government e-Strategic Planning and Management Extended Proposal Submission: 30th November 2012 Full Chapter Submission: 31th January 2013 Extended Full Chapter Submission: 28th February 2013
o EURAM 2013, Istanbul 26th-29th June 2013 Deadline for papers 15 Jan 2013
o European Academy of Management (EURAM) June 26-29, 2013 Galatasaray University, Istanbul Submission Deadline: January 15, 2013 Track: Scholarship with Impact
o For the first time in 50 years, the Eastern Academy of Management (EAM) will have an Operations Management track; Submissions by 21 Jan 2013
· Call for Participants
o Strategy, India is organizing 3rd India Strategy Forum, October 30-31 2012, New Delhi, India
o ISC2012 - The 5th Israel Strategy Conference, 19-21 Dec. 2012 Early registration ends at November 1st, 2012
· Job Positions and Research Questions
o Journal of Commercial Biotechnology seeks applications for two volunteer associate editors with a specialty in Management
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Announcements
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None
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Call for Papers
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Dear all,
I believe this conference, co-organized by the University of Southern Denmark and Lappeenranta University of Technology, may be of interest to some members of the TIM community.
Important dates
Abstract submission deadline: 3 December 2012 Notification of acceptance: 20 January 2013 Full paper submission deadline: 10 March 2013 Full paper review results: 7 April 2013 Print-ready paper submission: 5 May 2013
If you have any questions, please get in touch with me or one of the conference or track chairs.
Best,
Marcel
Marcel Bogers, Ph.D.
Associate Professor, MCI - SPIRE
University of Southern Denmark
Alsion 2, 6400 Sønderborg, Denmark
Phone: +45 6550 1284
E-mail: bogers@mci.sdu.dk<mailto:bogers@mci.sdu.dk>
URL: www.marcelbogers.com
From: Elizabeth Tunstall <etunstall@swin.edu.au>
Subject: Call for Papers - 3rd Participatory Innovation Conference, PIN-C, Lahti, Finland (18-20 June 2013)
Dear Colleague,
Call for Papers – PARTICIPATORY INNOVATION CONFERENCE 2013, 18-20 June, Lahti, Finland
The 3rd Participatory Innovation Conference, PIN-C will be held in Lahti, Finland on 18-20 June 2013. Organised jointly by Lappeenranta University of Technology, Lahti School of Innovation (LUT LSI) and University of Southern Denmark, Sønderborg Participatory Innovation Research Centre (SPIRE), this conference will bring together researchers, artists, designers and practitioners. The 3-day programme will include presentations by leading keynote speakers, research paper sessions, applied theatre, a hands-on innovation session with industry cases, and artistic interpretations of research.
Participatory Innovation combines theories and methods across academic fields that describe how people outside an organisation can contribute to its innovation. Join this conference to help identify ways for industry, the public sector, and communities to expand innovation through the participation of users, employees, suppliers, citizens, members, etc. – on a strategic level, in concrete methods, and in day-to-day interactions.
Industry, public agencies, and communities increasingly adopt people-driven and open innovation, as they realise that innovation cannot come solely from within an organisation. Innovation happens in between people outside and people inside – because they have different stakes and perspectives.
In academia, new breakthrough contributions to understanding and supporting innovation also emerge in the borderlands between disciplines that traditionally do not collaborate. PIN-C 2013 is a forum where participants from different disciplines and organisations can meet and challenge each other to develop the field of participatory innovation.
The conference theme for this year is Participation as Performance. In particular we welcome contributions that in concrete terms explore how performance can support innovation, or that draw on performance theory and methods to understand participation and innovation.
Keynote speakers include, inter alia:
Prof. Giovanni Schiuma, Chairman of the Arts for Business Institute and Professor in Innovation Management at Università della Basilicata (Italy) Prof. Elena Antonacopoulou, GNOSIS, University of Liverpool Management School (UK)
Paper tracks
The trademark of this conference is that participants contribute with papers in one of five tracks that each explore a potential combination of disciplines. This year you can submit to any of these five exciting paper tracks:
1. Designed Interactions
Chairs: Trine Heinemann, SPIRE/University of Helsinki and Stephan Wensveen, SPIRE A great challenge for designers and designers-to-be is how to deliver and present their design proposals. This is particularly the case for designers working within Participatory Innovation projects, where a range of issues for the design proposal need to be considered in relation to the other stakeholders, e.g., can a design proposal speak for itself so that it can be evaluated purely on its aesthetic and functional qualities, or should it be delivered along with a design pitch that reveals the underlying reasoning for the final product? The decisions on how to present a design proposal might depend on a variety of issues, such as time-limitations, the relationships and expectations of the client, or the position of the designers themselves. This track focuses on the various ways in which design proposals (the presentation of a preliminary or final design to stakeholders) can be delivered and on the consequences of these differences. The track brings together designers for whom design proposals are part of everyday practice, and experts on interaction and communication to explore how the delivery of a design proposal can be consequential for the way in which stakeholders in the design process respond to the design proposal.
2. Design Anthropology and Social Innovation
Chairs: Helinä Melkas, LUT LSI and Brendon Clark, Interactive Institute This track brings together design anthropologists and business researchers and practitioners who focus on social innovation. Combining design and anthropology has over the years led to innovations in how 'the social' is addressed in design processes. There is currently much debate about what social innovation is and how it should be defined. Even though the concept is widely used, its contents have remained abstract. Both words – 'social' and 'innovation' allow for many interpretations. Social innovations have been defined, for instance, as innovations that are social both in their ends and in their means. How does social innovation play out in different efforts? How does working relationally with other interests in practice contrast with efforts that attempt to maintain a social innovation focus throughout? What are the practices of inclusion and exclusion? This track seeks participants who explore how design anthropology and social innovation are linked; how design anthropology contributes to social innovation and vice versa. This track also seeks to understand social enterprises, in particular.
3. Social Shaping of Innovation in Organisations
Chairs: Timo Pihkala, LUT LSI and Henry Larsen, SPIRE This track brings together firm-level innovation management with organisational change. If we understand processes of innovation as emerging in human interaction, how can we understand the processes of collaboration and conflict that are going on between the involved? Who are the stakeholders involved in innovation processes, and which roles do they end up in? How can we understand what it means to 'organise' such activities, as managers, designers, consultants or researchers? We invite both researchers and practitioners to participate in this track with their experience, in the form of papers or narratives.
4. Participatory Business Design
Chairs: Tuomo Uotila, LUT LSI, and Jacob Buur, SPIRE Bringing people with different backgrounds together is a powerful way of discovering new business opportunities. But how can people with different stakes, different horizons of imagination, and different means of expressing their views collaborate? How can theatre, games and arts-based methods contribute to developing business and business processes? How can futures research and foresight activities contribute? How does the role of brokering support participation? This track focuses on how to encourage truly participatory processes of business design, and on which results this can yield. The track brings together business people (who innovate business models), designers and artists (who visualise futures to spur dialogue), and design and business researchers (who study and develop such processes).
5. (Regional) Innovation Policy and Local Participation
Chairs: Vesa Harmaakorpi, LUT LSI, and Henrik Sproedt, SPIRE Today, when people talk about innovation systems they typically mean organisational, regional or national approaches to innovation that try to map and organise the different stakeholders, competences and procedures that are relevant for the innovation process. These approaches are normally described in an innovation policy – an institutionalised way of mastering innovation across boundaries efficiently. Despite extensive studies of innovation at individual, group and institutional levels there has not been much focus on the interdependence between these levels. Innovation can be seen as a process where perspectives given at the institutional level need to be interpreted at the individual level, to understand how to deal with uncertainty in innovation projects. In practice, innovators often must deal with the paradox that innovation policy does not make sense in local interaction across boundaries. We invite researchers and practitioners of private and public organisations to this track to share their understandings of how innovation policies help to innovate and how local practice can affect policy.
More detailed track descriptions will be published in early November.
Programme on applied theatre in innovation
Chairs: Anne Pässilä, LUT LSI, Preben Friis, Dacapo A/S & Allan Owens, University of Chester In accordance with the conference theme, we encourage applied theatre actors and artists with experience and interest in innovation and organisational change to submit an Intent to Participate. This group of active theatre people will in turn visit each paper track, and in this way explore the opportunities for theatre to support social shaping, business design, organisational learning, innovation policy making, etc. Participants who like to join this programme are encouraged to also join the pre-conference workshop on 16-17 June 2013.
Pre-conference workshop on applied theatre in innovation on 16-17 June 2013 For artists, actors, small theatre ensembles and researchers who have worked with theatre and related art forms in supporting innovation and change processes in organisations. The aim of the workshop is to exchange experience on various formats of theatre support for change processes, and to prepare the theatre programme at the conference. The group will explore what emerges when applied theatre and innovation research are combined.
Innovation session
New to the conference programme is also a hands-on innovation session, in which mixed teams across the five paper tracks get the chance to explore concrete industry/ organisational cases with the full breadth of Participatory Innovation perspectives.
Artistic interpretation of research
Art and research aim at defining reality and experience, both with their own ;means. The aim of this activity of the conference is to link researchers, artists and creative practitioners into a dialogue around scientific papers and create a discourse that very seldomly occurs between art and research on a practical level. The result of this dialogue would be artworks from any field of art or design (poster, painting, performance, design, etc.) merging practitioner's expertise with scientific content.
PIN-C follows a two-step peer-review process: both abstracts and full manuscripts are peer-reviewed. Accepted papers will be presented in the conference programme and published in the conference proceedings.
Further information soon on the conference website – http://www.lut.fi/en/pin-c2013/Pages/Default.aspx
Conference chairs: professor Helinä Melkas, LUT LSI, and professor Jacob Buur, SPIRE
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Apologies for cross-posting
European Group for Organizational Studies Colloquium
Montréal, July 4-6, 2013
Call for papers
Sub-theme 19: Blurring Boundaries: Civil Society Organizations and
Changing Societal Governance
Submissions Due 14 January 2013
It has become apparent that the boundaries of responsibility for different aspects of societal governance are blurring. An important consequence of this is that the roles of organizations are changing. Notably, civil society organizations (CSOs) – often called non-profit, voluntary, nongovernmental or third sector organizations – are now regularly expected to be polyvalent entities able to intermesh resources and rationales from the public, commercial, and household sectors (Evers 1995; Eikenberry and Kluver 2005; Jegers 2009). Further, non-traditional, CSO-like, citizen-based groups are forming to bring change to what are perceived to be oppressive government and or market regimes (e.g., the "Arab Spring" uprisings and the "Occupy" groups).
Public sector organizations face continuing pressures to improve efficiency and quality by introducing market mechanisms, and new demands for more accountability. To this end, changes are being made to their governance structures, and closer partnerships are being forged with for-profits and CSOs (Osborne 2000; Pollitt and Bouckaert 2011). For-profit organizations are increasingly taking up tasks and operating in fields thatwere once the domain of governments or CSOs. In many parts of the world, this trend is evident in the delivery of education, health care, the protection of human rights, provision of security, protection of the environment, and the delivery of international aid (e.g., Scherer and Palazzo 2011; Svedberg Helgesson and Mörth 2012).
In this session, we seek to make sense of the changing roles of CSOs in this new landscape. Concepts such as 'intermediation' (Evers 1995), the 'blurring' or 'mixing' of sectors and boundaries (Kramer 2000; Bode 2008), 'public private partnerships' (Osborne 2000), and 'co-production' (Pestoff and Brandsen 2009) have all been applied to make sense of these developments. We want to unveil the dynamics that drive these changes, the organizational and social mechanisms involved in facilitating them, and their outcomes. One example of such change is the decreasing effectiveness of national regulatory bodies that has corresponded with an increase in influence of transnational corporatism (Djelic and Sahlin-Andersson 2006). Other relevant topics include, but are not limited to, technologicaladvances that enable communication across borders of all types; economic constraints that lead to a reimagining of collaboration and collective action; and social pressures that have emerged from widespread dissatisfaction with various forms of inequality.
In keeping with the conference theme, we welcome work that bridges sectors, cultures, continents and worldviews to expose new ways of understanding the evolving roles of CSOs. Work that is quantitative, qualitative, or conceptual is equally appropriate, as are studies focused at the societal, industry, or organizational level.
Submission due date for short papers: January 14, 2013
Submission details: http://egosnet.org/
Convenors:
Florentine Maier is an Assistant Professor at the Nonprofit Management Group at WU Vienna University of Economics and Business. She studies the spread of business thinking and business methods into the nonprofit sector. Her research on this topic has been published in Voluntas, Business Research, and numerous book chapters.
John Amis is an Associate Professor in the Department of Management at the University of Memphis. His work centres primarily on issues of organizational and institutional change and has been published or accepted for publication in outlets that include Academy of Management Review, Academy of Management Journal, Human Relations, American Journal of Public Health, and Organizational Research Methods.
Filip Wijkström is an Associate Professor at the Stockholm School of Economics. His research focuses on the role of civil society and its organizations (CSOs). His recent work deals with the distinctiveness of civil society actors, and howCSOs work strategically with these features.
John Amis
Department of Management
Fogelman College of Business & Economics
University of Memphis
TN 38152 USA
Tel.: +1.901.678.3065
E-mail: johnamis@memphis.edu
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8th International Forum on Knowledge Asset Dynamics (IFKAD) Smart
Growth: Organizations, Cities and Communities Zagreb, Croatia - 12–14 June 2013
Abstract submission: 20 January 2013
Special Track
Reinventing Management: Smart Organisations Through Social Innovation
During the last decade a stream of literature has developed around the topic of reinventing management.
In fact, while the functions of management have changed very little over the years, the methods and the tools through which management practices are accomplished have changed dramatically.
According to Birkinshaw, if on the one hand organisations tend to manifest inertial behaviours in dealing with new managerial models, on the other hand they are consistently looking for elements to improve these behaviours.
As a result it is possible to observe a progressive switch from the traditional principles-implicitly followed for decades by managers-to innovative principles that seams more coherent with the current managerial landscape.
These principles are rooted in a smart use of a firm's technological knowledge base, and are increasingly enabled by "social innovation".
According to Volberda and Van Den Bosch, social innovation consists of changing a firm's organisational form, it's management principles, practises, processes and the organisation of work in a way that is new to the firm and/or the industry, and results in a leveraging of the firms technological knowledge base and its performance in terms of innovation, productivity and competitiveness.
In comparison to pure technological innovation, social innovation is more difficult to assess and quantify.
However, fundamental understanding of social innovation-as well as its influence on technological innovation-will increase productivity, firm competitiveness and the quality of (working) life of future generations.
The track welcomes papers (work in progress or finished research-both empirical as well as theoretical works) exploring the innovative levers allowing the enlightening potential of social innovation to be captured, in order to reinvent management and develop smarter organisations able to growth in these uncertain, turbulent times.
The aim is to discuss the various ways in which social innovation-as well as its leverage of, and its complex interplay with, technological innovation) can be enhanced within and among firms.
All the papers submitted for the conference track will undergo a double blind review process.
The best papers presented at the track will be invited to a special issue in an International Journal.
Organizers
Antonella Martini | University of Pisa | a.martini@ing.unipi.it
Emanuele Lettieri | Polytechnic University of Milan | emanuele.lettieri@polimi.it
Mariano Corso | Polytechnic University of Milan | mariano.corso@polimi.it
Luca Gastaldi | Polytechnic University of Milan | luca.gastaldi@polimi.it
Deadlines
• Abstract submission: 20 January 2013
• Review decisions sent to authors: 20 February 2013
• Full paper submission: 20 April 2013
• Registration to the conference (for at least one author of the paper): 25 May 2013
• Conference sessions: 12–14 June 2013
More info
http://www.knowledgeasset.org/IFKAD/Tracks/?track=10
Luca Gastaldi, PhD
Department of Management, Economics and Industrial Engineering
ICT in Healthcare Observatory
Politecnico di Milano
Via R. Lambruschini 4b - Building 26b | I-20156 Milan | Italy
Phone +39 02 2399 4046 | Mobile +39 339 484 747 2 | Fax +39 02 2399 4083 | Skype gastaldiluca
Email luca.gastaldi@polimi.it | University www.polimi.it | Research www.osservatori.net
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GSJ SPECIAL ISSUE ON "THE ROLE OF LOCATION IN ACHIEVING GLOBAL COMPETITIVENESS"
I am writing to let you know that GSJ is organizing a special issue which I believe may be of interest to you.
The topic is 'The Role of Location in Achieving Global Competitiveness', and the goal is to advance new theoretical frontiers regarding the role of unique local resources, strategic practices, institutions, government support, as well as inter organizational synergies to explain firm success in global markets.
The details can be found in the attached web site:
http://www.giovannibattistadagnino.eu/en/research/scheda.php?id=25&per=&st=&k=Global-Strategy-Journal-Special-Issue
My colleague Luiz Mesquita and I are co-editing this issue. We would like to invite you to consider submitting a research paper to this initiative. We hope to see a submission from you. Please feel free to forward this message to your co-authors.
If you have any questions, please do not hesitate to contact either me or Luiz Mesquita.
Best wishes,
Giambattista Dagnino
Professor of Business Economics & Management
University of Catania
Corso Italia, 55 95129 - CATANIA (Italy)
Tel: 39.095.7537-622
dagnino@unict.it Web site: www.giovannibattistadagnino.eu
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Deadline Extended to November 30, 2012 Due to a significant number of corresponding authorsʼ requirements, the deadline for proposal submission has been extended to November 30, 2012 CALL FOR CHAPTERS Government e-Strategic Planning and Management Extended Proposal Submission: 30th November 2012 Full Chapter Submission: 31th January 2013 Extended Full Chapter Submission: 28th February 2013
Details: http://dde.teilar.gr/main.aspx?category=374&UICulture=en-US
CALL FOR CHAPTERS
Extended Proposal Submission: 30th November 2012 Full Chapter Submission: 31th January 2013 Extended Full Chapter Submission: 28th February 2013
Government e-Strategic Planning and Management: Practices, patterns and roadmaps A Book Edited by Dr. Leonidas G. Anthopoulos1, and Dr. Christopher G.Reddick2 ,1TEI of Larissa Greece, Greece, 2University of Texas at San Antonio, USA To be published by Springer Science and Business Media
1. Introduction
Various Government e-Strategies have been developed since the late 90s in an attempt to describe the vision for administrative and for societal change, the objectives and the priorities with regard to the development of the Information and Communication Technologies (ICT) at national and at supranational levels. Terms such as the European; Information Society; the U.S.; Information Highways; and the Korean and Chinese;Informatization- try to describe social transformation that occurs due to the ICT, and to determine means with which Governments will capitalize the ICT to deal with national or regional challenges, to improve social life and to support economic growth. Moreover, e-Strategies define guidelines that control public investments on the ICT. In these strategic documents Governments identify the strategic development supervisors, the objectives, the Critical Success Factors (CSFs), the evaluation frameworks, and the estimated outcomes. Different countries recognize different challenges, prioritize different objectives and determine alternative paths to achieve in their e- strategic targets.
Additionally, e-Strategic implementation progress has been used by various organizations to measure e-Government maturity (i.e., the United Nationsʼ e- Government Readiness index, and the Accentureʼs maturity model), and to associate ICT spending with national economic growth (i.e., in terms of marketʼs liberation and corruption). Accenture for instance, classifies countries as innovative leaders (U.S.A., Singapore, Canada); visionary followers (U.K., Netherlands, Australia etc.); steady achievers (France, Germany etc.); and Platform Builders (Japan, Brazil etc.) with regard to their e-Strategic progress.
E-Strategic planning has been a dynamic process since all e-Strategies have closed even more than a single life-cycle. These strategic updates are usually not justified efficiently by Governments. E-strategic planning, management and review are complex processes that have to consider and account on various determinants, which belong to either the external or the internal environment of the application area. As a result, it is extremely difficult to an external observer who has not participated in these processes and who does not live in the particular geographic region to understand these parameters and to recognize how they impact the strategic life cycle and how the strategic objectives are being updated.
2. Objectives
This book focuses on the analysis of various e-strategies and of their updates with means of strategic management. It aims to illustrate the alternative e-strategic approaches that are followed around the world -with the capitalization of recent trends in strategic management theory- and addresses the gaps that appear between e-strategic updates. Invited authors have to use strategic management theory and tools in order to analyze and describe the e-strategic evolution in their cases. More often than not, authors can evaluate e-strategic management approaches and present multi- criteria decision making systems for e-strategic transformation.
Concluding, the aim of this book is to invite and depict experiences from national and supranational cases, which come from different geographic areas regarding e-strategic planning and management. More specifically:
- It aims to demonstrate e-strategic initiation and development across
different countries and continents, and the association between policies and ICT;
- it seeks to perform a systematic analysis of various representative
cases, in order to capture the realized e-Strategic transformation;
- it focuses on the extraction of the critical success factors that
guide e-strategic progress and the criteria set by decision makers for e- strategic reviews;
- it aims to illustrate the reasons that drive e-strategic updates;
- it aims to summarize on patters for e-strategic evolution, according
to the presented cases.
3. Intended audience and Potential uses
1. Government CIOs, Strategic Leaders, Decision Makers, IT/IS Managers,
Analysts and Designers seeking to draft e-strategic change plans.
2. Consultants and practitioners desirous of new solutions and
technologies to define visions and missions for their Government clients.
3. Business management, public policy and IS management educators
interested in imparting knowledge about the vital issue of e-strategic management.
4. Academic and consulting researchers looking to uncover and
characterize new research problems and programs.
5. E-Government professionals involved with technology strategic
planning, technology procurement, management of technology projects, consulting and advising on technology issues and management.
5. Recommended Topics and Themes
In the context of e-strategic management the proposed book intends to include, but is not limited to, chapters in the following broad topics and
themes:
1. Case studies and user experiences regarding e-strategic development
at national and supranational level.
2. Government 2.0 and e-strategic development in countries and
territories with different levels of e- 8208;government capability and maturity.
3. The context of strategic management (theories, frameworks,
methodologies, tools, recent and future trends and other supporting aspects of strategic management) with regard to the ICT, Strategic (systems) thinking in the public sector.
4. Transparent, open government, connected government and recent trends
regarding e-strategic formulation.
5. Portfolio management, public sector governance, government
performance, investment management.
6. Economic value and impact of open and of connected government as a
result of recent e-strategic transformation.
7. Government interoperability, Government e-service innovation and
management, Enterprise Architecture for e-strategic management.
8. Government transformation and modernization, public sector reforms.
9. Open data initiative, linked data for e-strategic management (i.e.,
the dashboards).
10. Policies, regulations and mandates for driving government ICT
programs.
11. Public private partnerships for e-strategic planning, management and
development.
12. Segmentsʼ presentation and association with Government e-strategies
(i.e., public services, healthcare, defense, education, disaster management, manufacturing, transportation and services etc.).
Submission Procedure
Researchers and practitioners are invited to submit on or before November, 30, 2012, a 2-3 page chapter proposal clearly explaining the mission and concerns of his or her proposed chapter. Authors of accepted proposals will be notified by December 15, 2012 about the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by February 28, 2013. All submitted chapters will be reviewed on a double-blind review basis.
Publisher
This book is scheduled to be published by Springer Science and Business Media, publisher of the Public Administration and Information Technology
(http://www.springer.com/series/10796) book series. This publication is anticipated to be released in 2014.
Important dates and deadlines
October 15, 2012: Proposal Submission Deadline November 30, 2012: Proposal Submission Deadline October 31, 2012: Notification of Proposal Acceptance December 15, 2012: Notification of Proposal Acceptance January 31, 2013: Full Chapter Submission February 28, 2013: Full Chapter Submission April 15, 2013: Notification of Chapter Acceptance along with Review Comments May 15, 2013: Final Chapter Submission along with signed Copyright Agreement June 15, 2013: Final Deadline
Editorial advisory board
The Chief Editor will be advised and supported by an Editorial Advisory Board (EAB), consisting of leading specialized experts from the academia and industry. The current members of the EAB include:
Dr. Pallab Saha, National University of Singapore, Institute of Systems Science Dr. Panos Fitsilis, Professor, Project Management Department, Technological Education Institute (TEI) of Larissa, Greece Dr. Pantelis Ipsilantis, Professor, Project Management Department, Technological Education Institute (TEI) of Larissa, Greece Dr. Athina Vakali, Associate Professor, Department of Informatics, Aristotle University of Thessaloniki, Greece Dr. Gouscos Dimitris, Assistant Professor, Faculty of Communication and Media Studies, University of Athens, Greece Dr. Michael Knight, Assistant Professor, School of Business, University of Wisconsin - Green Bay
Inquiries and submissions can be forwarded electronically (Word document) or by mail to:
Leonidas Anthopoulos
Project Management Department,
TEI of Larissa, Greece
Tel: +306932100198
e-mail: lanthopo@teilar.gr
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Call for papers EURAM 2013, Istanbul 26th-29th June 2013
Deadline for papers 15 Jan 2013
Apologies for cross postings
Dear Colleague,
We are pleased to invite you to submit a paper to the SIG Entrepreneurship.
We invite scholars to submit papers related to entrepreneurship conceived in a wide sense.
Our agenda for EURAM 2013 in Istanbul includes the following tracks:
- Entrepreneurship General Track (- 16): which invites contributions from all areas related to entrepreneurship that are not explicitly covered by other tracks within the SIG, but in particular the following five sub-tracks:
a) Democratizing Senior-Entrepreneurship: Issues and Emerging Trends
b) Entrepreneurial Process, Social Capital and Social Networks
c) Entrepreneurship in Emerging Economies
d) External SME Business Transfers and Firm Acquisitions
e) Entrepreneurship & Aesthetics
- Bridging Organizational Behavior and Entrepreneurship: New Research Directions (- 17), Joint Track with SIG Organizational Behavior
- Business Model Innovation (- 18), Joint Track with SIG Strategy and SIG Innovation
- Entrepreneurial Behaviour (- 19), Standing Track
- Entrepreneurship as an Engine for Societal Change (- 20), New Track
- Entrepreneurship Education (- 21), Standing Track
- Entrepreneurship in Family Firms: An Evolutionary and Longitudinal Perspective (22), Joint Track with Family Business SIG
Our specific call for papers can be found at:
http://www.euram2013.com/r/default.asp?iId=FHDGEI
The purpose of the SIG Entrepreneurship is to develop an ongoing and constructive dialogue among entrepreneurship scholars to conduct research that is relevant for entrepreneurship theory and practice in the contemporary world. We aim at promoting research and networking interests in individual and collaborative forms of entrepreneurship by providing a wide-ranging, engaged and internationally focused forum to discuss and develop research and practice in the field.
All the papers will undergo a double blind review process and accepted papers will be distributed among conference participants.
The full call for papers of the SIG is [available online]
Key dates
Deadline for paper submission: 15th January 2013 2pm CET
Notification of acceptance: From 26th March 2013
Deadline for author's registration/early bird fee: 23rd April 2013
EURAM Conference: 26th-29th June 2013
For more information on the conference, please visit the official website of the conference:
http://www.euram2013.com
If you need further information, please do not hesitate to contact us.
Best regards,
The SIG Entrepreneurship Officers
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Dear TIM colleagues and friends,
Please find below a call for papers. Our apologies for cross-posting.
European Academy of Management (EURAM) June 26-29, 2013 Galatasaray University, Istanbul Submission Deadline: January 15, 2013 Track: Scholarship with Impact
Organizers
Zeki Simsek (Track Chair), University of Connecticut, USA
Ciaran Heavey, University College Dublin IRELAND
Peter McNamara, University College Dublin, IRELAND
The current preoccupation with scholarly impact, generally defined in terms of properties of citation, has become one of global magnitude. The scholarly impact agenda has permeated all aspects of scholastic life from deciding what to research based on likelihood of citation (authors and schools), where to publish based on journal impact factor (authors and schools), and what types of manuscripts to publish to drive up journal impact factor (reviewers/editors), to how to develop faculty resources and design incentive systems (schools). Thus, there seems to be a widespread consensus on the need for doing impactful research and for developing frameworks, along with appropriate indicators and valid metrics, for more effectively evaluating research impact at the author, journal, and institutional levels. Yet, aside from the ongoing debates surrounding the the utility of citation metrics and the application of quality lists, what scholarly impact means, how it manifest itself, how it should be measured, and how it can be cultivated has received surprisingly sparse integrative attention.
We believe that research is too important to study its impact with only a single approach, from a single perspective, either qualitative or quantitative. Research usually has multiple goals, and it is therefore, more compelling and reasonable to value its impact by multiple approaches at multiple levels of analysis. Consequently, the purpose of this track is to reorient and refocus the debate by taking stock of ongoing research, and stimulating new research questions, into the meaning, manifestations, and origins of impactful scholarship from multiple perspectives, including, authors, articles, journals, schools and consumers of research articles (e.g. funders, industry and students). We encourage submissions from multiple theoretical perspectives, and are open to contributions from diverse methodological traditions that inform, extend, and reshape the debate on what makes authors, articles, journals, and schools impactful.
For more information on EURAM 2013 please see: http://www.euram2013.com/r/default.asp?iId=FGKGEL
Dr Peter Mc Namara
Director of the PhD
UCD Smurfit Graduate School of Business
Fellow of the Strategic Planning Society
Phone: +353 1 7164733
Management Subject Area, Quinn School of Business
University College Dublin, Belfield, Dublin 4, Ireland
http://www.smurfitschool.ie/academicsampresearch/ouracademics/management/drpetermcnamara/
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Dear Colleagues,
Apologies for cross-posting
Submissions by January 21, 2013
For the first time in 50 year, the Eastern Academy of Management (EAM) will have an Operations Management track at its 2013 meeting in Baltimore. As track chair, I am pleased to invite you to submit your paper in all areas of Operations Management. You may also support the conference by volunteering to review papers. Please feel free to contact me if you have any questions.
This year's conference theme, "Creativity and Innovation: Designs for the Future," focuses on the need for organizations to respond in new and different ways to dynamic market forces. Amidst rapidly changing technology and a culture that craves exciting products and services, organizations are compelled to innovate to remain competitive. Our conference theme explores best practices in innovation and creativity among managers and educators. We welcome submissions that address the conference theme or traditional management topics.
We are also delighted to celebrate the 50th annual EAM meeting. We will feature special sessions and events to commemorate 50 years of scholarship and collegiality. In addition to considering our primary conference theme, we also invite you to consider this milestone in EAM history as you prepare your submissions.
To view the Call for Papers and to find out more, please visit:
http://www.eamconference.org/
We are also excited to announce our new submission deadline! In order to allow more time to complete your submissions, we have moved our deadline to January 21, 2013. This deadline is firm, so please mark your calendars and send us your best work so that together we can create another outstanding conference.
This 50th annual meeting of the Eastern Academy of Management will feature a variety of sessions including: papers, symposia, panels, cases, experiential exercises, professional development workshops, and distinguished speakers. Papers are double-blind reviewed, and accepted papers are published in a digital proceedings. Awards are given for outstanding papers, and outstanding reviewers are acknowledged in the program.
The conference will be held at the Sheraton Inner Harbor in Baltimore, Maryland. The Sheraton is located just steps away from the Inner Harbor, Camden Yards and the Baltimore Convention Center. Just a few of the attractions in close proximity to the hotel include the National Aquarium, Maryland Science Center, American Visionary Art Museum, Port Discovery Children's Museum, and Fell's Point. You will also find a wide array of fine restaurants in the Inner Harbor area. Our local arrangements team, headed by Filiz Tabak and Claudine SchWeber, is hard at work to make sure that your experience at EAM will be both comfortable and engaging.
Please submit your completed papers electronically by January 21, 2013 and join us for the
2013 Eastern Academy of Management Conference in Baltimore!
Thierry Rakotobe-Joel
Associate Professor of Management
Anisfield School of Business
Ramapo College of New Jersey
505 Ramapo Valley Road
Mahwah, NJ 07430
http://phobos.ramapo.edu/~trakotob
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Call for Participants
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Dear Colleague,
The Institute for Strategy, India is organizing 3rd India Strategy Forum, October 30-31 2012, New Delhi, India. It's purpose is to improve the practice of strategy in Indian context as well as to inform and enrich the participants on various strategic issues. The forum has more than 60 high profile experts (CEOs/ Managing Directors /Presidents) from industry to give insights on various strategic issues in Indian context in twelve sessions spread over two days. The twelve sessions are on
Strategy in India
Infrastructure
CSR Strategy
Entrepreneurship Strategy
Outsourcing Strategy
Competitive Strategy
Innovations Strategy
Marketing Strategy
Financial Strategy
Operations Strategy
HRM Strategy
CEOs Agenda in India: Strategy for Future.
The details are available online at: www.asiastrategy.org . You are welcome to join us online through live streaming.
Looking forward to your participation.
Best regards
Rajesh,
Dr Rajesh K Pillania,
H. Chairman,
Institute for Strategy.
Skype: rajeshpillania
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ISC2012 - The 5th Israel Strategy Conference, 19-21 Dec. 2012 Early registration ends at November 1st, 2012
Dear friends,
In a continuous effort to develop a thriving international community of strategic management scholars and promote the field of strategic management in Israel, the 5th Israel Strategy Conference (ISC2012) will be held at Tel Aviv University, Israel, on December 19-21, 2012. The tentative program features prominent keynote speakers: Sydney Finkelstein (Dartmouth), Henrich Greve (INSEAD), Dan Levinthal (Wharton), and Joanne Oxley (Toronto). Sponsored by Tel-Aviv University, ISC2012 will offer a unique opportunity to present innovative ideas and explore recent developments and emerging issues in strategic management.
The conference program can be viewed at http://www.isc.org.il/2012/index.php?nav_path=main:home/sub:program
Please note that the discounted registration fees are applicable only till November 1st, 2012.
Those interested may register to the conference at:
https://www.isc.org.il/2012/index.php?
nav_path=main:home/sub:registration_area
As part of the registration process you will be prompted to sign up for the social event on December 19th (https://www.isc.org.il/2012/content/docs/ISC_2012_Social_Event.pdf),
dinner on December 20th, and other conference activities such as family trips (https://www.isc.org.il/2012/content/docs/ISC_2012_Family_Trips.pdf).
Please be minded that some events have limited capacity.
The cut-off date for discounted hotel rate is November 10th, 2012, but room block is limited. Regular room rates are significantly higher. To receive the discounted hotel rates, please follow the procedure detailed at http://www.isc.org.il/2012/index.php?nav_path=main:home/sub:location
The conference will also include a doctoral consortium organized by Gary Dushnitsky (LBS) and Gino Cattani (NYU) on December 21, 2012. Students ;2wishing to attend the ISC doctoral consortium should also register by November 1st, 2012. Please note that new applications for the thesis development workshop section of the doctoral consortium are not accepted at this point. For registration and more information on the doctoral consortium visit http://www.isc.org.il/2012/index.php?
nav_path=main:home/sub:Consortium
For additional information visit our website at: www.isc.org.il
Feel free to contact us with any question regarding the conference.
Best regards,
Niron, Dovev, Amir, and Barak.
ISC Organizing Committee
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Job Positions and Research Questions
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The Journal of Commercial Biotechnology seeks applications for two volunteer associate editors with a specialty in management. Posts are for renewable 2 year terms, with the potential to advance to managing editor.
Duties include soliciting submissions, working with authors to improve promising manuscripts, managing blinded peer-review, communicating with authors and reviewers, submitting editorials, and assisting the chief editor as required.
The ideal candidates will have an academic post and complement the chief editor by having a research focus in a management-related topic.
Desirable characteristics include:
- An MBA or PhD in a management-related topic
- An active research program in management
- Previous editorial/referee experience
- Ability to meet deadlines and handle correspondence professionally
- A record of publications in competitive and refereed journals
Application Instructions
Applications should be emailed to Chief Editor Yali Friedman at editor@CommercialBiotechnology.com no later than December 1st 2012 and should consist of:
- A cv
- A statement of purpose indicating why you would like to become an associate editor and potentially later advance to managing editor, and your qualifications
- Copies of recent publications
About the JCB:
The Journal of Commercial Biotechnology is the definitive international quarterly publication for bioscience business professionals. Founded as the Journal of Biotechnology in Healthcare in 1994, the JCB has been published since 1998. The Journal is designed specifically for those professionals who need to enhance their knowledge of biotechnology business strategy and management, improve and advance their product development or want to keep up-to-date with the current issues and industry trends. Sample papers are available at http://commercialbiotechnology.com/pages/view/sample-papers
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Darlene
Darlene Alexander-Houle
TIM Division List Serve Manager
dalexhoule@att.net