This fall the division members voted on the revised constitution. I am happy to state that the revisions were overwhelmingly supported, with over 99% of the voters approving the changes.

The revised constitution can be found on the TIM website (www.aomtim.org)

Thank you for your involvement in and continued support for the division.

Best,

Paul Olk

TIM Division Past Chair, 2012-3013

Professor of Management & Director of Academic Research and Accreditation

Daniels College of Business, University of Denver

Denver, CO 80208

01.303.871.4531 (v)

Paul.Olk@du.edu

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Winner of the 2012 INFORMS/Organization Science Dissertation Proposal Competition

It is my pleasure to announce the results of this year's INFORMS/Organization Science Dissertation Proposal Competition. We received 86 proposals. Eight finalists were selected based on initial evaluations by reviewers. On October 13, 2012 the finalists presented their dissertation proposals to a distinguished panel of judges at the INFORMS Annual Conference in Phoenix, AZ. All of the finalists did an outstanding job of presenting their proposals.

The winner of the 2012 INFORMS Dissertation Proposal Competition is:

Melissa A. Valentine

Harvard Business School, Harvard University

"Team Scaffolds: How Minimal In-Group Structures Support Fast-Paced Teaming"

The runner-up is:

Elizabeth (Bess) D. Rouse

Carroll School of Management, Boston College

"Kill Your Darlings: Understanding How Creative Workers Respond to Changes in Control Over Their Ideas"

If you know Melissa or Bess, or any of the other finalists, please congratulate them for the significant accomplishment of being selected as part of this elite group of reserachers. The other six finalists for the 2012 competition, listed in alphabetical order, were:

Sean R. Martin

Cornell University, Johnson Graduate School of Management

"Stories About Values are Valuable Stories: How the Characters and Context of Organizational Stories Influence Individuals' Values"

Mary-Hunter (Mae) McDonnell

Northwestern University, Kellogg School of Management

"If You Can't Beat Them, Join Them: Corporate Sponsorship of Social Movement Boycotts"

Jay O'Toole

University of Wisconsin, Wisconsin School of Business

"Abandoned Projects: Organizational Knowledge and Learning in New Product Development"

Ryan L. Raffaelli

Boston College, Carroll School of Management

"Identity and Institutional Change in a Mature Field: The Re-Emergence of the Swiss Watchmaking Industry, 1970-2008"

Andrew K. Schnackenberg

Case Western Reserve University, Weatherhead School of Management

"Institutionalizing Rogue Practices: How Loan Sharking and Drug Trafficking Contributed to the Development of the Payday Loan and Medical Marijuana Industries"

Shellwyn L. Weston

New York University, Stern School of Business

"Envisioning the Improbable: Distributional Knowledge and Judgment in Heavy-Tailed Contexts"

I would like to extend my sincere thanks to the panel of judges who evaluated all of the proposals. Each judge generously volunteered his or her time and resources to attend the day-long competition in Phoenix and provided the finalists with feedback on their dissertations. This year's panel of judges was:

Victor Bennett, University of Southern California

Bert Cannella, Arizona State University

Scott DeRue, University of Michigan

Deborah Dougherty, Rutgers University

Scott Johnson, Oklahoma State University

Kyle Lewis, University of Texas

Jennifer Nahrgang, Arizona State University

Pri Shah, University of Minnesota

Finally, I would like to offer my thanks to the close to one-hundred reviewers who volunteered their time in helping select the 8 finalists, and I would especially like to thank Dan Levinthal, Editor-in-Chief of Organization Science, and Kathleen Luckey, Managing Editor of Organization Science, for the tremendous amount of help and support they provided in managing the proposal review process.

Jared D. Harris

Darden School of Business, University of Virginia

2012 INFORMS/Organization Science Dissertation Competition Chair

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Dear All,

It is my pleasure to announce the publication of Volume III Issue No. 1 of the International Journal of Management and Business, IJMB.
You may view it at: http://iamb.net/IJMB/journal/IJMB_Vol_3_1.pdf

What is UNIQUE about IJMB is that in addition to quality academic papers, each abstract is offered in at least 6 languages: English, French, Spanish, Italian, Arabic and in this issue we added Chinese. Other languages include Polish in which the authors are fluent.

I would like to take the opportunity to thank and to acknowledge the instrumental contribution of the Chief Editor, Dr. Meir Russ. and the Associate Editors, Francis Blasco, J. Michael Geringer, Jan Schaaper and Zu'bi Al-Zu'bi and the entire team of Editorial Board.

This issue covers the following articles:

A Comparison of the Multidimensional Work Ethic Profile across Two Countries
          Authors: Agata Chudzicka-Czupala, Irina Cozma, Damian Grabowski, and David J. Woehr

Comparative Analysis of Risk Management and Risk Disclosure in the Banking Sector: Italian vs. World Practices
          S. Pucci, M. Tutino, and E. Marulli

International New Venture Strategies in Times of Crisis Empirical Evidence from Service Industries
          Author(s): Mario Glowik and S awomir Smyczek

Neuroscience Reveals the Whole-Brain State and Its Applications for International Business and Sustainable Success
          Author(s): Jeffrey L. Fannin, Ph.D. and Robert M. Williams, M.A.

Narrating a Story of Buenos Aires' Fábricas Recuperadas
             Author(s): Katarzyna Kosmala and Miguel Imas

Towards a New Model of Wealth Creation: Shareholders and Stakeholders
             Author(s): Charles Hampden-Turner and Raymond Ferris Abelin

Research and Publication Strategies for International Scholars in a Globalizing World
          Author(s): William R. Pendergast

We hope you will like it and that it will encourage you to submit your paper for publication in the Journal.
Please distribute this email to your colleagues.

All the best,
Shmuel

Shmuel Batzri, Ph.D.
Associate Editor (Administration) , IJMB
batzris@iamb.net
www.iamb.net/IJMB

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

Call for Papers

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Dear Colleagues

I would like to draw your attention to the Sub-theme 22: Business Models and Organizations: Uncovering the Origins of New Business Models at the next 29th EGOS Colloquium, Montréal, July 4–6, 2013

Submit by January 14, 2013

Charles Baden-Fuller from Cass Business School and Vincent Mangematin from Grenoble Ecole de Management are expecting stimulating papers and fascinating discussions during the conference. We also plan to have a special issue on business models in Advances in Strategic Management on Business Models and Organizations: Uncovering the origins of new business models.

We hope to read you soon. Please submit your short paper to egos website (www.egosnet.org). Before January 14, 2013, 23:59:59

With our warm regards

Charles and Vincent

Sub-theme 22: Business Models and Organizations: Uncovering the Origins of New Business Models

Call for Papers

How does the idea of the Business Model influence our understanding of organizations, their dynamics and their interactions with their environment? Using the definition of Teece (2010) that a business model is the 'way in which the business enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit', this track invites contributions that continue the on-going conversations about business models including the emergence of new business models, such those developed by social businesses.

We invite carefully crafted papers that can be conceptual or empirical that address the Business Model theme and link it to a better understanding of organizational issues and the understanding of organizations. The topics noted below are suggestive and not complete.

· How do Business Models act as a classificatory device? Few have probed the intellectual basis of theClassifications that are used: is the classification taxonomic or typographical; is it more relevant at the cognitive level or at the economic level; and what does the classification do for our understanding of organizations, their histories and their future trajectories (Baden-Fuller & Morgan, 2010)?

· What is the role of the Business Model as a Metaphor that focuses attention and gives rise to a better understanding of issues such as Strategy (Zott et al., 2011); Value Capture mechanisms and their relationships with Value Creation (Teece, 2010), and Value Chains (Zott & Amit, 2008)? How does the concept of the Business Model shape our conceptions of industry boundaries and industry evolution?

· How do Business Models act as Recipes that assist firms in thinking about how they can act? How can they be incorporated into stories of organizations (Doganova & Eyquem-Renault, 2009; Sabatier et al., 2010). In this conception, Business Models are not straightjackets; they rather evolve over time as they are enacted by firms. According to Morrison and Morgan (1999), models have value if they are manipulatable but our understanding of the possibilities and limitations of manipulating Business Models is still emerging (e.g. Bozeman et al., 2007).

· How does a perspective on Business Model innovation improve our understanding of Social Enterprises? Such businesses are socioeconomic hybrid organizations that combine market and social welfare logics: they pursue a social mission but rely on commercial activities to generate revenue and sustain their operations (Battilana & Dorado, 2010; Tracey et al., 2010).

References

Baden-Fuller, Charles & Mary Morgan (2010): 'Business models as models.' Long Range Planning, 43 (2-3), 156–171.

Battilana, Julia & Silvia Dorado (2010): 'Building sustainable hybrid organizations: the case of commercial microfinance organizations.' Academy of Management Journal, 53, 1419–1440.

Bozeman, Barry, Philippe Laredo & Vincent Mangematin (2007): 'Understanding the emergence and deployment of "nano" S&T.' Research Policy, 36 (6), 807–812.

Doganova, Liliana & Marie Eyquem-Renault (2009): 'What do business models do? Innovation devices in technology entrepreneurship.' Research Policy, 38 (10), 1559–1570.

Morgan, Mary & Margaret Morrison (1999): 'Models as mediators.' In: M. Morgan & M. Morrison (eds.): Models as Mediators. Cambridge, UK: Cambridge University Press.

Sabatier, Valérie, Vincent Mangematin & Tristan Rousselle (2010): 'From recipe to dinner: business model portfolio in the European biopharmaceutical industry.' Long Range Planning, 43 (2), 431–447.

Teece, David (2010): 'Business models, business strategy and innovation.' Long Range Planning, 43, 172–194.

Tracey, Paul, Nelson Phillips & Owne Jarvis (2010): 'Bridging institutional entrepreneurship and the creation of new organizational forms: a multilevel model.' Organization Science, orsc.1090.0522
Zott, Christoph & Raphael Amit (2008): 'The fit between product market strategy and business model: implications for firm performance.' Strategic Management Journal, 29, 1–26.

Zott, Christoph, Raphael Amit & Lorenzo Massa (2011): 'The business model: recent developments and future research.' Journal of Management, 37, 1019–1042.

Charles Baden-Fuller is the Centenary Professor of Strategy at Cass Business School. His strategy insights into the management of mature firms have been written up in many academic articles and his (coauthored) Harvard Business Press 'Rejuvenating the Mature Business'. He is also well known for his work on networked organizations and the management of young high technology firms, particularly in drug development-biotechnology. With MacMillan, Demil and Lecoq, he co-edited and contributed to the special on Business Models that appeared in 'Long Range Planning' in April 2010.

Vincent Mangematin is Professor and Scientific Director at Grenoble School of Management. One of Europe's leading scholars in the field of technology management, his key research interest lies within innovation and the evolution of technologies, business models and institutions. He analyses the conditions of change of the dynamics of innovation in different industries: nanotechnology, biotechnology, cultural industry and business education. He has been a key contributor to EGOS.

To upload your short paper, please log in to the Member Area.

Vincent Mangematin

Professor, Grenoble Ecole de Management

12 rue Pierre Semard – BP 127, 38003 Grenoble Cedex 01, France

Ph : 33 4 76 70 60 58

Mobile : 33 6 80 88 49 87

Skype : vmangematin

www.grenoble-em.com

www.mangematin.org

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Dear colleagues

Stefan Haefliger and I would like to draw your attention to the junior faculty pre-conference meeting at EGOS – Post-Doctoral and Early Career Scholars Workshop in Montreal. www.egosnet.org Applications date 14 January 2013

Post-Doctoral and Early Career Scholars Workshop

Purpose

The progress of research in organizational studies relies upon the commitment and creativity of advanced PhD students, post-doctoral fellows and junior scholars who explore new questions, new methods and new phenomena. Therefore, EGOS puts special emphasis on supporting the academic development of younger scholars and their positioning and integration in the academic community(ies). The purpose of this workshop is to help junior scholars to publish and refine their paper, facilitate their academic socialization, emphasize the importance and offer support in improving junior scholars' publication capabilities and provide an arena for explorations of issues on the cutting edge of research in areas. The workshop is an active exchange based on a dialogue among junior and senior academics that seeks to strengthen the junior scholars involvement with the EGOS community and help them in finding their ways in the academia.

Content & Objectives

This year, the pre-Colloquium Post-Doc Workshop focuses on three elements:

· Better understanding of the changing publication game

· Improve your reviewing capabilities

· Improve your paper to submit it

The publication process. Editors of reputable international journals will share insights and practices on the art and craft of a scholarly publication. The module includes lectures, discussions and tutored group work on the participants' proposals for journal articles. Among the topics covered are the academic journal article as a specific genre of a scholarly publication, identification and development of the main argument of an article, choosing the appropriate audience and journal for a specific topic, overcoming typical problems in writing an article, the role of editors, referees and authors in the process of publishing, other practical aspects of writing and publishing, experiences with publishing and how to review other colleagues' manuscripts (discussions within small group with referee).
The reviewing process. Reviewing is the other side of the publication process. Understanding and appreciating the review process will help in reviewing, as well publishing one's own work. Based on a reflexion on your own experience as a reviewer (you will be asked to review a paper), the workshop will examine the process with experienced editors and reviewers.
The faculty involved in the workshop includes scholars from a variety of geographical and disciplinary backgrounds. Members of the faculty included in the past sessions: Julia Balogun (School of Management, Lancaster University, UK), Nicolette van Gestel (Nijmegen School of Management, NL), Stefan Häfliger (ETHZ, CH), Frank den Hond (VU University Amsterdam, NL), Sirkka L. Jarvenpaa (University of Texas, USA), Vincent Mangematin (Grenoble School of Management, France), Saku Mantere (Hanken School of Economics, Finland), Elke Schüßler (Freie Universität Berlin, Germany), Alexander Styhre (Gothenburg University, Sweden), Christine Teelken (VU University Amsterdam, NL) and David Wilson (Warwick Business School, UK), among others.

Application

To be considered for participation in the workshop, participants need to have completed their doctoral dissertation in the last three years.
Please apply for admission via the EGOS website (see links above and below) by Monday, January 14, 2013 at the latest, uploading a single document. This application should be saved as a Microsoft Word file (.docx or .doc) and must contain the following:

· A short letter of application, including complete contact details (name, affiliation, phone, postal and email address).

· A statement of why the applicant considers the attendance at the workshop as valuable.

· Curriculum Vitae.

· A detailed abstract of a paper (4–10 pages). The whole paper will be discussed during the workshop.

Applications that do not adhere to these guidelines will not be accepted!

Thanks a lot

Vincent

Vincent Mangematin

Professor, Grenoble Ecole de Management

12 rue Pierre Semard – BP 127

38003 Grenoble Cedex 01, France

Ph : 33 4 76 70 60 58

Mobile : 33 6 80 88 49 87

Skype : vmangematin

www.grenoble-em.com

www.mangematin.org

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2013 International Conference of the Association of Global Management

Studies Clark Kerr Conference Center University of California-Berkeley Berkeley, California March 4th – 5th Submission deadline: December 15, 2012

Keynote Speaker: Dr. Richard Lyons

Bank of America Dean and Professor of Business

Haas School of Business, UC-Berkeley

Theme: Globalization, Innovation and Management Scholarship International Conference of the Association of Global Management Studies

(AGMS) provides a platform to discuss challenges pertaining to contemporary issues in management studies. It also fosters multidisciplinary research involved in the development of theoretical and practice knowledge of all business and related fields by researchers, educators and practitioners.

Conference Tracks

1. Corporate Governance, Accountability & Control

2. Cross Cultural Management

3. eLearning/Distance Learning

4. Entrepreneurship Management

5. Globalization and Sustainability

6. Human Capital

7. Human Resource Management

8. Knowledge, Innovation & Technology Management

9. Logistics and Supply Chain Management

10. Management Information Systems

11. Managing Projects

12. Marketing & Retail Management

13. Organization Development and Change

14. Pedagogy, Teaching and Curriculum in Management Education

15. Perspectives in Management Studies

16. Strategic Management & Organization Ecology

17. Workplace Diversity

18. Workplace Dynamics and Employee Engagement

Submission of Papers:

No submission to 2013 International Conference of AGMS should already have been published in a journal, presented at another conference, or be currently under consideration for publication or presentation elsewhere.

All submissions are reviewed by the track chairs, program committee, and selected reviewers. All reviews are double blind. The editorial board will make the final determination as to whether the accepted papers are published in the 2013 AGMS Proceedings or qualify for publication in the International Journal of Global Management Studies (IJGMS) or International Journal of Global Management Studies Professional (IJGMSP).

All AGMS journals and proceedings are refereed and registered with the Library of Congress (IJGMS - ISSN: 1945-3876 print copy and ISSN: 1945-

3884 online; IJGMSP - ISSN: 1945-385X print copy and ISSN: 1945-3868 online and AGMS Proceedings 2013 - ISSN: 2150-8461print copy and ISSN:

2150-8488 online).

Format of Submitted Papers:

Papers should follow the style recommended by the American Psychological Association (APA) Publication Manual. The language of the conference and related publications is English. Each accepted paper must be presented at the conference and be accompanied by paid registration. Each submitted paper must include an abstract and must conform to the following format:

First Page: Title, authors, mailing address, phone, fax, email address, and abstract. Second and subsequent pages: Title and full manuscript (limited to 25 double-spaced pages). Authors of accepted conference papers will be notified on a rolling acceptance basis, and last day for accepted paper notification is December 15, 2012.

Please submit electronic copy in Microsoft Word format to the Conference Co-Chairs, Dr. John Saee or Dr. Mukesh Srivastava, 2013AGMS@ijgms.org or editor@ijgms.org no later than January 15, 2013. Any submission that is received after the deadline, exceeds length requirements, or does not adhere to the format will be rejected without review.

Deadlines:

Submission deadline: December 15, 2012

Conference acceptance notification: Rolling acceptance until January 20,

2013

Final version due: January 30, 2013

IJGMS and IJGMSP Journal notification: Rolling acceptance

For more information, style guidelines about journals, and conference registration fee, visit the AGMS website at www.association-gms.org, www.ijgms.org and www.ijgmsq.org

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Call for Papers: Organization Science Special Issue

ROUTINE DYNAMICS: EXPLORING SOURCES OF STABILITY AND CHANGE IN ORGANIZATIONS

Editorial Team

Luciana D'Adderio, University of Edinburgh Martha S. Feldman, University of California, Irvine Nathalie Lazaric, University of Nice, Sophia Antipolis Brian T. Pentland, Michigan State University

Submission deadline: September 1, 2013

Call for Papers

The increasingly uncertain and fast-changing environments in which today's organizations operate call for a shift of attention from organizations-and organizational practices or routines-as fixed entities to the study of the distributed (Hutchins 1995) and situated (Suchman 1987, Lave 1988) dynamics by which they emerge and are constructed.

Capturing how organizations learn to strike a balance between stability and coherence, on one hand, and flexibility and change, on the other, however, is non-trivial (Tsoukas and Chia 2002, Farjoun 2010). It requires abandoning static views of organization to reveal the microdynamics of organizing, including the processes through which organizational routines and capabilities emerge and evolve.

The first crucial step forward in this direction has been to relinquish a fixed characterization of routines as monolithic objects to study the internal mechanisms by which they emerge as practices (Feldman 2000, Feldman and Pentland 2003). As a result, we have moved from conceptualizing routines as automatic, as dead or as opaque black boxes, to seeing them as alive, embodying agency and the potential for change (Cohen 2007, Pentland and Feldman 2008). In particular, this reconceptualization has proposed that routines themselves have dynamics.

These routine dynamics have generally been theorized around the interaction of performative and ostensive aspects of routines. Empirical research and modeling of routine dynamics has extended our understanding of the role of routines in producing stability and change (Howard-Grenville 2005, Levinthal and Rerup 2006, D'Adderio 2008 and 2011, Salvato 2009, Zbaracki and Bergen 2010, Lazaric 2011, Rerup and Feldman 2011, Pentland, Haerem and Hillison 2011, Salvato and Rerup 2011, Turner and Rindova 2012; Pentland, Feldman, Becker and Liu 2012).

While some of the questions made possible by the practice turn in research on organizational routines have been addressed, many questions remain. The following is a thematic list of questions. We do not propose these themes as mutually exclusive as we recognize the substantial interconnection among them. Instead we suggest the themes as points of entry that provide opportunities to explore the effects of routine dynamics in complex empirical field settings.

• Coordination. Since Stene (1940), routines have been described as way facilitate coordination. At the same time, we find many instances of routinized action that seem to undermine effective coordination (e.g., when two routines have different time scales). How does focusing on the actions people take as they produce and reproduce routines enable us to understand the role of routines in enabling and inhibiting coordination?

What role do the ostensive aspects of routines play in coordination?

• Interdependence. Routines have been defined as repetitive, recognizable patterns of interdependent actions, carried out by multiple actors (Feldman and Pentland 2003). Interdependence is an element of this definition that has not received much attention. What is the role of interdependence in the formation and dynamics of routines? Some attention has been paid to the interaction between performative and ostensive aspects of routines. What can we say about the interdependence of performative aspects within a routine, the interdependence of ostensive aspects of the same and of different routines?

• Multiplicity and ecologies of routines. Existing research has generally focused on one routine at a time. What happens when routines are interconnected? What happens when single performances contribute to multiple ostensive aspects? What happens when multiple patterns or ostensive aspects impinge upon the same performance?

• Actants and artifacts. What is the role of artifacts (material and immaterial), such as standard operating procedures, classifications, computer systems, and so on in the production and reproduction of routines? What is the role of artifacts as intermediaries and mediators (D'Adderio 2008, 2011) in the performance of routines? And how do they interact with the ostensive and the performative aspects? More generally, how are networks of action related to networks of actants (human and non-human, material and non-material)? How do different configurations - or sociomaterial entanglements - of actors and actants influence and shape routines?

• Routines and institutions. While research focusing on the dynamics of routines has been fruitful, routines exist within institutional and organizational contexts. What is the role of routines in (re)creating institutional contexts (and vice versa)? How does the practice-based nature of routines play a role in creating and recreating the contexts in which they are practiced? How do the interactions of routines within a context affect the nature of the context?

• Mechanisms for feedback and change.Under appropriate conditions, individuals can learn and change their patterns of action through feedback. Do these processes apply to organizational routines and if so, how? What is the role of feedback in the stability or change of routines? How is mutual constitution similar to or different from feedback? Why do some routines stay the same when we want them to change, while other routines change when we want them to stay the same?

• Recombinations and mashups. Some argue that routines evolve through variation, selection and retention, but what is the role of recombination (e.g., recombining chunks of routines to create a new

routine) and mashups (e.g., combining in ways not defined by predetermined chunks) in routine dynamics? When are recombination and mashups possible? Is there any evidence that they actually occur? What factors facilitate or limit recombination and/or mashups?

• Granularity and levels of analysis. Organizational researchers often rely on traditional levels of analysis (individual, group, sub-unit, organization, field...). Can we construct a similar hierarchy for routines? How would that relate to traditional levels in organizational research? How does stability/change at one level influence (or fail to

influence) stability/change at the other levels (up or down) in the hierarchy? Would this focus help us understand the relationship between organizational capabilities and routines (Becker, Lazaric, Nelson and Winter 2005)?

• Time scales. Routines operate on very different time scales (seconds, minutes, hours, weeks, months, years). The temporal dimension of routines has received very little attention. Does this matter to issues such as coordination, interdependence, institutions, stability, change, etc.? Do time scales help us understand path dependence, path creation and drift in routines?

• Performation. Routines are becoming increasingly distributed across projects and organizations. How do routines spread over time and space?

How do the ostensive aspects and/or the formal or informal descriptions of a practice become instantiated at different points in time and across different locales? How are different spatial or temporal instantiations/enactments of the routine coordinated? What is the role of artifacts in this coordination?

• Cognition. Routines have traditionally been seen as reducing cognitive load and operating through procedural memory. When agency is conceptualized as a feature of routines, then otherwise settled questions of cognition become open to scrutiny. For instance, how do routine dynamics influence cognition, interpretation, and sense-making and how are routine dynamics influenced by cognition, interpretation, and sense-making? To what extent are these phenomena (traditionally conceived as individual level psychological processes) shaped by the sociological processes of organizational routines?

• Generativity and novelty. Some routinized processes (e.g., project management routines) are capable of producing significantly different substantive results each time they are performed. For example, an architectural firm may use a recognizable, repetitive process for designing buildings, yet each design is different. Other routines are focused on producing exactly the same result every time. What governs this difference? Are there limits to the generative power of routines?

Can routines generate other routines in this manner? What is the role of formal descriptions of routines (such as standards or "best" practices) and templates (actual examples) in guiding and shaping actions in routines? At what point, and in which circumstances, does innovation/adaptation erase the value of the template or model? And what implications should we expect for innovation and adaptation when formal routines and models become embedded into artifacts?

Review Process

All authors will receive an initial screening, and only papers deemed to have a reasonable chance of acceptance after the two or three rounds of accelerated review will enter the process. Submissions are due September 1, 2013. Manuscript submission is handled electronically via ScholarOne

Manuscripts: http://mc.manuscriptcentral.com/orgsci.

Bibliography

Becker, M.C., N. Lazaric, R.R. Nelson, S.G. Winter. 2005. Applying organizational routines in understanding organizational change.Indust.

Corporate Change 14(5) 775-791.

Cohen, M.D. 2007. Reading Dewey: Reflections on the study of routine.

Organ. Stud. 28(5) 773-786.

D'Adderio, L. 2008. The Performativity of Routines: Theorising the Influence of Artefacts and Distributed Agencies on Routines Dynamics.

Res. Policy 37(5) 769-789.

D'Adderio, L. 2011. Artifacts at the centre of routines: Performing the material turn in Routines Theory. J. Institutional Economics 7(2) 197-230.

Farjoun, M. 2010. Beyond dualism: Stability and change as a duality.

Acad. Management Rev. 35 202-225.

Feldman, M.S. 2000. Organizational routines as a source of continuous change. Organ. Sci. 11(6) 611–629.

Feldman, M.S., B.T. Pentland. 2003. Reconceptualizing organizational routines as a source of flexibility and change. Admin. Sci. Quart. 48(1) 94–118.

Howard-Grenville, J.A. 2005. The persistence of flexible organizational

routines: The role of agency and organizational context. Organ. Sci.

16(6) 618–636.

Hutchins, E. 1995. Cognition in the Wild. MIT Press, Cambridge, MA.

Lave, J. 1988. Cognition in Practice. Cambridge University Press, Cambridge, MA.

Lazaric, N. 2011. Organizational routines and cognition: an introduction to empirical and analytical contributions. J. Institutional Economics

7(2) 147-156.

Levinthal, D.A., C. Rerup. 2006. Crossing an apparent chasm: Bridging mindful and less mindful perspectives on organizational learning. Organ.

Sci. 17(4) 502-513.

Pentland, B.T., M.S. Feldman. 2008. Designing routines: On the folly of designing artifacts, while hoping for patterns of action. Inform. Organ.

18(4) 235-250.

Pentland, B.T., T. Haerem, D. Hillison. 2011. Comparing organizational routines as recurrent patterns of action. Organ. Studies 31(7) 917-940.

Pentland, B.T., M.S. Feldman, M.C. Becker, P. Liu. 2012. Dynamics of organizational routines: A generative model. J. Management Studies, doi:

10.1111/j.1467-6486.2012.01064.x.

Salvato, C., C. Rerup. 2011. Beyond collective entities: Multilevel research on organizational routines and capabilities. J. Management

37(2) 468-490.

Suchman, L.A. 1987. Plans and Situated Action: The Problem of Human-Machine Communication. Cambridge Univ. Press, Cambridge, MA.

Stene, E.O. 1940. An approach to a science of administration. Amer.

Political Sci. Rev. 34(6) 1124–1137.

Tsoukas, H., R. Chia. 2002. On organizational becoming: Rethinking organizational Change. Organ. Sci. 13(5) 567-582.

Turner, S.F., V. Rindova. 2012. A balancing act: How organizations pursue consistency in routine functioning in the face of ongoing change.

Organ. Sci. 23(1) 24–46.

Zbaracki, M.J., M. Bergen. 2010. When truces collapse: A longitudinal study of price adjustment routines. Organ. Sci. 21(5) 955-972.

http://www.informs.org/Pubs/OrgSci

The University of Edinburgh is a charitable body, registered in Scotland, with registration number SC005336.

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(apologies for cross-postings)

Chapters in 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

Chapters in Government e-Strategic Planning and Management: Practices, patterns and roadmaps, a Book Edited by Dr. Leonidas G. Anthopoulos1, and Dr. Christopher G. Reddick, publisher Springer Science and Business Media

Details: http://dde.teilar.gr/main.aspx?category=374&UICulture=en-US

CALL FOR CHAPTERS

Extended Proposal Submission: 30th November 2012 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, University 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‐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

November 30, 2012: Proposal Submission Deadline December 15, 2012: Notification of Proposal Acceptance 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

Leonidas Anthopoulos

Assistant Professor, Project Management Department

Technological Education Institute (TEI) of Larissa

41110 Larissa, Greece

Tel: +302410-684570, +30-6932-100198

e-mail: lanthopo@teilar.gr

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Apologies for cross-posting

Seventh Annual Mid-Atlantic Strategy Colloquium and Doctoral Workshop, February 15-16, 2013, Hosted by Virginia Tech, Paper Submission: November 30, 2012

Call for Submissions

http://www.cpe.vt.edu/masc/submissions.html

The Department of Management at Virginia Tech is pleased to host the annual Mid-Atlantic Strategy Colloquium (MASC) in Blacksburg, Virginia. MASC is an exciting conference dedicated to furthering research in the field of strategic management and is hosted by different universities in the Mid-Atlantic region. The concept is simple and compelling: a casual, low-key yet energizing, research-focused, developmentally-oriented meeting of strategy scholars to advance our collective scholarship and to build a stronger community of strategy scholars in the region.

An integral part of this conference is a doctoral student workshop, which will be held in the afternoon of Saturday, February 16. The workshop focuses on developing research competence of participating doctoral students. The doctoral workshop this year will be conducted by Anju Seth of Virginia Tech and Nandini Lahiri of the University of North Carolina.

This year's MASC will include three types of sessions: (a) full paper presentations, (b) roundtable discussion of papers at early stage of development, and (c) research dialogue based on abstracts of research ideas. We encourage submissions for all three types of sessions. MASC is committed to providing a forum for high quality conceptual and empirical papers or paper ideas on the full spectrum of topics within strategic management utilizing diverse methodologies and data sources, and from a wide variety of theoretical perspectives. Submissions will be reviewed by a panel for inclusion in the program. We seek to be as inclusive as possible within the time constraints of the conference.

Important Deadlines

· Paper Submission: November 30, 2012

· Notifications to Authors: December 21, 2012

· Registration and Hotel Reservation: January 15, 2013

· Conference Dates: February 15-16, 2013

Please submit your papers (fully developed paper, work-in-progress paper, or research idea) by email to Devi R. Gnyawali (MASC@vt.edu) by November 30, 2012. Be sure to specify "MASC Submission" in the subject line of the email. Authors will be notified about the status of their submission by December 21, 2012.

Doctoral Workshop: The MASC doctoral student workshop is open to all doctoral students from those just beginning their doctoral studies to those completing their dissertations. The format is highly interactive. Students are provided developmental feedback on their research ideas, theory development, methods, and related aspects. Students interested in attending the doctoral workshop should submit their CV and a one page (single spaced) document that states their stage in the doctoral program and summarizes their primary research interest (could attach one working paper or a summary of dissertation proposal). Doctoral students should submit materials with the subject line: "MASC Doctoral Workshop Submission" to Nandini Lahiri (nandini_lahiri@unc.edu) of the University of North Carolina, Chapel-Hill.

There is no registration fee for the conference, but participants will have to cover their own travel, lodging, and some meals. The conference will be held at the Inn at Virginia Tech (http://www.innatvirginiatech.com). A block of hotel rooms are reserved for MASC participants.

Devi R. Gnyawali, Ph.D.

R. B. Pamplin Professor of Management

2011 Pamplin Hall, Department of Management (0233)

Pamplin College of Business, Virginia Tech, Blacksburg, VA 24061

Phone: 540-231-5021

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Fourth International Conference on Software Business June 11-14, 2013, Potsdam, Germany Paper Submission: January 20, 2013

Theme: From Physical Products to Software Services and Solutions

http://www.icsob.org

Advancements in the software industry have had a substantial impact not only on productivity and on GDP growth globally, but also on our daily work and live. Moreover there is a noticeable spillover within other industries (e.g. manufacturing) enabling new business models: companies bundle their physical products and software services into solutions (e.g. using subscription models) and start to sell independent software products in addition to physical products.Software business refers to commercial activities in and around the software industry, aimed at generating income from the delivery of software products and software services. Although the software business shares common features with other international knowledge-intensive businesses, it carries many inherent features making it a challenging domain for research. In particular software companies have to depend on one another to deliver a unique value proposition to their customers. Moreover recent developments like the emerging app economy offer a variety of opportunities for entrepreneurs or start-up companies.

ICSOB 2013 addresses researchers and practitioners, who are concerned with software business in different ways as well as the start-up community, which is increasingly focusing on mobile and social software.

Location:

The International Conference on Software Business (ICSOB 2013) will be held at the University of Potsdam. Its Griebnitzsee campus is located near the capital of Germany, Berlin.

Call for Papers:

You are invited to submit papers addressing contemporary issues emerging at the intersection of the software and business domains, broadly defined. Both papers reporting research results and industrial experiences are welcome. Invited are original submissions on the topics listed below, including but not limited to:

Special sessions this year:

* Entrepreneurship and startup companies

* Productization, Servification, and Servitization

* Software in the Healthcare domain

And regular themes of the conference series:

* Software Platforms and Ecosystems

* Corporate networks between software companies / Software Supply Networks

* Business impacts of Cloud Computing

* Software Product Management

* Software business in the future

* Licensing, Intellectual Property and Patent Issues (IP modularity)

* Business models for software startups and existing software companies

* App Economy

* Impact of Megatrends towards software business (e.g. Customization)

* ...

Submission:

Full research papers (12 pages), short papers (6 pages), industrial track presentations (abstract) and posters are all welcome. Accepted full papers and short papers will be included in the conference proceedings published by Springer as a volume in Lecture Notes in Business Information Processing

(LNBIP) series (if at least one author of the paper attends the conference and presents the paper). You may also submit workshop proposals to the conference. For details and updates visit http://www.icsob.org.

Important Dates:

Paper Submission: January 20, 2013

Workshop submission: January 20, 2013

Notification: March 04, 2013

Camera-Ready: March 24, 2013

Conference: June 11-14, 2013

Conference Officers:

General Chair

Jan Bosch, Chalmers University of Technology and University of Groningen

Program Chairs

Georg Herzwurm, University of Stuttgart

Tiziana Margaria, University of Potsdam

Workshops Chair

Slinger Roijackers, Utrecht University

Steering Committee

Sjaak Brinkkemper, Utrecht University

Michael Cusumano, Massachusetts Institute of Technology Bala Iyer, Babson College Slinger Roijackers, Utrecht University Pasi Tyrväinen, University of Jyväskylä Björn Regnell, Lund University Inge van de Weerd, Utrecht University

Updated information and further details are available at http://www.icsob.org. Please, send emails with further questions to info@icsob.org.

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Apologies for cross-posting

Call for papers An International Conference on:

Inequality, Institutions and Organizations

June 6-8, 2013
Segal Graduate School of Business
Simon Fraser University,
Vancouver, Canada

http://inequalityinstitutionsorganizations.wordpress.com/

Organizers

John A. Amis (johnamis@memphis.edu) is an Associate Professor in the Department of Management at the University of Memphis. His research interests center on issues of organizational and institutional change. He has had over 50 articles and book chapters published, including papers in Academy of Management Journal, American Journal of Public Health, Human Relations, Organizational Research Methods, and Journal of Sport Management. His current research on childhood obesity policy was funded by the Robert Wood Johnson Foundation. Amis was runner up for the 2004 Academy of Management Journal 'Best Paper' award, and has also twice won best paper awards from the Southern Management Association. In 2009, he was awarded the University of Memphis' Distinguished Teaching Award. He has served on several editorial boards including currently Academy of Management Review.

Thomas B. Lawrence (tom_lawrence@sfu.ca) is the W. J. VanDusen Professor of Management at Simon Fraser University in Vancouver, Canada. His research focuses on the dynamics of power, change and institutions in organizations and organizational fields. It has appeared in leading academic journals including Academy of Management Journal, Academy of Management Review, Organization Studies, Journal of Management Studies, Human Relations, Organization, and the Journal of Management. He is a co-editor (with Stewart Clegg, Cynthia Hardy and Walter Nord) of the Sage Handbook of Organization Studies, Second Edition (Sage Publications, 2006), and (with Roy Suddaby and Bernard Leca) Institutional Work: Actors and Agency in Institutional Studies of Organizations (Cambridge University Press 2009). .

Kamal Munir (km288@hermes.cam.ac.uk) is an Associate Professor of Strategy and Policy at University of Cambridge, where he has been based since 2000. He obtained his PhD in Organization and Management Theory from McGill University, Canada. Kamal has published several articles in organizational journals, including the Academy of Management Journal, Cambridge Journal of Economics, Industrial and Corporate Change, Organization Studies and Research Policy. In addition, he has written numerous articles for prominent newspapers and magazines such The Financial Times, The Guardian, Economic and Political Weekly, Herald and World Business. Kamal has acted as a consultant or advisor to several multilateral agencies and government departments including the World Bank, Asian Development Bank, and the Government of Pakistan.

Conference Theme

Although the relevance of organizational research to societal problems has been a heated debate for at least a decade and has generated a proliferation of polemics and prescriptions (e.g., Starkey & Madan, 2001, Hinings & Greenwood, 2002, Gulati, 2007, Lorsch, 2009, Dover & Lawrence, 2010), organizational scholars have not produced sufficient systematic empirical and theoretical examinations of social inequality, and especially of how organizations and institutions contribute to or mitigate inequality.

The issue of social inequality is a profound one for contemporary societies, both developed and developing. Despite Vermeulen's (2010) claims that helping businesses make more money is itself a major contribution to society because social welfare increases when businesses make more money, a growing body of research contradicts this claim. Rich societies do not necessarily tend to do better in terms of social and health indicators. Equal ones do. Thus Greece, with all its problems has a higher life expectancy with $20,000 per capita income than the USA which boasts twice the per capita income. Income inequality is also growing in its prevalence and impact. The share of wealth enjoyed by the top 1% Americans for instance has grown from19.9% in 1976 to 34.6% in 2007, with liquid wealth (all assets minus housing) even more concentrated with the top 1% owning 42.7% of total household financial wealth in 2007 (Wolff, 2010). In 1960, the ratio of annual pay of CEOs of large and medium sized American companies to that of workers was 42; by. By 2007 it had shot up to 344.

The growing problem of inequality in developed countries appears connected to the growing power of large corporations. Barley (2007), for instance, argues that large corporations wield inordinate influence over policy-making, hamper the performance of institutions created to protect the public from corporate excesses and, together with various multilateral institutions, push for increased privatization of public services. In a similar vein, Davis (2009), proposes the financialization of the economy has been a powerful catalyst for inequality. Shareholder value creation is the only imperative with employment, economic mobility or other benefits such as health or retirement increasingly forgotten. A symptom of such a changes is the shift in elite incomes: in 2004, the top 25 hedge fund managers earned a greater combined income than the CEOs from the entire S&P 500.

Social inequality is tied to, but broader than, inequality in income or wealth. It includes inequality in access to health care, education, housing, food, economic resources, power structures, or areas of recreation; degradation of living conditions, the environment, social structures, or relationships; and direct or indirect exploitation of groups on the basis of gender, race, ethnicity, nationality, socio-economic status, disability, or sexuality. All of these are driven in part by the distribution of wealth, but also have their own specific dynamics and challenges.

A critical way in which organizational scholars can contribute to a better understanding of social inequality is through an examination of the roles played by organizations and institutions in producing, reproducing, and lessening social inequality. An institutional perspective on these issues would highlight the ways in which social rules, beliefs, norms, values and practices are mediated through formal organizations to reinforce or challenge social inequality. It would further highlight the institutional work of individual and organizational actors in the formation, ongoing operation, and potential transformation of institutions that include certain groups while excluding others, reinforce unequal access to power and decision-making mechanisms, and provide freedom and wealth to some parts of society, while impoverishing and constraining others.

A focus on organizations and institutions might explore institutions and actors most clearly tied to issues of social inequality, including those with formal decision-making power, such as politicians, corporate managers, senior civil servants, educators, and leaders of non-profit organizations. It could also examine, however, institutions and actors tied to the construction of culture, and thus the shaping of values and beliefs, such as film and television producers, media writers, designers, architects, professors, and enablers of mass forms of communication. Finally, an institutional lens could also explore acts of resistance, ranging from the occasional and highly symbolic (Rosa Parks refusing to give up her seat on a Birmingham, Alabama, bus) to the everyday tactics employed by the weak (silent non-compliance, gossip, petty sabotage, small theft and pilferage, etc.).

Despite the tremendous growth in institutional research over the past decades and its potential utility in exploring issues of inequality, the intersection of social inequality, organizations and institutions remains significantly under-examined. Our aim for this special issue is to help fill this important gap. Thus, we invite papers that explore a range of themes, including the following:

 The impact of specific sets of institutions on social inequality, and how those impacts are mediated by organizations

 The institutional work associated with the creation and persistence of particular organizations and organizational forms (e.g., multilateral agencies, associations or clubs) and their impact on specific forms and instances of inequality domains;

 The development or employment of technology in the persistence and creation of inequality;

 The institutional work of specific individual organizational actors to increase or decrease social inequality.

 The unintended consequences on social inequality of organizational actions.

 The use and exposure of devices that disguise inequality;

 The collective mobilization against (or in support of) inequality;

 The legitimization of particular domains of activity that lead to greater or lesser inequality;

 Silences and absence of theorization with respect to inequality in institutional analyses;

This list is, of course, meant to be illustrative, rather than exhaustive. Our goal is to broaden and deepen the exploration of how, why, when and where social inequality, organizations and institutions interact. We welcome work that seeks engagement with a wide range of theoretical and empirical approaches. These may include institutional logics, practices and/or routines, institutional work, feminism, critical theory, actor network theory, sensemaking, semiotics, network analyses, discourse analyses, and action research approaches. We equally welcome case studies, comparative research projects, ethnographies, survey-based work, large statistical analyses, and conceptual pieces.

Conference Structure

The conference is intended to provide the opportunity for high quality discussion and feedback for presenters. To achieve those ends, a limited number of papers will be accepted so that presenters can more deeply engage with each others' work. All presented papers will be given reasonable time slots to allow for meaningful discussion and development of ideas.

Participants

The conference is intended to host approximately fifty participants for intensive mutual discussions. Our aim is to secure participation from around the world and to give equal opportunity to newer as well as more established scholars.

PhD Student Workshop

Prior to the main conference, there will be a one-day (June 5, 2013) workshop for PhD students working in the area of institutions and inequality. More details on this workshop will be posted closer to the date. Please write to Tom Lawrence (tom_lawrence@sfu.ca) if you are interested. Please include a brief description of your research focus, where you are at in your program, and anything else you think might be useful for us to know.

Submissions

If you are interested in participating, please email an extended abstract (500-1000 words) of your proposed paper to the organizers by January 31, 2013. Please include contact information: name(s), affiliation(s) and e-mail address(es) of all authors. We also ask that you indicate who will attend the conference if your paper is accepted. PhD students who wish to participate in the preconference workshop should note this clearly on their submission. Authors will be notified by February 28, 2013 whether their paper is accepted for presentation. Full papers must be submitted by May 1, 2013. Possible avenues for publication of papers following the conference are currently being explored.

Tom Lawrence

W. J. VanDusen Professor of Management

Director, CMA Canada Centre for Strategic Change And Performance Measurement

Beedie School of Business, Simon Fraser University

500 Granville Street, Vancouver, B.C. V6C 1W6

http://thomaslawrence.wordpress.com/

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Call for Participants

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Dear colleagues

Stefan Haefliger and I would like to draw your attention to the junior faculty pre-conference meeting at EGOS, Montreal. (www.egosnet.org)

Post-Doctoral and Early Career Scholars Workshop

Purpose

Content & Objectives

This year, the pre-Colloquium Post-Doc Workshop focuses on three elements:

· Better understanding of the changing publication game

· Improve your reviewing capabilities

· Improve your paper to submit it

Application

· A short letter of application, including complete contact details (name, affiliation, phone, postal and email address).

· A statement of why the applicant considers the attendance at the workshop as valuable.

· Curriculum Vitae.

· A detailed abstract of a paper (4–10 pages). The whole paper will be discussed during the workshop.

Applications that do not adhere to these guidelines will not be accepted!

Thanks a lot

Vincent

Vincent Mangematin

Professor, Grenoble Ecole de Management

12 rue Pierre Semard – BP 127

38003 Grenoble Cedex 01 France

Ph : 33 4 76 70 60 58

Mobile : 33 6 80 88 49 87

Skype : vmangematin

www.grenoble-em.com

www.mangematin.org

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Job Positions and Research Questions

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[Please accept my apologies for cross-posting]

Full/Associate Professor and Koch Chair in Entrepreneurship, University of Denver, Colorado

Please submit by November 30th

The Department of Management in the Daniels College of Business at the University of Denver, Colorado invites applications for a full or associate professor tenure-track faculty position, beginning fall 2013. Candidates must have research and teaching interests in entrepreneurship and share our core values of ethics, excellence, and community, including collegiality. The appointee will also hold the Koch Endowed Chair. The University of Denver (DU) is highly selective in admissions and is the oldest independent university in the Rocky Mountain region, with approximately 11,600 students in undergraduate and graduate programs. DU is a Doctoral/Research University with high research activity.

The Daniels College is the eighth oldest collegiate business program in the U.S. and has held AACSB accreditation since 1923. Daniels is committed to ethical practice, thought leadership, and global impact. Current enrollment in Daniels includes more than 1,200 undergraduate and 1,000 graduate students. The department offers an undergraduate BSBA with a management major, a general business major, an international business major, a management minor, and an MS in Management.

Job Summary:

The successful candidate will engage in teaching, research and service activities. Entrepreneurship represents an area of significant potential within the College. In the short term, the appointee will help develop and teach graduate and undergraduate courses in entrepreneurship. Depending on the background and expertise of the appointee, teaching in other discipline areas is also possible. The candidate will make scholarly contributions by regularly publishing in high-quality, peer-reviewed journals, and by presenting peer-reviewed work at appropriate academic conferences. The Department and College maintain lists of target journals and faculty are strongly encouraged to seek publication in those outlets.

The candidate will provide leadership in entrepreneurship-related teaching and research inside Daniels and within the larger university and the business community. The appointee will work closely with the Director of Entrepreneurship to identify collaborations and generate interest and productivity in entrepreneurship. The candidate will serve the academic unit, the college, and the university at a level commensurate with the rank of full or associate professor.

Required Qualifications:

· PhD or DBA in management or other business-related disciplines

· Strong publication record in areas broadly related to entrepreneurship and the clear promise for continued productivity and notable thought leadership in these areas

· Current publication record that demonstrates Academic Qualification standing for AACSB requirements

· Well-established record in research, teaching, and service as appropriate to the level of associate or full professor

· Experience as a tenured/tenure track professor at an AACSB or EQUIS accredited institution

· Teaching experience in entrepreneurship and/or other related areas

· Maintenance of AACSB academic qualification through quality scholarship

· Strong English communication skills (written and oral)

· Demonstrated commitment to the principles of multiculturalism/diversity/inclusive excellence through involvement and participation in university/division-wide projects and initiatives

Preferred Qualifications:

· PhD or DBA in management or other business-related disciplines from an AACSB or EQUIS accredited school

· Relevant business or professional experience

Special Instructions to Applicants:

For full consideration, please submit by November 30th a cover letter, CV and a list of three individuals who can serve as telephone references to the University's online application system at the University of Denver website www.dujobs.org (only online applications can be considered). The position is expected to begin September 1, 2013.

For more information, contact Paul.Olk@du.edu

The University of Denver is committed to enhancing the diversity of its faculty and staff and encourages applications from women, minorities, members of the LBGT community, people with disabilities and veterans. The University is an equal opportunity/affirmative action employer.

Paul Olk

Professor of Management & Director of Academic Research and Accreditation

Daniels College of Business, University of Denver

Denver, CO 80208

01.303.871.4531 (v)

Paul.Olk@du.edu

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Special Appointment Department of Management College of Business

Colorado State University Apply by 14 Jan 2013 Start August 2013

The Department of Management in the College of Business at Colorado State University announces a nine-month special appointment position (non-tenured, with benefits) for an individual with expertise in Entrepreneurship, Strategic Management and/or International Management. A Ph.D. degree (or

ABD) in business administration, management, or a related field is required.

Qualified applicants must have a proven record of excellence in teaching management courses. The normal teaching load for this position is four sections per semester to be determined by the department chair. Although this is a non-tenure track position, the department hopes to attract a candidate who wishes to make a long term commitment. The rank for this position will be Special Assistant, Special Associate, or Special Full Professor, depending on experience. Salary is also very competitive, commensurate with qualifications and experience. The start date will be August of 2013.

The Department of Management has a strong record of teaching and research accomplishments, and expects faculty members to be active in the academic community. Preferred qualifications are (a) the ability to contribute to a collegial atmosphere in the Department and the College, (b) experience teaching entrepreneurship or strategic management courses, (c) experience with entrepreneurial ventures, (d) a willingness to contribute to departmental service, such as advising student organizations or serving on honors theses, and (e) the ability to meet and maintain AACSB academic qualification criteria.

The Department of Management currently has 19 full-time faculty members. The Department serves approximately 2,100 undergraduate business majors, as well as approximately 1,600 undergraduate students enrolled in the business minor, and about 1,600 M.B.A. students. The M.B.A. is offered in residence and via Colorado State University's accredited distance learning programs.

Colorado State University is a Carnegie Research Extensive Institution with a land grant mission serving approximately 27,000 graduate and undergraduate students.

APPLICATION PROCEDURE: Please submit applications electronically in Microsoft Word or PDF format to: managementposition@business.colostate.edu,

or by regular mail to: Dr. Gideon Markman, Search Committee Chair, Department of Management, Colorado State University, Fort Collins, CO 80523.

An application package will consist of: (1) a resume; (2) a letter of application providing detail on required qualifications; and (3) names, addresses, telephone numbers, and e-mail addresses of three references.

Inquiries and initial applications will be treated confidentially. Please direct inquiries to Dr. Gideon Markman, Search Committee Chair, Department of Management, Colorado State University (via the email address, managementposition@business.colostate.edu). Please note that application materials of semifinalist candidates will be made available for review by the entire faculty of the Department of Management.

APPLICATION DEADLINE: Applications will be accepted until the position is filled, however, for full consideration the complete application must be received by January 15, 2013.

Fort Collins, a city of approximately 141,000 people, offers ample opportunities for maintaining work life balance. The city is located in the growing Northern Colorado metropolitan area, about one hour north of Denver, with an easy drive to the Rocky Mountain National Park and area ski resorts.

Fort Collins consistently ranks high on quality of life measures by numerous publications; more information may be found at http://www.fcgov.com/visitor/fcfacts.php.

Colorado State University does not discriminate on the basis of race, age, color, religion, national origin or ancestry, sex, gender, disability, veteran status, genetic information, sexual orientation, or gender identity or expression. Colorado State University is an equal opportunity/equal access/affirmative action employer fully committed to achieving a diverse workforce and complies with all Federal and Colorado State laws, regulations, and executive orders regarding non-discrimination and affirmative action. The Office of Equal Opportunity is located in 101 Student Services.

Colorado State University is committed to providing a safe and productive learning and living community. Consistent with that goal, we conduct background investigations as a condition of employment. Background checks may include, but are not limited to, criminal history, national sex offender search and motor vehicle history.

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Dear list members,

Apologies for cross-posting. I am looking for suggestions on research (published or unpublished) that examines the micro-foundations of interorganizational learning/knowledge transfer. In particular, I am interested in works that explore how individuals contribute to and are involved in interorganizational learning. I am also interested in identifying research that examines cross-level effects – either how characteristics of interorganizational ties influence the micro side of interorganizational learning or how bottom-up processes of individuals and their interactions affect interorganizational learning. I will summarize responses for the list. Thank you in advance.

Best,

Corey

Corey Phelps, Ph.D.

Associate Professor, Department of Strategy and Business Policy

HEC Paris

1, rue de la Libération, 78351 Jouy-en-Josas France

Phone: (33) 1 39 67 74 15

http://www.hec.edu/Faculty-and-Research/Faculty/PHELPS

http://ssrn.com/author=341753

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Darlene Alexander-Houle

TIM Division List Serve