BAM2012 Track Summary

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Corporate Governance
Cultural and Creative Industries
E-Business and E-Government
Entrepreneurship
Gender in Management
Human Resource Management
Identity
Interorganizational Relations
Innovation
International Business
Knowledge and Learning
Leadership and Leadership Development
Management and Business History
Management Consultancy
Marketing and Retail
Operations, Logistics and Supply Chain Management
Organizational Psychology
Organizational Studies
Organizational Transformation, Change and Development
Performance Management
Public Management and Governance
Research Methodology
Strategic Foresight
Strategic Management
Strategy as Practice
Sustainable and Responsible Business

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Corporate Governance

Track Chair
Stephen Perkins

Governing on the edge of business systems disintegration?

Governance of corporate affairs continues to dominate headlines during a period where on the one hand the 'established' capitalist economies appear mired in perpetual crises, while on the other hand 'emergent' economies may exhibit corporate governance practices inconsistent with prevailing regulatory wisdom. From superpower dominance, indications of a multi-polar world order generate new issues and problems that challenge thinking and practice among all those interested in corporate governance, broadly defined.

Questions around whose interests prevail, what incentives motivate legitimate and 'toxic' behaviour, the locus of control and decision-making set the scene within which high quality papers are invited, both theoretical and empirical, in full or developmental form, to advance academic knowledge in this field of interest. Topics may cover, but are not restricted to:

Board composition and operation
Comparative corporate ownership and governance
Disclosure and regulation, including transnational regulatory practices
Emerging ideas and practice around codes of conduct
Executive remuneration and its relation to wider organisation and society
Mergers and acquisitions - corporate consolidation and governance
Theoretical trends in corporate governance commentary
The role of ‘new’ forms of ownership, e.g. sovereign wealth funds, private equity, and hedge funds

Click for more information on the Corporate Governance Special Interest Group

Cultural and Creative Industries

Track Chair
Andrew Greenman

The Cultural and Creative Industries Track aims to provide a forum in which those researching industries in the cultural and creative sectors from various perspectives and disciplines can meet to exchange the findings of their research and become informed of developments in this area of research. The track is designed in order to encourage cross-disciplinary research into the cultural and creative industries.

Papers or symposia are invited addressing the following themes:

Managing cultural consumption;
Managing work and workers in the cultural and creative industries;
Cultural Work and Production;
Cultural Consumption Marketing and the creative and cultural industries;
Clustering and social inclusion;
Cultural industries and technology;
Cultural policy;
The economics of culture;
The value of the cultural industries;
The impact of globalization on the creative and cultural industries;
Managing creativity;
Innovation and change in the cultural and creative industries;
Understanding culture and the arts;
Technology and the cultural industries;
The role of creativity in the cultural sector;
The art/ commerce divide;
Enterprise culture and the creative industries;
Cultural organisation and informal learning;
Social networking and the creative industry.

Papers may be empirical or theoretical and we welcome a range of methodological approaches. We especially welcome papers or symposia proposals that are situated within the creative and cultural industries but have synergy with other tracks as special collaborative sessions will be planned with this in mind.

At past BAM Conferences the track CCI has co-organised symposia and workshop sessions with other tracks like Gender in Management, E-Government and E-Business and Identity. The track co-chairs hope to organise again such joint sessions with other BAM tracks in 2012.

Please note that papers that are concerned with the role of culture or organisational culture (unless in a relevant cultural/creative enterprise) are not suitable for this track.

E-Business and E-Government

Track Chair
Feng Li

Track Chair
Savvas Papagiannidis

The e-Business & e-Government Track at BAM 2011 provides a lively and friendly forum for academics, practitioners and policy makers to present and discuss their latest findings in e-Business and e-Government/e-Public services, and the underlying technologies, infrastructure and services to support these applications. Areas of particular interest include, but are not limited to:

e-Business incorporating e-Commerce, e-Marketing, e-Supply Chain Management, m-Commerce;
e-Government & e-Public Services including e-Health and e-Learning;
e-Systems & Internet and related technologies
Emerging opportunities and challenges, including emerging technologies and applications and other associated topics.

Both empirically and conceptually based papers are welcome. Like previous years, selected papers will be published in a journal special issue and possibly also an edited book. For further information please contact Professor Feng Li ( Feng.Li.1@city.ac.uk ) or Dr Savvas Papagiannidis ( savvas.papagiannidis@ncl.ac.uk ).

Click for information on the eBusiness & eGovernment Special Interest Group

Entrepreneurship

Track Chair
Wing Lam

The Entrepreneurship track is keen to receive submissions on the following topics:

The entrepreneurial process (networking, marketing, teams, supply chains etc);
Entrepreneurship - growth, sustainability and performance;
Entrepreneurship theories
Innovation and creativity in entrepreneurial process
Intrapreneurship in private & public sector;
Entrepreneurship - globalisation, regional and other spatial issues;
Entrepreneurship education & entrepreneurial learning;
Science enterprise, technology transfer and incubation;
Female entrepreneurship;
Ethnic minority entrepreneurshipFamily business
The nature of entrepreneurship: cognition, behaviours and processes;
Social entrepreneurs and community enterprise
Promoting enterprise and entrepreneurship (policy and practical issues)
Entrepreneurial finance (formal and informal source of finance, financial bootstrapping, venture capital, bank credits etc.)
Researching entrepreneurship: methods and methodologies
Entrepreneurship in developed and developing economies
Entrepreneurial capital (human, social, economic and symbolic capital)

Click for information on the Entrepreneurship Special Interest Group

Gender in Management

Track Chair
Adelina Broadbridge

Track Chair
Savita Kumra

Women and men experience the workplace differently. Despite legislation and equal numbers of women and men in the workforce, gender inequalities persist. This track focuses on research into the comparative experiences of women and men, or studies which focus on women or men because of the specific issues they encounter.

We welcome full and developmental papers, and symposium proposals, that cover any issues directly related to gender and management, including, but not limited by the following themes:

Cross Cultural Research - International issues in gender and management;
Management and Leadership - style and implications;
Entrepreneurship - factors of success and failure;
Work/Life Balance and issues of flexibility - policy and practice;
The intersections of work and the family;
Diversity and the construction of difference - impact and implications;
Organizational Culture - discrimination and effects;
Formal and Informal Organizational Policies - impact and practice;
Organisational Behaviour - Discrimination and industry specific features;
Career Issues - Management and Development;
Managerial Identity - definitions and discourse.
Gender and emotions - discourse and practice.
Sexual politics, harassment and discrimination
Intersectionality issues
Theoretical developments
Feminist research methodologies

New and young scholars with 'work in progress' papers are welcomed as are papers of a cross cultural, transnational and interdisciplinary nature. Authors of selected refereed papers will be invited to submit their papers for publication in a special issue of Gender in Management: An International Journal.

Click for Information on the GIM Special Interest Group

Human Resource Management

Track Chair
Pawan Budhwar

Track Chair
Helen Shipton

The HRM track provides a forum for new and established academics, practitioners and policy-makers to meet and debate critical current issues in the management of people. We welcome both full and developmental papers in any area of HRM including empirical studies, theoretical contributions, interdisciplinary papers, and explorations of HRM in non-standard settings. Proposals for workshops are also welcome.

Click for information on the HRM Special Interest Group

Identity

Track Chair
Peter McInnes

Track Chair
Christine Coupland

Track Chair
Sandra Corlett

Identity Track – Caerdydd 2012
Track Chairs: Peter McInnes, Sandra Corlett & Christine Coupland

The Identity stream at BAM draws upon an inclusive community of scholars interested in exploring ideas and contributing to the development of ideas surrounding the place of identity in organizations. We do not, therefore, limit ourselves to one particular school of identity scholarship. Contributions that consider the processes associated with social identity such as identification, or self-categorization, are as welcome as those which examine the processes through which identity is constructed, and regulated, through language and discourse. As a consequence past sessions have featured fruitful debate on research ranging from micro-level studies of identity work performed in conversation, through to macro-level studies considering issues such as gender or ethnicity. The track has also undertaken joint sessions and workshops with, amongst others, the Gender track, Creative Industries track and the Inter-organizational Relations track. In encouraging such diversity, what we as track chairs are keen to promote is a sense of the BAM conference being a great place to explore current debates with your peers, to hone your own work through the review and presentation process, but also to contribute to developing the ideas of others.

Inter-Organizational Relations

Track Chair
Colin Pilbeam

Track Chair
Louise Knight

The BAM Special Interest Group in Inter-Organizational Relations (SIGIOR) promotes a dynamic track that appeals to a wide range of researchers. We are interested in papers that relate to inter-organizational relations/collaboration in international contexts - but also papers that focus on national, regional or local collaboration. Research on any collaborative form (alliances, joint ventures, networks, partnerships... etc) in public, private or third sector contexts will be considered within this track. We welcome the submission of both empirical and theoretical pieces.
Building on the excellent sessions at Aston 2011, we are especially keen to receive developmental papers to stimulate discussion. Suggestions for Symposia that integrate aspects of management in inter-organizational contexts would be welcome.

Click for information on the IOR Special Interest Group

Innovation

Track Chair
George Tsekouras

Track Chair
Nick Marshall

Recent management research initiatives in the UK and beyond have focused on innovation because it is seen as a key source of competitive advantage for firms and a source of public value for non-profit organizations. New strategies, products, services and organisational processes can help differentiate firms from competitors and promote performance in all kinds of organizations, however this is measured. Papers are invited that relate to the following themes and beyond. The first is linked explicitly to the overall conference theme for BAM 2012:

Past and future innovation challenges: incremental change or radical shift?
Enabling, facilitating and managing; formal and informal routes to innovation
Intra- and inter-organisation networks and collaborative innovation
Sustained innovation as a dynamic capability
The international dimensions of innovation
Strategic management of R & D and centres of excellence
The distinctive characteristics of service innovation
Regional innovation systems, agglomeration economies and clusters
Innovation metrics and indicators; measuring inputs, outputs and causal relationships

Papers may be empirical or theoretical and a range of methodological approaches are encouraged.

We also particularly invite symposium proposals which will focus on specific innovation topics and involve more interaction and engagement with the audience.

The Track Chairs hope to produce a special issue of the International Journal of Innovation Management around the theme of: 'Past and future innovation challenges: incremental change or radical shift?'

International Business

Track Chair
Rudolf Sinkovics

Track Chair
Keith Glaister

The purpose of international business track is to advance the knowledge in international business and management and to encourage networking among the colleagues working on international business topics. We accept papers on the following topics:

The internationalization process;
International management issues;
International joint ventures, alliances, mergers and acquisitions;
International business negotiations;
Globalization and its impact on companies and societies;
Cross-cultural and comparative studies;
Head office subsidiary relationships;
Foreign Direct Investment;
Linkages and spillovers of MNE operations on local markets;
ICT and International Business;
Marketing issues in International Business;
International Entrepreneurship;
Bottom of the pyramid (BOP) issues and social entrepreneurship;
International business and economic development issues.

We normally accept empirical papers, however, conceptual papers making considerable contribution towards theory development and/or theory testing are also encouraged.

Knowledge and Learning

Track Chair
David Spicer

Organized by the Knowledge and Learning SIG, this Track aims to facilitate the development of knowledge in the interdisciplinary areas that take as their focus the processes associated with knowledge and learning. These include: management learning, organizational development, organizational learning, and knowledge management.

For this year's conference, we particularly invite submissions, relating to any of these areas, that are framed, however broadly, within the overall conference theme. We welcome submissions that examine how dominant notions of knowledge and learning may have failed to address the emergent economic and environmental issues and challenges. Do we need a new agenda for knowledge and learning? What might that look like? What underpinning theory or theoretical perspectives might yield new insights? What research approaches should we consider and adopt? Submissions that provoke reasoned debate on competing perspectives will be particularly welcome. To this end, we would especially encourage submissions for symposia jointly to the Knowledge and Learning Track and other conference tracks.

Click for information on the K & L Special Interest Group

Leadership and Leadership Development

Track Chair
Jean-Anne Stewart

Track Chair
Ines O'Donovan

The BAM conference theme for 2012 considers the challenges facing business and management. The leadership and leadership development track will reflect this theme. Although the track will welcome papers on any area relevant to leadership and leadership development we are especially keen to encourage papers that focus on one or more of the following:

What are the future challenges for leadership and leadership development?
How relevant to current and future business and management challenges are theories and/or research studies on leadership and leadership development?
What are the key theoretical and empirical considerations that need to be addressed when thinking and researching leadership and leadership development in relation to current and future challenges to business and management?
Are there particular epistemological and methodological approaches that need to be taken?
What lessons can be learnt from practical leadership development programmes? How relevant are current leadership development programmes, initiatives and interventions to current and future business and management challenges?
How sustainable are current theories of leadership and leadership development?

Click for more information on the Leadership and Leadership Development SIG

Management and Business History

Track Chair
Kevin Tennent

This track aims to encourage the growing number of management and business historians who work in business schools and social science departments to engage in constructive debate with other social scientists. In relation to the 2012 conference theme we draw attention to the historical context of theory in order to inform comparisons with the present in terms of applicability. As historians we are in an excellent position to demonstrate the usefulness of knowledge of that context. History also provides some opportunity for reflective practice: approaches and strategies which appeared to work during the crises of the 1930s or 1970s may not work today and vice versa. We are especially interested in encouraging papers that attempt to link empirical investigation with the relevant theories associated with that time period or area of study. This does not mean that historical work exists merely to provide case-study material for the social scientist; a much more symbiotic relationship is anticipated that elucidates debate on both sides. We would especially encourage papers on:

Management theory and management history;
Business history and business theory;
Society and business management: status and career over time;
Case-studies that engage with social science theory.

Of course, we also encourage cross-disciplinary papers that link different Tracks, while the main conference theme ought to feature prominently in all submissions.

Management Consultancy

Track Chair
James B Johnston

Management consultancy has been one of the fastest growing and most vibrant sectors of many western economies. In recent years this has been mirrored by an explosion of interest in consultancy work from academics in a range of discipline areas. This work has examined the dynamics of the industry, the management of the consultancy firm and the dynamics of the client-consultant relationship. Whilst this work has developed significant insights into a previously poorly understood area, it nevertheless remains rather disconnected and fragmented. This conference provides an opportunity to reflect on what has been achieved to date, to explore links between existing approaches and to stimulate new conceptual and empirical work that further advances our understanding of this important area of research.

The track is keen to encourage debate, dialogue and new thinking on management consultancy, and related knowledge based occupations, around such themes as

Knowledge diffusion and innovation;
Client-consultant relationship;
Relationship between consultancy and professional service firms;
Consultancy and debates surrounding the emergence of the new professions.

These areas are regarded as a starting point, additional issues and ideas are very welcome.

Marketing and Retail

Track Chair
Karise Hutchinson

Track Chair
Catherine Ashworth

Track Chair
Charles Dennis

The Marketing and Retail track provides a forum for academics, practitioners and policy makers to present and discuss their research, and welcomes both theoretical and practice based papers. Papers are invited in the following areas:

Consumer behaviour;

E-Tailing and multi-channel delivery;
Environmental considerations;
HRM in retailing;
Internationalisation;
Location and out-of-town retailing;
Merchandising (retail operations);
Pricing;
Promotion and visual merchandising;
Segmentation, targeting and positioning;
Services in retailing and the retailing of services;
Strategy and planning;
Supply chain management and logistics;
SME retailing and global fashion retailing.

Click for information on the Marketing & Retail Special Interest Group

Operations, Logistics and Supply Chain Management

Track Chair
Lenny Koh

The aim of the Operations, Logistics and Supply Chain Management Track is to foster debate and advance research, knowledge and understanding of operations, logistics and supply chain management fields. Globalisation of businesses and management influences the need to look at innovative ways in which organisational operations, logistics and supply chain systems must adapt in order to sustain their production and delivery of products and services. This track welcomes submission on any research topic related to this fields as outlined below:

Low carbon supply chain / green supply chain / sustainable supply chain
Risk and uncertainty in supply chain
IT-enabled supply chain
Supply chain technology (e.g. RFID)
Supply network and supply chain configuration
Supplier relationship
Logistics system and distribution network
Reverse logistics
Third Party Logistics / Fourth Party Logistics
Manufacturing Resource Planning / Enterprise Resource Planning
Just In Time
Total Quality Management
New forms of logistics (e.g. Transformational logistics)
New forms of Operations Management
New forms of Supply Chain Management.

Organizational Psychology

Track Chair
Lee Martin

This is a broad track which welcomes submissions on any research topic in the field of occupational and organizational psychology that is not aligned with the themes of any current BAM Special Interest Group. Our particular interest is in the psychology of the workplace, which we define broadly. Recent papers in the track have been in the following areas:

Employee Health, Safety and Well Being at Work
Selection and Assessment
Employee Attitudes and Motivations
Workplace Mentoring and Counselling
Training and Career Development
Emotional Intelligence and Its Implications for the Workplace
Person-Organization Fit and Other Forms of Fit
Organizational Misbehaviour
Sports Psychology
Employee Response to Organizational Change
Management Development
Positive Psychology

We are keen to continue our work in these areas whilst being open to papers in other organizational psychology domains. While we are seeking empirical contributions to this track; conceptual papers which contribute to theory building and development will also be given serious consideration. We are particularly keen to receive proposals for symposia.

Click for more information on the Organisational Psychology SIG

Organizational Studies

Track Chair
Craig Marsh

Track Chair
David Weir

Track Chair
David Bamber

Organizational Studies: the emerging agenda

Who now knows what an organization is? If anyone does they are likely to be practising managers rather than organizational theorists. Even the ontological status of an 'organization' becomes unclear when we study the emerging diversity of organizational realities. The traditional organizational mould has come down pretty much unchanged since Fayol and Weber but has been challenged more significantly in practice than in theory. But these moulds are being broken and the track recognizes this. Organizations are no longer physically or psychologically discrete, or juridically bounded. We wish to encourage contributions that bridge the still-broad divide between grand OS theory and operational managerial practice, moving the field away from a universally-plausible paradigm for studying it, and drawing on the emerging innovations and increasing diversity of organizational structures and models. We particularly encourage contributions which make sense of non linear and emergent systems theories of organization. Some examples of the types of questions that papers may deal with, or move beyond, are: How is management achieved, or not, in increasingly complex and distributed organizations? How is collaboration fostered, or not, in individuals, groups and organizations with diverse backgrounds and cultural values? What are the music, rhythm and poetry of organization and how may we best study them? What ways can we move beyond the polarities of structure and agency, and where does this leave the emerging methodologies of the post-Weberian consensus?

However, these questions are not exclusive. If you have better ideas of how practice may lead back into organization theory then we will be happy to hear from you.

Track Leaders

Craig Marsh Lancaster University Management School c.marsh@lancaster.ac.uk
David Weir Liverpool Hope University weird@hope.ac.uk
David Bamber Liverpool Hope University bamberd@hope.ac.uk

Organizational Transformation, Change and Development

Track Chair
Ashley Braganza

Track Chair
Sharon Williams

We invite colleagues to send full and developmental research papers, along with symposia and workshop proposals to the OTCD track at BAM 2012.

Topics of interest include but are not limited to:

New organization design and forms
New coordination mechanisms
New theoretical perspectives on transformation, change and development
The management of radical and continuous change
The role of the CEO and board members in transformation programmes
The practicalities of change and transformation
The role of change agents (external and internal)
The role of various stakeholders in large scale change programmes
Coping with the fallout of change (at societal, industry, organizational and individual levels)
Change management, transformation and development in the public sector
The social construction of change(s)
Resistance to change
Project and Programme - driven Change Management
Strategic Change Architectures
Emerging models including critical theory, social movements and convergence theory

If you would like any further information please contact:

Ashley Braganza - ashley.braganza@brunel.ac.uk

Click for information on the OTCD Special Interest Group

Performance Management

Track Chair
Vinh Chau

Organized by the Performance Management SIG, this track will embrace both theory development and application, and practice rich, or case-specific, insights. Papers on all aspects of performance management will be relevant: from technical aspects of process measurement, monitoring, strategic audits, organizational effectiveness, and management and strategic control, through to debates about performance management policies and trends at the micro-organizational, sectoral or macro-economical level. Similarly, all disciplinary perspectives that relate to performance management, such as strategic management, production and productivity, public management, governance and accountability, are invited. (Please note that because of this broad scope, it may occasionally be necessary to re-allocate papers to more specialised tracks.)

Symposium proposals will be particularly welcome on themes that address boundary-spanning aspects of performance management (e.g. public/private sector, operational/strategic performance, large firm / SME experiences, UK / international trends).

Click for information on the Performance Management Special Interest Group

Public Management and Governance

Track Chair
Rhys Andrews

Track Chair
Rachel Ashworth

This track invites conceptual and empirical papers from a variety of theoretical perspectives that contribute to the study of public services management. This year we especially welcome papers which explore core theories and perspectives on public management. In particular, we would welcome contributions which offer critical reflections on post-NPM developments in public management research. At the same time, we are particularly receptive to theoretical and empirical papers examining core themes in the management of public services. We therefore encourage submissions on: managing and improving public service performance; managing people in the public sector; emerging governance and partnership arrangements; public-private collaborations; alternative forms of accountability; markets, competition, choice and the personalization of public services.

This year, the track will also include a stream of papers on ‘Managing Healthcare’. Therefore we would like to invite submissions on aspects related to this broad theme, especially: tensions between collaboration and partnership and the financial incentives encouraging competition; the implications of funding cuts for staff numbers, commitment, and morale, and the quality of patient care; clinical engagement and clinical leadership; learning and resource-based views of the organization.

For further general guidance on the Public Management track please contact Rhys Andrews (AndrewsR4@cardiff.ac.uk) or Rachel Ashworth (AshworthRE@cardiff.ac.uk).

Click for more information on the Public Management and Governance SIG

Research Methodology

Track Chair
Bill Lee

A vast array of methods and methodological approaches are used in management research. The aim of this track is to reflect this diversity so papers are welcome in all aspects of research methodology. The overall aim is to be critical and reflexive with regard to the techniques and methodologies we use within the management research field. Some examples of potential areas of exploration are listed below:

Epistemological issues
New advances in qualitative research methods
New advances in quantitative research methods
Research ethics
Assessing the quality of management research
Dilemmas in management research
Reflexivity in management research
The future of management research
The impact of globalization on management research

Authors are also encouraged to submit papers that raise any other issues with regard to management research. In addition we welcome symposia that link together a number of papers across a research methodology theme.

Click for information on the Research Methodology Special Interest Group

Strategic Foresight

Track Chair
George Burt

Track Chair
Swapnesh Masrani

The Track focuses on developing greater understanding of Strategic Foresight in organization's day to day thinking, acting and the link to strategizing and (long term) strategies. Strategic foresight is our capacity for both sensemaking and probing the future. In organizational environments characterized by ambiguity and complexity, medium to long term forecasts and predictions become less reliable strategic planning processes, other techniques and reasoning must be employed to understand these ambiguous and complex organizational environments. This poses a challenge for both practicing managers and academic scholars attempting to make sense of these unfolding and changing environments – how organizations perceive, respond or enact foresightful insights?

We welcome theoretical and empirical paper and workshop proposals under the broad foresight areas of:

Managerial and organizational perception, peripheral vision, and sensemaking.Managerial and organizational understanding of ambiguity and complexity and the link to strategic foresight.
Prospects and problems associated with tools and techniques for developing alternative futures (e.g. scenario thinking) under different ontological perspectives.
Role of history, for example, the role of path-dependency and hindsight (e.g. counterfactual analysis).
Influence of strategic foresight on the day to day judgments in decision making and routines.
Role of strategic foresight in developing dynamic capabilities for organizational agility.
Role of strategic foresight in managing risk (e.g. management of risk in fast changing environments).
Role of strategic foresight in in fostering innovation.
Role of strategic foresight in supporting organizational change processes.
Exploring the tensions between individual versus organizational foresight.
Role of strategic foresight in emergent versus deliberate approaches to strategy formulation.
Issues related to the enactment of strategic foresight.
Approaches such as scenario studies, the problems, prospects and methodology; other novel approaches.

We also welcome positive interaction with other BAM SIGs in order to examine the relationship of strategic foresight in these issues. We would welcome your engagement to expand our understanding of strategic foresight in the 21st century. For more information of specific research issues we urge you to visit SIG webpage.

Click for information on the Strategic Foresight Special Interest Group

Strategic Management

Track Chair
Nicholas O'Regan

Track Chair
Efthimios Poulis

This is a broadly-based track which welcomes all papers, empirical or theoretical, which address any aspect of strategic management. Researchers working within any of the variety of disciplines that have contributed to the analysis of strategic management are welcome to submit papers.

We particularly welcome papers that contribute to, or encourage, debate or which are in a debate format. Any symposia proposals along such lines are very welcome.

Strategy as Practice

Track Chair
Mike Zundel

This interest group provides a forum for practitioners and academics interested in the activities and practices of strategy making. Strategy-as-Practice researchers have raised important theoretical and methodological challenges for the study of strategy processes by reconsidering the status of individuals and their actions and questioning the viability of macro phenomena and supposedly stable aspects of organising. Strategy-as-Practice research has been published in leading international journals and our track is part of a vibrant community of practitioners and scholars.

The BAM 2012 conference provides an opportunity for researches from various backgrounds and with different levels of experience to discuss possibilities of strategy research, for example by presenting empirical research findings, methodological approaches that pay heed to processes of strategising and organising, or via theoretical papers that question the status of the units of analysis in strategy research or which link practices related to strategy with wider organisational, industrial or societal ‘contexts’. Because of its strong theoretical and methodological focus, the Strategy-as-Practice track also provides a genial platform for doctoral students and early career researchers to present and discuss their work. We invite you to join this debate and we are looking forward to your submissions. For an overview of topics and approaches, as well as published research, please visit the Strategy-as-Practice forum ( www.sap-in.org ).

Click for information on the Strategy as Practice Special Interest Group

Note: The two tracks, Strategic Foresight and Strategy as Practice are closely related. Please consult the track organizers in case of doubt of which stream is more appropriate: SF- George Burt, (g.burt@strath.ac.uk) SAP- Mike Zundel, (m.zundel@liverpool.ac.uk).

Sustainable and Responsible Business

Track Chair
Peter Stokes

The last 10-15 years have seen a dramatic rise in interest in the social and environmental aspects of business activity. Initiatives by companies, governments and NGO's have all been the focus of researchers studying a range of business activities. Recent scientific reports relating commercial activity to climate change and global warming have served to keep the topic high on the agenda of policy makers and industry leaders alike. Equally, global corporate activity is blamed for exploitation in the developing world. This provides a rich area of research for those of us keen to see social and environmental responsibility as a meaningful concept, rather than merely a public relations exercise. Moreover, in raising and debating these issues, it is also important to continually revisit and re-examine challenging questions regarding the fundamental and conceptual meanings and implications surrounding the very terms ‘sustainable’ and ‘responsible’ in relations to organizations and management.

This track seeks high quality papers covering the areas of social and environmental business and the relationship between business and society. Both empirical and theoretical papers are welcome, either in full or developmental form, and may cover, but are not restricted to, the following areas of interest:

The systemic impacts of business activities on ecosystems, economies and social structures
The role of notions of individual and collective choice, action and resistance in the face of competing issues and priorities
Reconceptualisations and recontextualisations of sustainable and responsible organization and management
Evolving sustainable and socially-orientated business models
Critique of businesses performance on social, economic, ethical and environmental measures
Regulation, standardisation, and legislation for non-economic performance
Business & Society research - past, present, future
In which directions should practice go now?
Education in business and society

The Track welcomes presentations in a range of formats including workshops, advanced and development papers. Please note that papers should conform to the British Journal of Management format and the front page should clearly state the intended track, paper form and stage (full/dev/workshop etc), and the paper type (i.e. whether or not it is theoretical or empirical).

If you wish to discuss any issues in relation to the Track or your submission please do not hesitate to contact:

SIG Chairperson: Dr Simon Brooks (sbrooks@glam.ac.uk)
SIG Secretary and Treasurer: Dr Paul Caulfield (pac25@management.bath.ac.uk)
Track Chair: Professor Peter Stokes (p.stokes@chester.ac.uk)

Click for information on the S&RB Special Interest Group