BAM2016 Track Summary

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BAM2016 Track Summaries

For BAM2016, there will be 26 tracks to which authors can submit papers. Please be aware that each paper can be submitted to one track only.

Read on for more information about the BAM2016 Tracks below.

1. 

1.  Open Track

Track Chair
Bill Cooke

For the 2016 BAM conference BAM experimentally will offer an ‘open track’ option. This provides the opportunity to submit papers which fall outside, or don’t sit easily within the existing BAM tracks. BAM sees the open track as a developmental opportunity for its members, and for BAM itself. The kind of papers which might be submitted to an open track might be:

  1. Papers with primary intellectual affiliations to fields of management study which are not represented in BAM current panoply of Special Interest Groups and SIGS. Such papers may be an opportunity simply for research in such a field to be presented and discussed at BAM; and/or for a smaller number of presentations from such a field to be presented together, even if their number does not justify a whole track at this stage.
  2. Papers which cross a number of SIG disciplinary boundaries, or, indeed which transcend them all. It is possible, for example to conceive of papers which address Business and Management wide interests and issues, for example the nature of Business School careers, or the state of publishing of business and management scholarship
  3. Papers which take business and management as their focus, but which come from disciplines completely outside those to be found in the ‘normal’ Business School canon, and as represented in BAM SIGS – for example, which draw on the creative or performing arts, on theology, archaeology or astrophysics.

In short, anything that is relevant, but doesn’t seem to ‘fit’ elsewhere can be submitted to the track, although the stream coordinator reserves the right to draw the submission to the attention of other track chairs (the open track is not intended to rival existing SIGS). Work submitted will be subject to the normal processes of peer review, and where possible, accepted submissions with themes in common will be grouped together.

2.  Corporate Governance

Track Chair
Ruth Massie

Corporate Governance in Turbulent Times

Corporate governance has, historically, been seen as a static, check-box, issue within organisations. In these turbulent times of rapid economic, social and technological change how can corporate governance ensure that it is both effective and relevant? This track looks to not only how corporate governance has been historically managed but how it could, or should, be managed in the future.

Research papers are invited looking at questions such as; how can, or indeed should, corporate governance become an organisational enabler; how could corporate governance be designed to be adaptive in this turbulent business environment; what lessons can be learnt from current corporate governance codes, their implementation and evolution? In addition, particular interest is on the research and education methods in corporate governance which helps us to understand how better to educate future leaders.

These complex questions underpin the need for high quality academic research in this dynamic environment. Papers are invited on a wide range of topics including 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:

  • Adaptive corporate governance
  • 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 developments in corporate governance
  • The role of 'new' forms of ownership, e.g. sovereign wealth funds, private equity, and hedge funds
  • Governance in not for profit organisations
  • Research methods in corporate governance
  • Key challenges faced by corporate executives
  • Institutional Investors and their roles in governance
  • Approaches to education and teaching Corporate Governance

  More information on the Corporate Governance SIG

3.  Critical Management Studies

 

Track Chair
Gina Grandy

 
 

Track Chair
  Ron Kerr

 
 

Track Chair
Sarah Robinson

   

Track Chair
Martyna Śliwa

Crisis and turbulence have become naturalised aspects of both popular and scholarly discourse in management. Within this discourse, external environmental influences are often framed as unprecedented, inevitable and irreversible. To the manager, this poses the task of having to respond to the proclaimed turbulence and to build a successful – even thriving – organisation despite it. For the management and organisation studies scholar, the main duty becomes to generate new ‘ideas, models and epistemologies’ in order to help the manager ‘cope’ with the crisis.

This BAM 2016 stream is underpinned by a wish to problematise the taken-for-grantedness of turbulence, crisis and the need to thrive within the current socioeconomic context. Our guiding objective is to engage with the main theme of the conference, Thriving in Turbulent Times, through a reflective interrogation of the theme itself. We aim to provide a forum for articulation and debate of a variety of responses that critical scholars in the field of management and organisation studies might put forward in relation to the contemporary challenges listed by the conference organisers, such as ‘government debt and faltering economic growth, environmental degradation and climate change, poverty and social inequality, geopolitical instability, extended life expectancy and health, social media and the digital economy and the proliferation of big data’. We invite a broad range of submissions that will contribute to collective critical exploration of what the notion of ‘thriving in turbulence times’ might mean and involve in practice, and what role business school scholars could play not only in influencing managers’ reactions to turbulence and crisis, but in proposing alternatives that would result in environments and organisations that are more stable, and that move us away from a trajectory of ever less predictable crises and increasingly more complex-to-resolve challenges.

We invite conceptual and empirical papers as well as workshop style interventions that are positioned within, but are not limited by, the following broader themes:

• How might we make the world less turbulent? From being reactive to actively reshaping alternative environments.
• Why do we always need to thrive? Exploring alternative frames to ‘thriving’ as a lens for studying organisations in turbulent times, e.g. surviving, resisting, withering, dying.
• What forms of agency can we postulate that might challenge the naturalisation of turbulence and crisis? For example: individual initiatives, ad-hoc groups, pressure groups, collectives.
• What can we learn from past episodes of turbulence and crisis? How did we get to here where turbulence and crisis are taken-for-granted as natural? Historically informed studies and perspectives as means of unsettling the present and shaping future alternatives.
• How might we go about developing appropriate critical methodologies? Developing methodological questions, frameworks and approaches for critical scholarship in turbulent times.
• What can we learn from lived experiences of turbulence and crisis? Empirical studies of experiences and responses of people in organisations.
• What might we learn from contemporary studies of turbulent organisations? Empirical studies of organisations in turbulence e.g. NHS, education sectors, financial sectors and so on.
• What roles can CMS and/or public intellectuals play in a turbulent world? Challenging the status quo, addressing issues of power, the profit imperative, patriarchy, racial inequality, ecological irresponsibility and so on.
• What is the role of the business school and management education? Are business and management schools really addressing these big issues in a critical way?

 

4.  Cultural and Creative Industries

Track Chair
Lee Martin

The Cultural and Creative Industries (CCI) track is a new forum to bring together research that explores the links between the cultural industries, creativity, economic development and management. We aim to build a community of researchers across the humanities, social sciences and management research in order to facilitate collaboration, research innovation and funding opportunities. We encourage submission of a range of philosophical, methodological and theoretical approaches to the track and conference delegates will join a supportive international community of academics, policy makers and practitioners. We have an open call for papers but are particularly interested in papers or symposium proposals which explore the following themes:

  • Organising in the cultural and creative industries.
  • Cultural Consumption and Marketing.
  • Critical perspectives on the creative industries and creative work.
  • Managing creativity and cultural work.
  • The impact of globalisation on cultural industries.
  • New approaches to cultural production and consumption.
  • Critical perspectives on Intellectual Property (e.g., copyright, creative commons).
  • Austerity, enterprise and cultural policy.
  • Cultural sociology and management research.
  • Critical perspectives on the nature of creativity, art and aesthetics.
  • The interaction between creative practices and cultural values.
  • Individuals, organisations, institutions and cultural policy.
  • Cultural policy and economic development.
  • Digital and social media technologies in the arts and the workplace.
  • Culture and the creative economy.
  • Digital cultures

 

5.  E-Business and E-Government

Track Chair
Thanos Papadopoulos

 

Track Chair
  Panos Panagiotopoulos

 
 
Track Chair
Savvas Papagiannidis

The E-Business & E-Government Track at BAM’s Annual Conference 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, and the underlying technologies, infrastructure and services to support these applications.

Areas of particular interest include, but are not limited to:

  • e-business
  • e-commerce and e-retail
  • e-marketing, e-consumer behaviour, e-CRM
  • e-supply chain management and logistics
  • e-business models
  • social media and computer-mediated communications
  • m-commerce and other mobile-based technologies
  • e-learning
  • e-government, e-public services, e-health
  • information systems-enabled public sector reform and change
  • information systems management and development
  • information systems / digital research methods
  • adoption, acceptance and diffusion of digital innovations
  • digital innovation / IT-enabled innovation
  • online communities and digital collaboration
  • emerging opportunities and challenges related to topical developments (e.g. cloud computing, big data, data analytics, MOOCs, smart cities)
  • any other related topic related to Internet and related technologies (multi- and inter-disciplinary papers are welcome) and information systems

Both empirically and conceptually based papers are welcome.

For further information please contact Dr Thanos Papadopoulos (a.papadopoulos@kent.ac.uk), Dr Panos Panagiotopoulos (p.panagiotopoulos@qmul.ac.uk) or Professor Savvas Papagiannidis (savvas.papagiannidis@newcastle.ac.uk)

  More information on the E-Business & E-Government SIG

6.  Entrepreneurship

Track Chair
Dilani Jayawarna

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
  • Corporate entrepreneurship and entrepreneurship 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 entrepreneurship
  • Family 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)
  • Entrepreneurial context – contextualisation in entrepreneurship studies
  • Informal economy – informal and illegal entrepreneurship
     

  More information on the Entrepreneurship SIG

7.  Gender in Management

Track Chair
Adelina Broadbridge
 
 
 

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.

  More Information on the Gender in Management SIG

8.  Human Resource Management

 Track Chair
Jonathan Crawshaw

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.

  More information on the HRM SIG

9.  Identity

Track Chair
Christine Coupland
 
 
Track Chair
Juliette Summers

BAM SIG Statement 2016: Thriving in turbulent times

The Identity stream at BAM comprises an inclusive community of scholars interested in exploring and contributing to the development of ideas surrounding the place of identity in organizations. We encourage papers from those who are considering engaging in ‘identity’ research and those who are already active within the field. Although taking a broadly social constructionist, processual and interpersonal approach to identity, we do not limit ourselves to one particular school of identity scholarship. The focus of this year’s conference on a ‘multiple perspectives’ approach to thriving is thus particularly relevant. In this vein, we welcome submissions on how identities are formed and reformed as social contexts alter or become more challenging. 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 and interactions with others, 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 in Management track, Cultural and 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

We are interested in, but not restricted by our attention to, the following themes:

  • How is identity defined and understood in organizational settings?
  • Whether the models and theories of identity currently available are of sufficient relevance in today’s turbulent times?
  • Where divergent identities come into contact with each other, how can we understand the processes of interaction and meaning-making?
  • What possibilities for action are enabled and constrained through identity processes?
  • How can we better understand issues such as the operation of power, agency and meaning through a lens of identity?
  • How do identity issues impact on change and vice versa?
  • What are the issues that arise for managers and other groups from the research of identity processes?

  More information on the Identity SIG

10.  Innovation

Track Chair
George Tsekouras
 
 
Track Chair
Nick Marshall

Innovation is often seen as the engine of progress and the foundation of economic development. The end of the Cold War seemed to usher a new era of certainty based on the ideological triumph of a ‘Western’ economic model. With hindsight, of course, this confidence was short-lived. The period since then has witnessed extreme turbulence and uncertainty. We now face an unprecedented number of complex and seemingly intractable social, economic, political, and environmental problems, many of which potentially present a critical threat. As emphasised in the overall conference theme, these range from intense economic instability to environmental degradation, from geopolitical turbulence to challenges in medicine and healthcare, from issues of poverty and inequality to the extreme and potentially vulnerable interconnectedness of the digital economy.

Given the complexity and dynamic uncertainty of these challenges, our thinking has shifted from a narrative of linear progress to a narrative of resilience and sustainability. In this context, innovation has a great potential to offer, generating new solutions with the same or even fewer resources. Innovation can offer solutions to some of the most complex contemporary problems (entangled in turbulence), without the punitive or constraining element that other approaches suggest. For instance, ‘green’ innovation can offer solutions for the growing challenge of environmental degradation without constraining consumers’ choices. Social innovation can address some of the most fundamental aspects of poverty while innovation for small enterprises can offer a strategy for dealing with economic inequality.

However, it is easy to be caught up in ‘Promethean’ enthusiasm and forget the limitations of innovation or the ‘dark side’ of some innovations. A critically balanced look at the benefits and hazards, opportunities and challenges, of innovation and its role in today’s societies is more appropriate for today’s turbulent times. Furthermore, along with other certainties and established beliefs, the study of innovation has also been undergoing transformation. The field has expanded from a more limited focus on technology and private sector firms to embrace a myriad of other forms and contexts for innovation, ‘hidden’ from the official statistics or neglected from the mainstream studies of innovation. It is timely to take stock and interrogate how well innovation studies is able to identify and understand the rapidly shifting realities of our contemporary world.

The overall conference theme offers an opportunity to take a fresh look at the study of innovation. We invite papers from all perspectives, including those that are positive and optimistic about the capacity of innovation, as well as those that are more sceptical or critical, and those interested in new or hidden areas of innovation, as well as those reporting on research in the more traditional heartland of innovation studies. From whatever perspective, papers should seek to engage with and reflect upon where innovation fits into the not insignificant challenges of ‘thriving in turbulent times’.

Possible and by no means restrictive themes are as follows:

  • The socio-economic shaping of innovation
  • The implications of innovation for social and economic development and the generation and distribution of wealth and wellbeing
  • Innovation in the digital economy
  • Innovation in high-tech or high-growth industries and (large or small) firms
  • Innovation in low- or medium-tech sectors and (large or small) firms
  • Innovation in services, knowledge intensive services and creative industries
  • Open Innovation in both large and small firms
  • Social innovation and innovation in social enterprises and other not-for-profit organisations
  • Public sector and government innovation
  • Innovation and entrepreneurship: management practices and policy challenges
  • User-led innovation and community-based innovation
  • Eco-innovation and the environmental challenge
  • Intra- and inter-organisational networks and collaborative innovation
  • University-industry links and innovation
  • The role of groups and peer-to-peer interaction in innovation
  • Innovation in Strategic Alliances and Joint Ventures
  • ‘Illegal’ innovation such as cyber-crime and hacker innovations
  • Practice-based theories of innovation, knowledge, and learning
  • Innovation, dynamic capabilities and routines
  • National and regional innovation systems, especially on their activities and their impact on the development, the industrial implementation and the diffusion of innovation
  • Innovation metrics and indicators
  • Innovation in newly emerging economies such as BRICS, Eastern European countries etc.

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 provide the opportunity for presenting a linked portfolio of research in a more interactive way.

  More information on the Innovation SIG

11.  International Business and International Management

Track Chair
Pavlos Dimitratos
 

Track Chair
Haina Zhang
 

The purpose of international business and international management track is to advance the knowledge in international business and management and to encourage networking among the colleagues working on international business and international management 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;
  • MNE parent and subsidiary relations;
  • ICT and International Business;
  • Marketing issues in International Business;
  • International Entrepreneurship;
  • Entrepreneurship in the MNE and subsidiary;
  • 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.

  More information on the International Business and International Management SIG

12.  Inter-Organizational Collaboration: Partnerships, Alliances and Networks

Track Chair
Qile He
 
 
Track Chair
Albert Jolink

The BAM Special Interest Group in Inter-Organizational Collaboration: Partnerships, Alliances and Networks (SIGIOC) promote a dynamic and inter-disciplinary track that appeals to a wide range of BAM conference participants. It brings together researchers with diverse focal topics and theoretical foundations, who share an interest in management across organizational boundaries.

Research on inter-organizational collaborations of any form (alliances, joint ventures, networks, partnerships etc), on any scale (international, national, regional, local), and any sector (public, private, third sector, cross-sector) will be considered within this track. We welcome the submission of empirical and theoretical pieces, and papers which promote discussion of methodological issues particular to IOC research. In line with the conference theme, we also welcome contributions on inter-organizational collaborations which reflect, examine or discuss thriving Inter-organizational collaborations in turbulent times. Building on the excellent sessions at recent BAM conferences, we are especially keen to receive developmental papers to stimulate discussion. Suggestions for Symposia that integrate aspects of management in inter-organizational contexts would also be welcome.

  More Information on the IOR SIG

13.  Knowledge and Learning

Track Chair
Liz Houldsworth

 
 

Track Chair
  Christine Rivers

 

 
Track Chair
Efrosyni Konstantinou

The theme of this year's conference is “Thriving in Turbulent Times”. Companies, institutions and professional bodies face increased challenges to organise, store, share, manage knowledge and learning in a climate of increased uncertainty and complexity. So the theme of BAM2016 “Thriving in Turbulent Times" is of great importance to this track. We hope that submissions widen our understanding of how to address specific organisation, theoretical, practical and educational challenges in the context of ongoing challenges, such as the ageing population, climate change, cyber terror and fraud, the changing nature of social justice, increased networking, big data, etc. Organized by the Knowledge and Learning SIG, this Track aims to facilitate the development of learning and 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 invite submissions, relating to any of these areas that are framed, however broadly, within the conference theme. We welcome submissions that examine theoretical concepts and practical aspects relevant to the conference theme and around knowledge and learning in advancing management research, education and practice. Issues that submissions might consider could include: the advantages and disadvantages of adopting multiple paradigms and theories when conducting knowledge and learning research; how management knowledge and education might be developed through pedagogical and theoretical debates; and how companies deal with specific challenges of knowledge and learning during such times and incorporate different approaches into recognised knowledge management and organisational learning practices. Submissions that provoke reasoned debate on specific organisational and management education challenges within the knowledge and learning community 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.

  More information on the Knowledge and Learning SIG

14.  Leadership and Leadership Development

 
Track Chair
Julie Wilson
 
 
Track Chair
Paul Joseph-Richard
 
Track Chair
Marian Iszatt-White

The BAM conference theme for 2016 is ‘Thriving in Turbulent Times’ and this theme is echoed in the Leadership and Leadership Development SIG call for papers. This call raises important questions about the role of leadership in steering organisations of all types (commercial, charitable, faith-based, educational) through the challenges of economic recession, racial and religious unrest, environmental challenges and sustainability in the coming decades. It also asks what kind of leadership will we need to meet these challenges and how will we develop those expected to undertake it. Although the track will welcome papers on any topic relevant to leadership and leadership development we are especially keen to encourage papers that focus on one or more of the following:

  • Are existing theories of leadership ‘fit for purpose’ in meeting the challenges we are now facing and, if not, where should we as leadership scholars be looking for future orientations in leadership research and practice?
  • How can leadership research be more effectively integrated with leadership practice to address the serious and wide-ranging challenges ahead?
  • How can we better prepare the leaders of the future to meet the challenges they will be facing, and what new pedagogies and interventions may be required to support the broader leadership remit this can be expected to entail?
  • How might we as a discipline reach out to other disciples (e.g. strategy, sustainable and responsible business, corporate governance) to encourage a multi-disciplinary approach to the world’s problems?
  • What are the key theoretical and empirical considerations that need to be addressed by leadership research in this context?

  More information on the Leadership and Leadership Development SIG

15.  Management and Business History

Track Chair
Kevin Tennent
 
Track Chair
Sasha Hodgson

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 a wide range of management scholars. The 2016 conference theme, ‘Thriving in Turbulent Times’, is an ideal opportunity to explore the value of historical study for management research. Histories of organizations, industries and institutions give us the opportunity to understand how managers have responded to turbulent times in the past, whether it be through war, economic crisis, scandal or other disruptions to their activities. In this track we specialize in chronologically or longitudinally motivated research. This year we welcome papers either using new and innovative methodologies, or applying archival methodology to a new disciplinary context. We are also interested in context specific papers using more traditional historical methodology but which take innovative approaches to relate their findings to wider social science concerns. In addition, we appreciate papers dealing with the legacy of turbulence in the past in business and management more generally, and how it has influenced the diversity of experience in present day businesses, regions and communities.

In the spirit of pluralism we also encourage cross-disciplinary papers and workshop submissions that link different Tracks, while the main conference theme ought to feature prominently in all submissions. As a group we are inherently multi-disciplinary and believe in the application of theory to historical analysis, and there is no single epistemology for approaching this. We aim to encourage theoretically orientated social science history with a clear relationship to present day debates in the management discipline.

16.  Marketing and Retail

Track Chair
Heiner Evanschitzky
 
Track Chair
Anthony Kent
 
Track Chair
Keith Glanfield

The track welcomes papers using a range of methodologies, and quantitative, qualitative and mixed methods approaches. One area of particular interest is integration of online and offline channels, the development of omnichannels, their implications for consumer decision making and the customer shopping journey. Interdisciplinary work can find a place here, and researchers may consider proposing workshops or symposia to supplement the track sessions. However, this by no means excludes submissions from the very wide range of topics listed below. Both developmental and full papers are accepted, and are organised separately. The developmental papers are presented less formally in sessions designed to stimulate discussion: these are particularly useful for testing and exploring new fields of research in marketing and retail. For the 2016 conference we are also planning a special publication session as part of our track.

Submissions are invited from the following areas:

  • Analytics and ‘big data'
  • CRM and loyalty management
  • Consumer behaviour
  • B2B marketing
  • Sales management
  • Services and value co-creation
  • Branding and product management
  • (Retail) Innovation
  • Pricing
  • Marketing communications
  • Location and out of town retailing
  • Merchandising and retail operations
  • Supply Chain management and logistics
  • E- and M-Commerce
  • HRM in retailing
  • Segmentation, targeting and positioning
  • Fashion marketing and retailing
  • Sustainability and ethical consumption/ethical marketing

  More information on the Marketing & Retail SIG

17.  Operations, Logistics and Supply Chain Management

Track Chair
Liz Breen
 
 
Track Chair
Olga Matthias

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 these 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.
  • Purchasing and procurement
  • Service supply chains
  • Project Management

We welcome submissions across all sectors including manufacturing, public sector (including healthcare) and third sector.

  More information on the Operations, Logistics and Supply Chain Management SIG

18.  Organizational Psychology

 
Co-Track Chair
Neal Ashkanasy
 
 
Co-Track Chair
Chris Carter
 

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
  • Employee Response to Organizational Change
  • Management Development
  • Positive Psychology
  • Creativity in teams and at work
  • Individual differences in organisations
  • Cognition in organisations
  • Neuroscience and organisations
  • Evolutionary psychology and organisations
  • Critical perspectives in psychology
  • Interpersonal and organisational trust

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.

  More information on the Organisational Psychology SIG

19.  Organizational Studies

 

Track Chair
David Weir

 
 

Track Chair
David Bamber

 
 

Track Chair
Robert Price

   

Track Chair
Denis Fischbacher-Smith

Organizational Studies: Thriving in Turbulent Times.

Who now knows what an “organization” is? Or what forms of organisation structure and shape is best adapted to the challenges of competitive business or public sector services? If anyone does they may be as likely to be practising managers as organizational theorists and lecturers in Business Schools. Even the ontological status of an 'organization' becomes unclear when we study the pluralism of organizational realities and the changing challenges of the environments in which organisations operate. The traditional organizational mould as she is taught in business schools as a “grand tradition” has come down pretty much unchanged since Taylor, Fayol and Weber but has been challenged more significantly in practice than in theory. But these moulds are being broken and our track recognizes this. Organizations are no longer physically or psychologically discrete, or clearly juridically bounded. Many operate primarily in virtual mode and such tropes as “going to the office” are not easily transposed to situations where there is no physical embodiment of “office” or “employees”, or where the “board room” consists of apparently disembodied codes and menus. We wish to encourage contributions that bridge the still-broad divide between grand OS theory and evolving 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, of crisis, disaster and catastrophe. We are as always especially receptive and welcoming to young scholars and first time paper presenters.

Some examples of the types of questions that papers may deal with, or move beyond, are:

  • What Organisational forms can best suit the changing patterns of business and public service needs in the Twenty-First Century?

  • What aspects of organization as presently constituted should be withering away, and what should be safeguarded?

  • What are the implications of virtuality for organisational structure and performance?

  • How can pluralist perspectives help our understanding of management development in increasingly complex and distributed organizations?

  • Why do organizations need to understand pluralist perspectives in relation to individuals, groups and cultural values?

  • What are the music, rhythm, dance 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 OS methodologies and practice?

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

20.  Organizational Transformation, Change and Development

Track Chair
Richard Jefferies

We invite colleagues to send full and developmental research papers, along with symposia and workshop proposals to the OTCD track at BAM2016.

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 not-for-profit and public sectors
  • The social construction of change(s)
  • Resistance to change
  • Project and Programme - driven Change Management
  • Strategic Change Architectures
  • Change impact case studies

If you would like any further information please contact:
Joanne Murphy (joanne.murphy@qub.ac.uk) and Richard Jefferies (richard.jefferies@uws.ac.uk).

   More information on the OTCD SIG

21.  Performance Management

Track Chair
Vinh Chau
 
Track Chair
Luisa Huaccho-Huatuco

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).

  More information on the Performance Management SIG

22.  Public Management and Governance

Track Chair
Dimitrios Spyridonidis

This track invites conceptual and empirical papers from a variety of theoretical perspectives that contribute to the study of public services management and governance. This year, and in line with the conference theme, we especially welcome papers, which explore the value of cooperation and collaboration in the public sector. At the same time, we are also 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;leadership and leadership development in the public sector, emerging governance and partnership arrangements; public-private collaborations; hybrid forms of accountability; markets, competition, choice and the personalization of public services.

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 performance management, innovation and creativity, the intended and unintended outcomes of collaborative and deliberative governance arrangements, paying attention to stakeholder participation and partnerships among multiple actors, clinical engagement, clinical leadership and the involvement of patients in health care improvement.

For further general guidance on the Public Management track please contact Dimitrios Spyridonidis (dimitrios.spyridonidis@henley.ac.uk) or Harry Barton (harry.barton@ntu.ac.uk).

  More information on the Public Management and Governance SIG

23.  Research Methodology

Track Chair
Gail Clarkson
 
Track Chair
Murray Clark

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.

  More information on the Research Methodology SIG

24.  Strategy

Track Chair
George Burt
 
Track Chair
Efthimios Poulis
 
Track Chair
David MacKay

The BAM strategy track welcomes conceptual, methodological or empirical papers that address any aspect, from any discipline or perspective, of 'strategy' and/or 'strategic management' theory and practice. At conference, the track will be a place where scholars can present work at various stages of development, either extending existing lines of thought or running contrary to the mainstream of contemporary strategy research. To this end, alongside conventional submissions, we welcome papers that adopt original perspectives or are intended to encourage novel debate. Moreover, proposals for symposia, workshops and professional development sessions along such lines are also very welcome (including joint submissions with other relevant SIGs/tracks).

Topics we anticipate to be addressed by Strategy track submissions include:

  • Competitive Strategy in mature and emerging economies
  • Business models and value creation
  • Corporate Strategy (including State Owned Enterprise)
  • Business ecosystems, cooperative strategies and new strategic configurations
  • Global and International Strategy
  • Strategic Foresight – theory, tools and practices
  • Impacts of environmental complexity, dynamism and emergence on strategy work
  • Resource Based View and Dynamic Capability
  • Strategic Planning and Decision Making
  • Strategy Implementation (& associated challenges)

(This list is indicative and not exhaustive).

As part of our continuing effort to build a community of strategy scholars through the events and activities of the SIG and track at BAM, we would like to set the expectation for those submitting papers that they will be asked to contribute to the reviewing process in March 2016 (supporting resources will be provided for those unfamiliar with such activities).

For more information on specific research issues please visit the SIG webpage, or for specific queries, please contact any of the track co-chairs.

  More information on the Strategy SIG

25.  Strategy as Practice

Track Chair
Harry Sminia

The British Academy of Management Strategy-as-Practice SIG provides a forum for practitioners and academics interested in organizational practices and activities of strategy making in particular. Practice perspectives uproot the rigidity of the opposition of individual and society in organization studies, inviting investigations of the fabric of organized social life without recourse to static or abstract explanations. Strategy-as-Practice researchers have raised important theoretical and methodological challenges for the study of strategy processes, for instance when investigating the performativity of discourses and actions, the role of material artefacts and bodies, or the situatedness of day-to-day activities within broader socio-historical developments. Practice studies pay attention to the entwinement of relational processes, transgressing orthodox classifications and boundaries that only seemingly isolate actions, individuals, or organizations as clearly defined units of analysis.

The BAM conference provides an opportunity for practitioners and academics from various backgrounds and with different levels of experience to discuss possibilities of strategy research. Owing to the breadth of practice theoretical work, our conference attracts a wide and diverse range of topics and approaches drawing on, or inspired by the ideas of practice thinking. We therefore invite you to join our track at the 2015 BAM Conference and to discuss your empirical work or theoretical ideas in a supportive and vibrant atmosphere and to become part of our growing international community!

For further information about this conference, or about other workshops and activities, please visit our linked-in site (http://www.linkedin.com/groups?gid=4092104&trk=hb_side_g) or our Strategy-as-Practice forum (http://www.sap-in.org).

We are looking forward to your submission and to our discussions in Portsmouth!

  More information on the Strategy-as-Practice SIG

26.  Sustainable and Responsible Business

 
Track Chair
Helen Goworek
 
 
Track Chair
Konstantina Skritsovali

The last 10 years have seen a dramatic rise in the quality of research papers in the area of sustainable and responsible business, with many top journals now regularly publishing articles examining a wide range of topics from this field of study. Companies, governments and NGO's have all been the focus of researchers studying a range of management and business activities. The most recent IPCC report unequivocally linking commercial activity to global warming serves to keep the topic high on the agenda of policy makers and industry leaders alike. Equally, global corporate activity is implicated in exploitation, inequality and poverty in the developing world. This provides a rich area of research for those of us keen to see social and environmental responsibility as an imperative, 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 accountability, responsibility and sustainability in organisations. 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 positive and negative impacts of business on society and the environment
  • Notions of individual and collective choice, action and resistance in the face of competing issues
  • Reconceptualisations and recontextualisations of sustainable and responsible organisation and management.
  • New models of sustainable and socially-orientated business
  • Political dimensions in corporate responsibility
  • Critical studies of businesses performance on social, economic, ethical and environmental measures
  • Studies examining corporate responses to inequalities relating to, inter alia, race, gender, disability, sexuality, and ethnicity
  • 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
  • Strategies for improving performance and accountability for all stakeholders

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 are unsure about submitting to this track or wish to discuss any issues in relation to the track or your submission please do not hesitate to contact:

Track Co-Chairs: Helen Goworek (hg77@leicester.ac.uk);Konstantina Skritsovali (k.skritsovali@mmu.ac.uk)
SIG Chairperson: Antony Alexander (alexandera@cardiff.ac.uk)

  Click for information on the S&RB SIG