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BAM2018 Track Summaries

For BAM2018, 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 BAM2018 Tracks below.

1. 

1.  Corporate Governance

Track Chair
Jia Liu
 
 
Track Chair
Donald Nordberg

 

BAM2018 CG Track Call for Papers: Corporate governance in a time of grand challenges

 

Research in corporate governance comes from an uncommonly wide variety of social science disciplines: business, economics, psychology, sociology, and political science, as well as large glimpses of law and philosophy and studies in general and strategic management that integrate disciplines. The theme of this year’s BAM conference – Driving Productivity in Uncertain and Challenging Times – is pertinent, as it asks us to reflect on the assumptions those disciplines make and how they connect and fail to connect across these disciplines in the rapidly changing operating environment for organisations in the public and private sectors.

Moreover, the conference comes in a time of considerable uncertainty about the macro-political landscape that challenge us afresh to question accepted theories and models.
The 2018 corporate governance track at BAM, therefore, is especially keen to see papers that consciously make connections between disciplines and in novel ways, and those that seek to tie the analysis to contemporary issues in politics, society and economic development with themes in corporate affairs, so as to drive productivity by engaging businesses, communities and government.

We encourage researchers to address new, unexplored corporate governance and corporate governance-related topics, to apply emerging theories and empirical methods, to challenge conventional wisdom and to seek out new data sets.
We take a broad view of this broad field, and so also encourage submissions on traditional topics like board composition, comparative corporate governance, institutional investors and their engagement and activism, executive pay and firm performance, as well as methods of teaching corporate governance, but also ones that connect to the overall conference theme. To stimulate your thinking we suggest a few research questions that may help us re-connect, but not limited to:

  • What changes are required to the governance framework to enhance productivity in both the emerging and traditional sectors, and how should these changes implemented?

  • In a time of increasing collaborative ways of working, when organisational boundaries are blurred, how do with govern firms and processes and prevent value from leaking away from those who help create it?

  • How does the connectedness of directors and/or investors to national political decision-making affect firm behaviour and performance?

  • How might a change in law or regulation under new political structures encourage or discourage a longer-term orientation of policy among directors and/or investors?

  • What are the implications of emerging forms of state capitalism on the contribution of corporations to economic development?

  • What rights, powers, responsibilities and other contemporary and historical experiences can enhance the effectiveness of the board, especially in the particular contexts of developing and emerging markets? How does consistent, externally directed board evaluation affect the group psychology and behaviour of boards?

  • How is board strategy work affected by employee representation on boards?

  • How do enhanced voting rights encourage/discourage short-termism?

  • If market structures encourage trading liquidity, what other mechanisms can be deployed to focus director attention to ethical concerns?

  • If investor activism continues to turn towards insurgency, what are the implications for managerial discretion and the structure of executive pay?

  • In view of Swedish-style investor participation on committees and US-style access to proxy statements, what are the implications of enhanced investor power over nominations of new directors?

2.  Critical Management Studies

 

Track Chair
Ron Kerr

 
 

Track Chair
  Sarah Robinson

 
 

 


 
 

Track Chair
Martyna Śliwa

BAM 2018, Critical Management Studies track call:

We invite papers for BAM2018 from scholars who wish to join, contribute to and develop conversations and debates we have been engaging in at the Critical Management Stream tracks at BAM in Newcastle (2016), and Warwick (2017). We particularly invite both conceptual and empirically based papers, as well as workshop style interventions, which ask difficult and provocative questions of organising, organisations and society at large. Contributions which work towards alternative solutions and ways forward on current difficult or wicked issues or act as a forum for marginalised voices are also encouraged.

 

We are interested in papers which challenge and disrupt conventional mainstream management ideas and theories and which draw on a wide range of other disciplines for theoretical and methodological inspiration. In response to this year’s conference theme, we would like the CMS track to critically explore the paradigm of productivity and innovation. What assumptions about the purpose of organising and work underpin it and how can they be challenged? What are the ‘dark sides’ of the current emphasis of management and organisations on productivity and the associated notions of creativity, efficiency and excellence? What lessons can the history of ‘modernising’, with its infamous reliance on slave and exploitative labour teach us about the links between productivity and innovation on the one hand, and (un)ethical practices and inequalities on the other? What are the costs and risks – for individuals, organisations, society and the natural environment – brought about by the logic of ever harder work, ever more efficient, directed at producing more and more? How do productivity and excellence regimes impact individuals and organisations in both the private and public sector? As advances in automation lead to productivity improvements and gradually decrease the need for skilled labour in many industries, what dangers does this pose for the future of work?

Finally, we encourage papers that reflect on current challenges facing critical scholarship generally but also more specifically that reflect on the experiences of PhD students and Early Career Academics in doing critical work within the increasingly productivity-driven working environments of business schools.

 

3.  Cultural and Creative Industries

 
Track Chair
Aneesh Banerjee

 

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.
  • Impact of digital technologies in cultural industries
  • Resilience in 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 

4.  E-Business and E-Government

Track Chair
Thanos Papadopoulos

 

Track Chair
  Panos Panagiotopoulos

 
 

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
  • smart cities, smart homes, smart manufacturing and smart government
  • virtual reality, augmented reality and artificial intelligence
  • big data, open data, data analytics and data science applications
  • Bitcoin or other applications of Blockchain and digital currencies
  • emerging opportunities and challenges related to topical developments (e.g. cloud computing, MOOCs)
  • 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 Professor Thanos Papadopoulos (a.papadopoulos@kent.ac.uk) or Dr Panos Panagiotopoulos (p.panagiotopoulos@qmul.ac.uk)

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

5.  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

6.  Gender in Management

Track Chair
Adelina Broadbridge
 
 
Track Chair
Corina Sheerin 

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

7. Human Resource Management

 
Track Chair
Stewart Johnstone
 
 
Track Chair
Smirti Kutaula
 
 
Track Chair
Susan Kirk

 

Driving Productivity in Uncertain and Challenging Times (BAM 2018)

 

The HRM track provides a forum for all academics, practitioners and policy-makers to meet and debate critical issues in the management of people. We welcome both full and developmental papers in any area of HRM including empirical studies, theoretical contributions and interdisciplinary papers and, more specifically, those that address the conference theme. We also invite any proposals for workshops and symposia in the field of HRM.

 

  More information on the HRM SIG

 

 

 

 

 

 

 

 

8.  Identity

 
Track Chair
Juliette Summers
 
 
Track Chair
Ali Rostron


BAM 2018: Driving Productivity in Uncertain and Challenging 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. 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.

In this vein, the track has a record of undertaking joint sessions and workshops with, amongst others, the Gender in Management track, Cultural and Creative Industries track, Leadership 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.

The focus of this year's conference invites us to attend to, and reflect on how 'identity' might inform, reflect and/or explicate organisational practices such as creativity and innovation, changing work patterns and ethical practices. We are interested in, but not restricted by our attention to, the following themes:

  • How is identity defined and understood in organizational settings?
  • 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

9.  Innovation

Track Chair
George Tsekouras
 
 
Track Chair
Nick Marshall

 

Innovation scholars have had a long-standing interest in studying the part innovation has to play in responding to complex economic, political, and social changes, recognising that the challenges and uncertainties arising from these are a source of both disruption and opportunity. At the same time, as Schumpeter’s gales of creative destruction remind us, innovation is itself a disruptive force, relentlessly destroying the old to make way for the new. The overall theme of the conference is about driving productivity in uncertain and challenging times. The contributions of innovation scholars to understanding the dynamics of this process continue to be of enormous relevance. The best, probably the only, way to rise productivity without surprising wages and incomes is through innovation and what has been called the ‘high way’ to economic development. And the best, probably the only, way to respond to uncertain and challenging times avoiding a ‘punitive approach’ for the society is through innovation that provides solutions to new challenges. Furthermore, innovation scholars have also increasingly acknowledged that productivity and value-creation can take a variety of forms beyond the economic. There is an emerging recognition of alternative social, environmental, political, and ethical considerations that shape the value-creation process. This broadening out of the innovation agenda comes at an important time as we face ever more complex societal challenges that demand fresh perspectives and novel solutions.The overall conference theme offers an opportunity to explore how the study of innovation can contribute to understanding and ultimately addressing the challenges of our uncertain times. 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. 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

10.  International Business and International Management

 
 
 

Track Chair
Junzhe Ji
 

 

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 internationalisation process;

  • International management issues;

  • International joint ventures, alliances, mergers and acquisitions;

  • International business negotiations;

  • Globalisation 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

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

Track Chair
Qile He
 
 
Track Chair
Albert Jolink

Please read here regarding a mini track for the Inter-Organizational Collaboration - Organizations of Organizations

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 inter-organizational collaborations (IOC) research. In line with the conference theme, we also welcome contributions on IOC which reflect, examine or discuss practices and theories of IOC, especially those driving productivity in uncertain and challenging 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

12.  Knowledge and Learning

 

Track Chair
Daniel Degischer

 
 

Track Chair
 Alexander Kofinas

 
 

Track Chair
Svetlana Warhurst

   


 

Driving Productivity in Uncertain and Challenging Times

Following the recent Teaching Excellence Framework exercise, the snap UK elections, the pulling out of the Unites States from the Paris accord, the TPP and the impact of social media in shaping the public opinion along with the on-going questioning of expertise in decision making in organisations in both the public and private sector, one could argue that the uncertainty that the world is facing is taking new shape and form. There is a need to reflect on the role of management practice and education and its importance in organisational learning and knowledge creation that addresses these new circumstances. What capabilities, strategies and interpretations of knowledge and learning are needed to be successful? How can we know what is productivity? How can we learn about? And what are the opportunities and risks that the above set of circumstances entail? Research that is impactful and can help produce the knowledge and learning which will help practice and, by implication, society at large will be highly significant. Organised by the Knowledge and Learning SIG, this Track aims to facilitate the interdisciplinary development of learning and knowledge in the areas of: management learning, organisational development, organisational 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 manage with specific challenges of knowledge and learning during uncertain and challenging times by incorporating different approaches into recognised knowledge management, management education 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

13.  Leadership and Leadership Development

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

The BAM conference theme for 2018 is ‘Driving Productivity in Uncertain and Challenging Times’ and this theme is echoed in the Leadership and Leadership Development SIG call for papers. The political, social and economic change brought about by disruptive events such as Brexit - together with the complexity and uncertainty they bring with them – have important implications for leadership and leadership development. Such change brings about new challenges for leadership practitioners and for leadership researchers. Some of these challenges and potential solutions are highlighted in the main conference theme (and reflected in our call for papers) but others will no doubt occur to track members. 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:

  • How might an entrepreneurial mind-set benefit practicing leaders, and advance leadership theory such as to drive productivity?
  • How can leadership research make itself more accessible to a wide range of stakeholders, and what is the role of business schools in enhancing academic-business engagement in this area?
  • In the light of current expectations of REF2021, how can leadership impact cases be developed to enhance productivity by engaging with businesses, communities and government?
  • How can we as a discipline ensure that our work remains at the cutting edge of creativity and innovation, and how might that require us to collaborate with other disciplines?
  • What are the ‘Grand Challenges’ facing leaders at all levels in today’s VUCA* world and how can leadership research support them in meeting these challenges?

*volatile, uncertain, complex and ambiguous.

  More information on the Leadership and Leadership Development SIG

14.  Management and Business History

Track Chair
Kevin Tennent
 
 
Track Chair
Roy Edwards

 

BAM Management and Business History Track 2018

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 2018 conference theme, ‘Driving Productivity in uncertain and challenging 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 uncertain and challenging times in the past, whether it be through war, economic crisis, scandal or other disruptions to their activities. Inspired by Fayol, Ford and Taylor managers also attempted to boost productivity, often with mixed results. In this track we specialize in chronologically or longitudinally motivated research. We welcome papers, symposia or workshop proposals 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 uncertainty 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.

This year we 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.

 

Some theoretical and empirical examples of the genre of work that we seek to welcome include:

Maclean, M., Harvey, C. and Clegg, S.R., 2016. Conceptualizing historical organization studies. Academy of Management Review, 41(4), pp.609-632.

Cummings, S. and Bridgman, T., 2011. The relevant past: Why the history of management should be critical for our future. Academy of Management Learning & Education, 10(1), pp.77-93.

Edwards, R., 2010. Job analysis on the LMS: mechanisation and modernisation c. 1930–c. 1939. Accounting, Business & Financial History, 20(1), pp.91-105.

Mollan, S. and Tennent, K.D., 2015. International taxation and corporate strategy: evidence from British overseas business, circa 1900–1965. Business History, 57(7), pp.1054-1081.

Tennent, K.D. and Gillett, A.G., 2016. Foundations of Managing Sporting Events: Organising the 1966 FIFA World Cup. Routledge.

15.  Marketing and Retail

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

 

The marketing and retail conference track encourages submission of full conference and development papers from across the spectrum of both subject areas. Methodologically the track is not solely focussed on quantitative research and welcomes papers from all research methodologies pertinent to marketing and retail scholarship. This year given the SIG’s on-going work with the Chartered Institute of Marketing the track is particularly interested to receive submissions on “marketing-as-practice”, examining marketing praxis, practices and practitioners.

 

 

 

 

 

 

16.  Operations, Logistics and Supply Chain Management

 

 

 

Track Chair
Arijit Bhattacharya

 

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. Contributions to this track aims to generate a new body of knowledge that will assist practitioners to sustain their production and delivery of products and services with cutting-edge research by advancing the understanding of the field of research. The track welcomes high-quality articles presenting original research output including, but not be limited to, the following areas:

  • • Low-carbon supply chain / green supply chain / sustainable supply chain
  • • Energy efficient supply chain/logistics operations
  • • Innovations in supply chain operations
  • • Risk and uncertainty in supply chain
  • • Information systems in supply chain
  • • Supply chain technology (e.g. RFID)
  • • Supply network and supply chain configuration
  • • Supplier relationship
  • • Supply chain integration
  • • Logistics system and distribution network
  • • Warehousing, materials handling and distribution
  • • Reverse logistics
  • • Third Party Logistics / Fourth Party Logistics
  • • Manufacturing Resource Planning / Enterprise Resource Planning
  • • Just In Time operations
  • • Total Quality Management
  • • Lean and six sigma in logistics operations
  • • Synergy among innovation, lean approaches and sustainability
  • • New forms of logistics (e.g. Transformational logistics)
  • • New forms of operations management
  • • New forms of supply chain management
  • • Humanitarian logistics
  • • Cleaner operations in manufacturing
  • • Performance measurement in operations, supply chain/logistics
  • • Purchasing and procurement
  • • Service supply chains
  • • Project management
  • • Behavioural operations management
  • • Operations management and healthcare
  • • Operations management as the practice of management
  • • Operations management, innovation and entrepreneurship

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

17.  Organizational Psychology

 

Track Chair
Karen Maher

 

 

Track Chair
Sumona Mukhuty

 

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

18.  Organizational Studies

 

Track Chair
David Weir

 

 

Track Chair
David Bamber

 

 

Track Chair
Robert Price

 

 

Track Chair
Denis Fischbacher-Smith

 

What is an organization beyond its ontological meaning? The meaning of ‘organization’ in a bounded sense becomes increasingly unclear when we study the pluralism of organizational realities and the complex and dynamic environments within which organizations operate. The traditional organizational mould still largely determines how organizational studies is taught within business schools, and is one which has come down through the ages pretty much unchanged since Taylor, Fayol and Weber. It is important to position organizational studies in a historical sense in order to understand how the research and teaching praxis has developed, and to understand the nature of organizational studies as a discipline in its current form. Given the changing nature of power relationships within and beyond organizational boundaries it is timely to explore and fundamentally challenge the extant parameters within which research is carried out; to incorporate inter-disciplinary approaches in order to not only challenge practice but also to reorient the organizational studies research paradigm.

 

The Track recognizes that organizations are not physically or psychologically discrete, or clearly juridical bounded, therefore, whilst an interdisciplinary approach is an important element of understanding and dealing with complex problems, there are also issues around the role and acceptance of evidence and expertise within the process. There are now a series of challenges to the Academy around the role that evidence plays within the decision-making process, and within this environment experts in practice as well as the Academy have had their usefulness challenged in helping and/or offering advice in relation to dealing with complex issues. This raises some significant challenges for the development of organizational studies research in relation to practice, especially in terms of rejuvenating the validity of evidence based theory and its relevance to teaching within business schools. The issues contiguous to interdisciplinary research may, of course, exacerbate the challenges of business schools operating outside of “traditional” boundaries.

The Organizational Studies Track encourages the exploration of inter-disciplinary research and teaching, and we wish to encourage contributions that discuss:

  • The role that evidence and expertise can play in decision-making.
  • The challenges for burden of proof arguments in areas where the evidence base is fragmented.
  • Is management, both as a profession and an academic discipline, distinctive in nature?
  • Is current work within a REF environment truly inter-disciplinary or is it too superficial to be meaningful?
  • What organizational forms can best suit the changing patterns of business and public service needs in the Twenty-First Century?
  • Diversity and minority group aspects of organisation
  • Emotional dimensions of organisation
  • What organisational forms are suited to research sustainability concerns?
  • What are the implications of virtuality for organisational structure and performance?
  • How can pluralist perspectives and interdisciplinary research help our understanding of how better to teach organizational studies within business school in increasingly complex times?
  • Why do organizations need to understand pluralist perspectives in relation to individuals, groups and cultural values, and how to use interdisciplinary approaches to research in order understand pluralist perspectives?
  • What ways can we move beyond the polarities of research paradigms, and where does this leave organizational studies methodologies and practice?
  • What can organisational studies learn from other fields for example neuro-biology?
  • What can be the impact on organisational studies of research methods like video, body cameras etc?
  • The processes of calculative practices that management education should use in the current post-truth environment where evidence seems to be downgraded.
  •  

19.  Organizational Transformation, Change and Development

Track Chair
Richard Jefferies

 

 

Track Chair
John Mendy

We invite colleagues to send full and developmental research papers, along with symposia and workshop proposals to the OTCD track at BAM2018.

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

20.  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-economic 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).

Possible topics could include, but are not limited to:

  • Developments in performance management and its improvement for particular industrial or commercial sectors,

  • Functional approaches to performance management, e.g. economic, accounting and finance, human resource management, operations management, etc.,

  • Historical successes and failures of performance management approaches or concepts,

  • Performance management issues as not only related to productivity, but also to organizational effectiveness, cultural synthesis, etc.,

  • The emergence, development and acceptance of specific concepts and of particular approaches/tools in performance management,

  • The evolution of performance management debates with changing social, political, economic and environmental contexts.

 

 

 

  More information on the Performance Management SIG

21.  Public Management and Governance

 

Track Chair
Ian Hodgkinson

 

 

Track Chair
  Russ Glennon

 

 

Track Chair
Peter Murphy

 

 


Track Chairs: Dr Ian Hodgkinson (Loughborough University) with Dr Russ Glennon and Professor Peter Murphy

Public management and governance in uncertain and challenging times?

This track invites conceptual and empirical papers from a variety of theoretical perspectives that contribute to the study of public management leadership and governance. This year, in line with the conference theme, we especially welcome papers that explore contextual challenges facing public policy and practice.

Therefore we would like to invite submissions on aspects related to this broad theme, especially: changing policy priorities; multi-level governance; managing in the devolved administrations; environmental management; international and cross border collaborations and the research agenda for an uncertain future.
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; public assurance; managing people in the public sector; networks, cooperation and collaboration; leadership and leadership development in the public sector, changing governance; public-private collaborations; hybrid forms of accountability; and post-code lotteries, markets, competition, choice and the personalization of public services.

For further general guidance on the Public Management track please contact Russ Glennon russ.glennon@ntu.ac.uk, Ian Hodgkinson i.r.hodgkinson@lboro.ac.uk, or Peter Murphy peter.murphy@ntu.ac.uk

  More information on the Public Management and Governance SIG

22.  Research Methodology

 

Track Chair
Murray Clark

 

Track Chair
Sophie Mills

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 and workshop proposals which facilitate active participant engagement, learning and sharing of experiences in a defined aspect of research methodology.

  More information on the Research Methodology SIG

23.  Risk and Crisis Management

 

Track Chair
Denis Fischbacher-Smith

 

 

 

Professor Denis Fischbacher-Smith, University of Glasgow, UK
Professor Moira Fischbacher-Smith, University of Glasgow, UK
Professor Alan Irwin, Copenhagen Business School, Denmark

Issues of risk and uncertainty, and their relationships with the notion of organisational crisis, remain intractable problems for the practice of management and for the development of management theory. The managerial challenges created by these issues have led to the emergence of a number of distinct, but essentially symbiotic, areas of theory and practice that encompass more traditional approaches to risk management but extend into organisational and corporate security, organisational learning, systems ergonomics, business continuity, and resilience. Within these areas, the generation of a series of calculative practices have, in some areas of business and management, been seen to offer a largely technocratic solution to these issues. However, the problems generated by hazardous activities and those that arise from the failure of organisational systems operating in challenging environments, have proved to be intractable issues and, in some cases, have been deemed to be wicked problems. As such, the dominant perspective here will be one of a holistic approach to the issues that seek to break down the various theoretical and professional boundaries that have emerged around such issues as organisational control, business continuity, risk, and security.

The track will consider papers that examine risk, uncertainty, and crisis, through the nature of expertise and expert judgement, the limitations of calculative practices around risk management, the performance of organisations under challenging conditions, and the escalation of organisational failures into crises. Of particular interest are the roles played by organisational, intellectual, and social boundaries in shaping problems around the determination of risk, the processes by which crises develop, and the challenges generated by globalising processes that underpin the generation of risk and uncertainty within organisations.

This track welcomes papers that adopt a multi-disciplinary, integrative and empirical-based approach to dealing with the problems facing organisations in this area. In would especially welcome papers from early career researchers and graduate students who wish to address such issues as either developmental or full research papers.

24.  Strategy

Track Chair
Efthimios Poulis

 

 

Track Chair
  Konstantinos Poulis

 

 

Track Chair
Ioannis Christodoulou

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 (the list is indicative and not exhaustive):

  • Competitive Strategy

  • Corporate Strategy

  • International Strategy

  • Business models and value creation

  • Business ecosystems, cooperative strategies and new strategic configurations

  • Strategic Foresight – theory, tools and practices

  • Environmental complexity, dynamism and emergence

  • Resource Based View and Dynamic Capabilities

  • Strategic Planning

  • Strategic Decision Making

  • Strategy Implementation

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 2018 (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.  Stategy as Practice

Track Chair
Muhammad Amjad

 

 

Track Chair
Nicholas Burton

The British Academy of Management - Strategy-as-Practice Track provides a forum for scholars and practitioners interested in managerial and organisational activities and practices of strategizing at micro, meso and macro levels. We are keen to explore micro foundations of strategic activities in different firm contexts and understand routines and underlying generating mechanisms enabling strategizing. The Strategy as Practice track welcomes theoretically informed empirical research and conceptual papers that analyse and evaluate practices in wide range of strategic processes and in a variety of firms. Strategy-as-Practice researchers believe in pursuit of practice oriented theorizing of strategy practices and practitioners. There are some important knowledge gaps, amomgst others, that need research attention:

  • Strategic routines and underlying practices that impact organizational continuity and / or change

  • Strategic practices and day to day strategizing activities of senior and middle management

  • Strategic activities and practices and their performance implications

  • Use of the Agency, Contingency, Resource-based and interdisciplinary concepts to understand social

  • and business performance outcomes of strategizing in practice.

  • Strategy as Practice in ethical dilemmas

  • Strategy as Practice in socially responsible businesses

  • Role of praxis in shaping strategic practices

 

We fully recognise and appreciate the wide array of perspectives that inform the Strategy as Practice research and BAM 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 2018 BAM Conference and to discuss your empirical research or theoretical ideas in a supportive and vibrant atmosphere and to become part of our growing international community!

For further information about this conference, please visit the BAM 2018 conference webpage (https://www.bam.ac.uk/civicrm/event/info?id=3337). For discussion of any paper ideas, potential workshops or any questions/ suggestions about the Strategy-as-Practice track please contact:

Dr Muhammad Amjad (M.Amjad@Salford.ac.uk) – Co -Track Chair, Strategy-as- Practice

  More information on the Strategy SIG

26.  Sustainable and Responsible Business

Track Chair
Helen Goworek

 

 

Track Chair
Konstantina Skritsovali
 

Sustainable and Responsible Business is becoming a core part of business and management scholarship and practice. Awareness of harmful social and environmental impacts and the role played by organisations in contributing to their creation or their solution has entered the mainstream. Both the concepts of 'sustainable development' and 'corporate social responsibility' have particular heritage that must be studied and critiqued. Such issues are at the heart of the areas of constant concern, such as economic growth, commercial opportunity, innovation, social acceptability and corporate reputation, and many more.

As such, Sustainable and Responsible Business is an interdisciplinary topic, and the conference track includes research scholars from ranging from marketing to operations, strategy to business ethics. The track does not seek ownership of this topic however, as many papers on the subjects relating to sustainability and responsibility appear in other tracks too. The distinct quality of the SRB track is perhaps its interdisciplinary nature.

For this year's conference, we would thus particularly welcome applications that:

  • seek to advance understanding of the scale and importance of social and environmental challenges and the extent to which these are being addressed,

  • seek to explore the advantages of interdisciplinarity in studying SRB (in relation to the overall conference theme at BAM 2018)

  • seek to engage with practice, including specific sectors, cross-sector sustainable or responsible consultancies, government policy, other significant organisational actors.

Such encouragement is only a suggestion of course, as we will welcome the normal, wide range of topics normally submitted to this track.

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: Anthony Alexander (fm10aa@mail.wbs.ac.uk)

  More information on the Sustainable and Responsible Business SIG

 

 

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