PDWs are one of the most popular elements of BAM Conferences. They cover many aspects of business and management scholarship including research, teaching and engagement with practice. All Conference participants will have an opportunity to pre-register for various PDWs on a first-come-first-serve basis.
Please note pre-registration for PDWs will open on the 31st July.
PDWs Round 1 (Virtual day): Friday 1st September (10:15am - 11:45am)
Entrepreneuring and not entrepreneurship? Studying entrepreneurship with a practice theory lens - a workshop
The skill of bouncing back: coaching resilience in postgraduate researchers and early-career academics
In order to strive in academia it is vital that (Postgraduate Researchers) PGRs and (Early Career Academics) ECAs learn to build resilience from adversity at an early point in their careers. The proposed PDW aspires to provide attendees with a professional development opportunity to increase their understanding of what resilience is and to learn techniques that can be used to help turn challenging experiences into opportunities for learning and growth. From the PDW, attendees will take away a developed awareness of the importance of building resilience in academia, some useful, applicable tips on how resilience might be embraced in their own day-to-day work practices, and a personal coaching guide that will be developed during the session.
Prof Maureen Meadows
Maureen Meadows is Professor of Strategic Management at the Centre for Business in Society at Coventry University. She is co-leader of the research cluster ‘Data, Organisations and Society’. Maureen’s research interests include strategic decision-making relating to ‘big data’; the use of strategy tools (including scenario planning) by management teams; mergers and acquisitions; and the implementation of projects such as relationship marketing and customer relationship management.
Prior to joining Coventry University in 2016, Maureen was Head of Department for Strategy & Marketing at Open University Business School. She was previously Course Director for the MSc in Management Science & Operational Research at Warwick Business School. She is Director (Strategy) of the DBA Programme at Coventry University.
Maureen is a Fellow of BAM, a Fellow of BAM’s Peer Review College, and Associate Editor of Long Range Planning. She is co-author of Strategy: Theory, Practice, Implementation (OUP, 2020; 2nd edition 2023).
Dr Iveta Simera
As a professional development coach and mentor, I work with senior scientists, early career researchers, clinicians, and other professionals across scientific disciplines. I have supported aspiring and established research leaders from a number of universities including Oxford, Manchester, King’s, Imperial, Newcastle, and Coventry. I also work with senior leaders who decided to pivot their career through completing advanced degrees such as MBA, DBA and leadership courses while working in demanding roles.
Aside from coaching, I have a longstanding interest in improving the quality, integrity, and usefulness of research. For over 12 years, I played a key role in developing a highly impactful international programme, hosted by Oxford University, aimed at improving the quality of medical research (www.equator-network.org). In 2017 I received the Meritorious Achievement Award for EQUATOR’s work from the international Council of Science Editors.
Prof Mark Saunders
Mark NK Saunders is Professor of Business Research Methods at the Birmingham Business School, University of Birmingham, and currently holds visiting professorships at the Universities of Pretoria (Gordon Institute of Business Science), Mälardalens (Sweden), Surrey and Worcester. He has been awarded fellowships of the First International Network on Trust (2023), the Academy of Social Sciences (2019) in recognition of his contribution to methods and trust research and researcher development. He was elected to Fellow of the British Academy of Management in 2014 and in 2017 was awarded the British Academy of Management Medal for Leadership in recognition of his contribution to doctoral capacity building. In 2021 his textbook Research Methods for Business Students was ranked the most influential business and economics textbook in the World by the “FT (Financial Times) Teaching Power” league table.
Since 2015 Mark has worked at the Birmingham Business School where he has been both Director of Global Engagement and Director of PhD Programmes. He continues to supervise doctoral students and teach research methods and methodology to masters and doctoral students. He has a long-term interest in facilitating research capacity building and doctoral training and supervision having supervised 24 doctorates to successful completion and examined over 30 doctorates.
Mental Health and Well-being: the lived experiences of Academics in UK Business Schools: Implication for Policy and Practice
In this Professional Development Workshop (PDW), we will present our draft recommendations for more effective mental health and wellbeing outcomes for UK business schools.
For this PDW, we will present a summary of the main findings emerging from our research that inform these recommendations. We will welcome the views of BAM members on our findings, and suggestions for university mental health and well-being policy and practice development. An expert panel including members of the Research Steering Group and the Advisory Board for the Project will comment on the main findings and our draft recommendations.
Throughout the Project, we have held PDWs at BAM, and sought the views of BAM members in a ‘small group’ format. For this final PDW, the breakout sessions will be held in an adapted ‘long table’ format, the latter method developed by Prof. Lois Weaver (2003).
Pracademic Reflections on the Role of Real-Life Experiential Projects in Advancing Student Adaptive Competencies in the VUCA Environment
This workshop aims to explore and discuss the phenomenon of competitive and conspicuous consumption, drawing on scholarly work in economic and consumer psychology. The workshop aims to provide an overview of these concepts, and will engage the participants in a series of reflective exercises and discussions to explore and consider the drivers, consequences, and implications of competitive and conspicuous consumption.
The workshop will be divided into four parts: Part 1 will offer an overview of the concepts of competitive and conspicuous consumption, part 2 will examine and discuss the factors that drive these types of consumption behaviours, while part 3 will explore and consider the consequences of these consumption types. The closing section, part 4, will explore competitive and conspicuous consumption from marketers’ and policymakers’ perspectives.
We believe that the workshop will be of interest to BAM delegates since it is linked to a theme that has been looming large in the management literature: The social responsibility agenda in organisations, in particular ethical marketing
How can EDI research disrupt and transform management practices and organisational cultures for a more sustainable future?
Reimagining your ethical voice in found poetry: Poetic engagement for developing ethical leadership as a force for positive change
Does the third sector get a 'fair' share of postgraduate business course curriculum? A panel discussion
Most diversity training efforts are ineffective and even counterproductive in increasing the number of women and minorities in managerial positions and often undertaken mainly with an eye to avoiding liability in discrimination lawsuits or to fulfill public relations goals, rather than to embrace real change.
Despite of the rapid growth of interest in diversity and diversity training, organizations are scrambling to develop training programs. What they fail to realize is the most important factor which is leadership commitment.
Diversity management initiatives are not easy ones to implement. They normally entail emotionally charged responses and are met with resistance. In such uncertain scenarios, managers take cues from top tier management and accordingly exercise discretion in implementing diversity management practices based on their perceptions of top managements’ commitment to diversity.
Hence, top management make and create sense of the outside environment to prioritize diversity management and signal their commitment to other organization members and managers interpret these signals in implementing organizational diversity practices. Diversity management strategies and goals are established at the top hierarchical level, incorporated in organisational strategies but its social and practical aspects are enacted at the functional or work unit levels.
Strategic diversity initiatives are translated into top administration policies which are then dispersed to various departmental groups to help them manage diversity in their workgroup. Even with grand strategic diversity initiatives there can be a dilution at the senior and lower levels thus resulting in only a minor change impact on the existing diversity climate.
The concept of shared leadership is relatively an emerging concept and there has been a shift from leader centric to collective leadership models which focus on more shared influence and the joint leadership actions. Here is where the team leads and managers at various levels can play their part in effective diversity management.
PDWs Round 2 (In-Person): Wednesday 6th September (11am - 12.30pm)
Through modern history, humanity has generated for itself existential threats and challenges. In the 20th century, a generation was fearful of the nuclear war. In the 21st century it is climate. The climate change challenge generates much angst, particularly amongst younger people who feel threatened and betrayed. As professionals – often with the responsibility of teaching the younger generation – we must embrace all of our disciplines to arrest the decline and build a future fit for next generations. Whilst we can teach sustainability through economics, human resource management, finance, etc., we equally need to enrol the natural sciences and the humanities. On the latter, we may ask, what is the role of the arts – whether it be fine art, ceramics, textiles, literature or music?
In this workshop we will take two art forms and consider how they can be used to, on the one hand, mitigate the angst and, on the other, facilitate a just transition to a sustainable future. In the first of two activities, participants will work together and act as art critics looking for climate messages in paintings through time and consider how their messages can be communicated and shared. In particular, artworks will be classified into broad categories of, for example, faithful representation, abstract representation and/or call to action. In the second, participants will build a playlist of music – again, through the ages – that may act as a call to action, awareness raising and/or concede the narrative (some genres are doom-focused). There will be a need to confront unfamiliar genres and at the same time have fun in the arts.
This topical PDW will provide an opportunity to learn more about the benefits, opportunities, risks and challenges associated with digital futures at work that is theoretically informed, empirically evidenced and policy relevant. The PDW leaders are involved in the Digital Futures at Work Research Centre (Digit). Digit is based at the University of Sussex Business School, and Leeds University Business School, and funded by the Economic & Social Research Council. This PDW will draw especially on two of Digit’s research pathfinding projects.
Prof. Greg Bamber, Monash Data Futures Institute & Monash Business School, Monash University, Melbourne, Australia; Associate Fellow, Digital Futures at Work Research Centre & Prof. Jacqueline O’Reilly, Director, Digit Research Centre, University of Sussex Business School
1. How AI is used to support or automate Human Resources (HR) processes
Dr Zahira Jaser, Assistant Prof., University of Sussex Business School; Deputy Director, MBA; Digital Futures at Work Research Centre & Dimitra Petrakaki, Prof. of Technology and Organization; Director of Research and Knowledge Exchange, Department of Management, University of Sussex Business School; Digital Futures at Work Research Centre
2. Survey of employers' digital management practices
Dr Danat Valizade, Associate Professor, Leeds University; Digital Futures at Work Research Centre
3. Discussant: Hayfa Mohdzaini, Senior Research Adviser in Data, Technology and AI, Chartered Institute of Personnel Development (CIPD)
First, we will discuss findings of how Artificial Intelligence (AI) and other algorithms have increasingly been used to support or, even entirely, automate Human Resources (HR) processes including job interviews. Online interviews vary in their degree of automation; they can rely on AI to schedule, track, conduct and even assess interviews with job applicants. Although much discussion has focussed on the effectiveness of these technologies in making accurate decisions and on their embedded bias, little is known about how job-seekers, especially those who enter the labour market for the first time, experience this AI-mediated process and the impact it has on their perceptions of themselves and of work.
Second, we will discuss findings from a major, nationally representative survey of employers' digital management practices. The potential impact of digitalisation on the future of work and employment is high on policy agendas. Drawing on this research, we will explore different types of digital investment by employers and consider how these impact on HR practices, employer provided training, employee autonomy and the extent of algorithmic control in workplaces. We will include three issues: the extent of employer investment in AI-enabled digital innovation and employers’ use of data analytics; the impact of such investment on management strategies regarding worker control and autonomy; and the impact on jobs and employee voice.
As academics strive to achieve a professorship, their career path is often relatively clear, well guided and supported. However, once the level of professorship is achieved, abide after the initial celebrations, the future might be less clear on how to build on the professorship and develop their careers going forward. Often new professors are unclear of what the possible professorial career trajectories are and how they might achieve them.
This workshop is designed to support new professors in developing their careers. The workshop will draw on the experience of established professors who have chosen different career pathways and then provide time for reflection, discussion and peer support/networking. This workshop is aimed at individuals who were promoted to a professorial position within business and management within the last five-years, but others are welcome to attend, as they feel appropriate.
This workshop should be of interest to BAM delegates, particularly those seeking to become or have recently become professors. This workshop will provide insights and bring new professors together with a view of developing a network of support for them. We anticipate that the workshop will attract an audience of academics who have an interest in managing their career pathways. Participants will come from a range of disciplines within the area of business and management as well as ancillary discipline areas management and leadership.
This Professional Development Workshop (PDW) aims to provoke thinking and generate discussion on the current and emerging trends in innovation studies and innovation management. It includes editors of the leading innovation journals and questions them regarding the current ‘state of the innovation nation’ and where the field is heading. Innovation has grown from a niche interest to a concept that is referred to throughout the management areas and is one of BAM’s largest communities. With success comes plurality. What is the core of innovation at this point? How is it distinguished from entrepreneurship or strategy? What are the emerging trends in topics as milestone interests like disruption and open innovation mature? How is innovation interpreted in differing international contexts, with frugal innovation and eco innovation challenging the traditional Anglo-American notions of new value? What are the research opportunities for ‘dark innovation’ or new forms of social value across diverse local and national systems?
We envisage attendees of early, mid and senior career levels taking away inspiration and new ideas and directions for their research, having engaged with the leading editors in the innovation field. We plan a panel format with lightning talks from our Editor guests, followed by questions and comments from the audience. We also plan social and networking time following the session. We expect a strong attendance of 40-50 attendees across the Innovation SIG as well as drawing from others such as strategy, entrepreneurship, creative industries etc.
This expert-led workshop run by The Case Centre is an invaluable opportunity for delegates to find out more about case writing. It is suitable for those who are new to case writing as well as more experienced case writers who are looking for fresh ideas and insights.
Participants will learn what makes a good teaching case, tools and techniques of case crafting to enhance the learning experience of their students and the benefits of writing a teaching note. The instructor will illustrate best practice and provide useful hints and tips on the secrets of successful case writing. The session will be interactive and participants will be encouraged to share their case writing experiences.
The Case Centre is the independent home of the case method. We are dedicated to advancing the case method worldwide, sharing knowledge, wisdom and experience to inspire and transform business education across the globe.
Education and careers: Understanding our educational experiences and impact through use of the BAM MKE "SEEL Model"
This in-person PDW will support you to discern your educational impact for the purposes of career progression-promotion.
We will examine the nature of educational impact, drawing upon both Boyer’s (1991) scholarships and the BAM MKE “SEEL model” (Anderson and Mallanaphy, 2020) with the intention of co-constructing enriched understanding of how we might define, identify, create, and nurture opportunities for educational and scholarly impact, to support career-progression.
Following an overview of the “SEEL model” and Boyer’s (1991) scholarships, we will collectively focus upon these models while also considering our collective experiences of educational impact and scholarship. We will then discern how we might individually or collectively contribute within these areas, reflecting on these discussions to consider future actions. Such actions will help shape the agenda to advance a broader definition and understanding of the nature of, and activities/outputs that generate, educational impact in global Business Schools.
The workshop will be of value to all colleagues that are interested in how we might generate impact through our educational activities, and those interested in the theory and practice of education scholarship. The PDW will therefore be relevant to colleagues on a teaching/education-focused career track/pathway, a research-focused track/pathway or academic managers with responsibility for academic progression/promotions.
INNOPLAY aims to CO-CREATE and promote a culture that can foster PLAY. Their aim is to make the University a place where learning is created and nurtured through joy, engagement, and play, where learning to solve problems and overcome obstacles is a reward in its own right. Play-enabled teaching has proven to be beneficial in improving students’ perception of learning and subsequently their learning experiences and outcomes (Cardenas-Moncada et al., 2020; Mohamad et al., 2020; Thi Van Pham et al., 2021;).
Higher Education is subject to increasingly stressful and demanding workloads and expectations in a hypercompetitive and performance-based system. This, alongside various other environmental stressors, may arguably lead to a reduction in creativity whilst promoting stress, mental ill-health, poor time management, and performance. This holds true for both students and educators. Playful learning is increasingly recognized as both a fundamental part of the human experience and a paradigm to improve pedagogical practice. INNOPLAY aims to co‑create and promote a culture that can foster play within the University by creating capacity for awareness, uptake, and exposure of play and playful learning.
Their programs are designed to help explore and learn by doing how play and design mindset can be used to make in-person and online learning more engaging. Participants will be challenged to develop a positive and open mindset, while simultaneously practicing and activating their creative confidence. The idea is to ‘explore entrepreneurship through the practice of play’, thus, INNOPLAY runs playful sessions throughout the year with a wide variety of themes and uses many different types of games. Through the activities, participants get to practice creativity, teamwork, and communication skills and have fun.
Collaborations and partnerships across multiple stakeholders have become important mechanisms for achieving Sustainable Development Goals (SDGs) (UN, 2015). As one of the UN SDGs, Goal 17 (Partnership for the Goals) targets strengthening of the collaborative approaches and partnerships in driving and providing resolutions to sustainability challenges.
This PDW is a collaboration between three BAM SIGs, Sustainable and Responsible Business SIG, Inter-Organisational Collaboration SIG, Performance Management SIG, and offers an opportunity to learn a cutting-edge approaches and techniques for multi-stakeholder collaboration towards SDGs.
The PDW will provide an opportunity to showcase the best practice in supporting collaboration towards SGDs through: (a) aligning diverse perspectives of stakeholders; (b) measuring performance and impact of collaborations as a pathway for SDGs; (c) learning approaches through collaboration and impacts towards suitability. The event will have a number of short illustrative presentation of the techniques and approaches to support partnership for goals. The PDW will conclude with an interactive session where the workshop participants will be asked to consider a number of practical scenarios and to develop effective collaborative strategies for impact.
Audience: Academics, Early career researchers, doctoral students, practitioners
Dr Polina Baranova
Associate Professor of Strategy and Sustainability, Derby Business School, University of Derby, UK
Co-Chair of Sustainable and Responsible SIG at BAM
Professor Paresh Wankhade FRSA, FCMI
Professor of Leadership and Management, Edge Hill University Business School, UK
Deputy Chair of Performance Managment SIG at BAM
Dr Sanne Bor
Postdoctoral researcher, LUT University, School of Business
Mikkeli University Consortium, Finland
Co-Chair of Inter-Organisational Collaboration SIG at BAM
The constitutive role of accounting and finance in sustainability organising: Conversations with accounting and finance scholars
Be professional, be developmental, be kind: The art and craft of peer-review for publications and grant applications
Reviewing is a critical scholarly role that enables the academic knowledge creation system to work. The PDW will help participants to:
- gain insights on how to prepare a professional, developmental and constructive review
- hear from journal editors and board members what makes a review effective and impactful
- become a better author by learning how reviewers think and act
- learn how to enhance your critical analysis skills
- become a more effective contributor in the knowledge creation process
Apart from the general perspective of reviewing, we will have specific distinct perspectives, covering reviewing of refereed papers in general, grant applications, research methodology reviewing, and special focus on BAM and other leading journals.
Connecting Minds: Fostering Inclusion, Diversity, Equality and Respect through Collaborations in Gender and Management Research
Networking in conferences is often daunting for PhDs and Early Career Researchers due to the lack of established connections and status in the field. In addition, the intersection of their early career stage with gender, class, ethnicity, race, and immigrant status may inhibit them from approaching certain academics at the expense of widening their academic circle. To counteract these barriers and create an inclusive networking space, the BAM Gender in Management Special Interest Group (GiMSIG) is excited to propose a unique Professional Development Workshop (PDW) at the upcoming BAM 2023 conference. The PDW, titled “Connecting Minds: Fostering Inclusion, Diversity, Equity and Respect through Collaborations in Gender and Management Research” aims to provide a platform for academics, doctoral students and early career researchers interested in gender and management research to connect, collaborate, and promote diversity in the field. The event is structured to provide one to one networking platform between academics, PhDs, and Early Career Researchers and offers equal opportunities for networking amongst all the participants.
The PDW will feature an engaging in-person speed networking format where participants will have the opportunity to engage in focused conversations with a diverse group of academics representing various backgrounds, including research expertise and ethnicity. Through this format, we aim to provide and facilitate meaningful connections, foster collaborations, and promote diversity in gender and management research.
As an outcome, we envision participants taking away not only new research ideas and insights but also an expanded network of colleagues from diverse backgrounds, promoting interdisciplinary and inclusive research in the field of gender and management. We believe that this PDW will contribute to the professional development of attendees by fostering connections, promoting diversity, and facilitating collaborations.
Visual Methodologies, Hand's On: practical tips for interviewing with photographs and analysing visual data