www.euram2005.de

Tracks for EURAM 2005

Paper submissions should be addressed to the selected tracks of EURAM 2005. Paper submissions will be reviewed by the track chairs and reviewers assigned to the tracks. All papers must be submitted via the online paper handling and reviewing system, which is provided on the EURAM 2005 website.

Outstanding papers will be proposed by track chairs to the program committee for consideration as best paper. The award will be made during the official conference dinner.

Submissions of papers: 15 February 2005 -- Notification of authors: around 15 March 2005 (depending on the feedback of the individual track chairs)

Important: To submit a paper,

• follow our style guide to format your paper and prepare it for submission, and
• register in the conference management tool to submit your paper.
• Once your submission has been accepted for presentation at EURAM 2005, at least one author of the paper has to register to the conference, pay the registration fee, and commit to present the paper on the EURAM 2005 conference.
  

Some adjustments to the following list may be made in the next weeks.
Note: If you are a track chair and want to change your announcement, please send your modifications to track@euram2005.de

IMPORTANT: The contact person for each track is printed bold in the following list.

1 Just Identity: Reflecting and Responding to Difference (<< top of page)

Alison Linstead, Department of Management Studies, University of York, Heslington, York, YO10 5DD, Tel: (44) (0) 1904 432694 Fax: (44) (0) 1904 433431, Email: aml500@york.ac.uk

Christine Coupland, Nottingham Business School, University of Nottingham, UK
Nic Beech, Graduate School of Business, University of Strathclyde, UK
David Sims, CASS Business School, UK
Cliff Oswick, Leicester Management Centre, University of Leicester, UK
Phyll Johnson, Graduate School of Business, University of Strathclyde, UK

Identity is always in play. Never fixed, often fragmented, identity is accomplished by drawing on resources which are shaped through processes and performances and is always dynamic and subject to change. Furthermore, identity has a socially relative dimension in that it is in relation to the Other - identities of others are constructed and ascribed in the same processes through which individual and organizational identities are accomplished and established. Identities have consequences for others.

In this stream we see issues of identity right at the heart of the conference theme of responsible management and invite the consideration of how we develop responsible identities which take into account relations and consequences for others - identities which we may ascribe to others unfairly, which may imprison or limit them in the way in which racial stereotypes do; identities which may demand too much of ourselves or others causing stress and collapse, such as messianic or heroic identities; identities which may oppress others or contribute to perpetuating our own repression. We want to consider whether and when identities may be considered to be just and fair.

As Lyotard puts it, there is always a dimension of unspoken difference, a différend, between one set of representations and another, even when they appear to be complementary - something which remains irresolvable even when all other issues have been homogenised. Identity similarly rests on some form of radical differentiation which remains different. The question then is of how identity can be ethical. If we can never fully do justice to the ideas and identities of the other, can we nevertheless find ways to build just relationships and organizations which reflect and respect difference. Bauman in both Postmodern Ethics and Postmodernity and its Discontents has argued that we do not do this well - we either consume and absorb the other (anthropoemically) or seek to eradicate them utterly (anthropophagically) as our need for freedom from uncertainty overturns the rights of the other for freedom and our capacity to cope with uncertainty.

Freedom is both an ethical relation and a power relation. Identities are one means by which we seek to achieve the freedom to claim our rightful place in society - which means our rightful place in the world of the other, whilst allowing the other space to claim their rightful place in our world.

Power and ethics have received relatively little consideration in studies of identity. In seeking to develop an ethics of identity, we therefore invite contributions which:

" Consider the ethical consequences of drawing on particular types of identity resource
" Explore the relational aspects of identity formation and maintenance
" Take explicit consideration of ethical issues in identity formation and performance
" Consider issues of freedom, power and responsibility
" Examine professional, organizational, group, individual, dyadic or even national identity from a relational responsibility perspective
" Take perspectives which may be realist, psychoanalytic, postmodern, interactionist, postcolonial, deconstructive, materialist, case-based, feminist, political, symbolic, discursive or other…. but have a critical dimension.
" Analyse workplace relations at any level, including new and emerging forms and dynamics
" Theorise forms of identity change in relation to responsibility
" Consider relations between organizations, and between organizations and stakeholders.
" The role of the virtual in identity and ethical relations.
" The role of embodiment in identity and ethical relations
" Consider the actions that actors in organizational settings can or should take when facing dilemmas and ethical puzzles that arise through identity-work

This theme and list are not intended to limit contributions but to offer fruitful ideas to spark common discussions across the disciplines. We welcome empirical and theoretical papers which both deal with the theme directly or papers that deal with identity more broadly. We are particularly keen to hear from new researchers and PhD students.

2 Responsible Management as Identity in Practice (<< top of page)

Lin S. Lerpold, Stockholm School of Economics, Institute of International Business, Holländargatan 32, Box 6501, SE-113 83, Stockholm, phone: +46 8 736 93 74, cell: +46 739 81 42 50, email: lin.lerpold@hhs.se

Davide Ravasi, Bocconi University, Viale Isonzo 23, 20136, Milano, Italy. Tel. +39.02.5836.2540, Fax: +39.02.5836.2530, E-mail: davide.ravasi@unibocconi.it

Guillaume Soenen, EM Lyon, 23, av. Guy de Collongue BP 174, 69132 Ecully Cedex, France. Tel. (33) 4 78 33 79 29, Fax (33) 4 78 33 79 27, Mail : soenen@em-lyon.com

Johan van Rekom, Faculteit Bedrijfskunde, Erasmus Universiteit Rotterdam, Postbus 1738, 3000 DR Rotterdam, the Netherlands. Tel. (31) 10 4081967, Fax. (31) 10 4089011, email: jrekom@fbk.eur.nl

Research on corporate social responsibility and financial performance has produced mixed results. Consistent responsible behaviour over time seems to be driven more by organizational identity - members' shared beliefs about what the organization is and stands for - rather than by expectations of future material earnings. Indeed, an examination of organizational processes underpinning the establishment of socially responsible managerial practices may increase our understanding of the relationships between collective self-perceptions and representations, organizational policies and social practices. Our track will welcome proposals that investigate interrelationships between organizational identity and practices, with a particular - but not exclusive - interest on social responsibility, environmental sustainability, etc.

Possible subtopics include:

• Collective self-perceptions and the formulation of organizational strategies: how do internal interpretations of "who we are as an organization" shape how organization respond to rising strategic, social and environmental issues?
• Collective practices and organizational self-definitions: what are the relationships between "what we do" and "who we think we are"? How do organizational practices shape organizational identity and the other way around?
• Managing alignment between external beliefs and internal aspirations: How do organizations manage external expectations (for responsibility, sustainability, etc.) that seem to collide with established practices, values, and assumptions about the role of business in society?
  
• Organizational identity and environmental changes: How do organizations respond to environmental changes that seem to question the viability or the sustainability of enduring identity traits?
  
• Is social responsibility a credible and appealing rallying call around which a shared organizational identity can emerge? What does it take for an organization to build or be attributed a 'socially responsible' identity?

3 (IR-) Responsible Leadership (<< top of page)

Sonja A. Sackmann
Institute of Human Resources and Organization Research Department of Economics, Management and Organization Sciences University Bw Munich, Werner-Heisenberg-Weg 36 D-85577 Neubiberg, Germany
Phone: +49 (89) 6004 2697
Fax: +49 (89) 6004 3293
sonja.sackmann@unibw-muenchen.de

Rainer Marr, Institute of Human Resources and Organization Research Department of Economics, Management and Organization Sciences University Bw Munich
rainer.marr@unibw-muenchen.de

Leadership has been of concern since many decades. Business cases such as Enron, Tyco and WorldCom in the U.S., Bearings Bank in the U.K., Ahold in The Netherlands, Pramalat in Italy, and Mobilcom in Germany have raised the issue of responsibility. What happened so that well respected companies suddenly had to declare bankruptcy, turning from reported success to huge failure? How could some people deceive and betray the investment community, employees, shareholders, customers, suppliers and even auditors in such magnitude? Why did existing governance structures fail? How could well respected and accomplished business leaders behave in such a way that - in hindsight - can only be characterized as irresponsible and/or fraudulent?

This track wants explore our knowledge about (ir-)responsible leadership so that cases like the above including environmental disasters like the Valdez in Canada or human tragedies like the Ferry Estonia can be prevented in the future.

We welcome papers that address issues of (ir-) responsible leadership with recent research, predominantly empirical and that focus on different perspectives and levels of analysis including the institutional and cultural environment, the corporate and organizational level (e.g., issues of corporate governance, social responsibility, strategic decision making), the group level (e.g., relational and cultural issues), and the personal level (e.g., (ir-) responsible conduct and underlying values, etc.). In addition, we look forward to papers that address issues of (ir-) responsible leadership applying different paradigms and research methodologies, e.g., investigating antecedents and consequences, exploring relational and contextual issues, or researching the dynamics and discourses involved. We look forward to stimulating discussions of multiple voices that will help us to better understand what it takes for leadership to be considered responsible in different contexts and circumstances.

4 Responsibility in Public Management (<< top of page)

Irvine Lapsley, University of Edinburgh, Institute of Public Sector Accounting Research
William Robertson Building, 50 George Square, Edinburgh EH8 9JY, UK
Tel.&Fax: +44 131.650.3790
Irvine.Lapsley@ed.ac.uk

Fabrizio Panozzo, Ca' Foscari University of Venice, Department of Business Organization and Management Studies, Fondamenta San Giobbe, Cannaregio 873, Venezia 30121, ITALY Tel. +39 041 2348700, Email: f.panozzo@unive.it

In the twilight of the New Public Management movement issues of ethics and moral responsibility appear to be rising as the new imperative for public sector organizations. Throughout the last decades, the whole issue of responsibility in public management has been couched in the language of managerial accountability. The underpinnings of "good" public management were thought to reside in the calculability and neutrality of values such as efficiency, effectiveness and quality. Such transplant of business enterprise's ethos has become increasingly difficult to perform after the moral crisis in which the free market systems has plunged together with its cultural apparatus. The vanishing of such a glamorous role model is probably just one of the motives for the shift in political and regulatory concern that we are now witnessing in public management.

With this track we would like to suggest an exploration of this shift which we see as characterized by a (re)discovery of the ethical dimension of public management. Now that ideals of social responsibility and collective interest are back and high on political agendas, we have the opportunity to try and shed some light on what makes public management public. Ethical responsibilities for the collective good are at the core of such specificity and they now constitute an intellectual challenge for those engaged in the study of public management. We thus invite our colleagues to respond to that challenge by contributing to this track with papers dealing with the multifaceted notion of responsibility in public management. We hope to see it illuminated from different angles of the social and human sciences: the managerial of course but also the political, the sociological and the philosophical.

We aim to attract reflective thinking on the "ethical turn" in public management and on the different shapes that it takes exploring, without being limited to, topics such as:

• The relationships between the Corporate Social Responsibility trend in the public sector and responsibility in public management;
• The political concerns for corruption, the measures that it promotes and the consequences that it has on public management;
• The role of the various technologies of calculation and control in measuring responsibility and making it verifiable;
• The role of managerial techniques in general in providing incentives for ethical behavior in public organizations;
• The political role of public managers, the managerial role of politicians and the balance of responsibility between them;
• Responsibility, reputation and risk management in public organizations;
• Formal responsibility, administrative procedures, internal audits and the neo-bureaucratization of the public domain;
• The role of international organizations and NGOs in the diffusion and standardization of ideas of transparency, public ethic and responsibility.

5 Careers, Stress and Mental Health (<< top of page)

Yehuda Baruch, School of Management, UEA, Norwich, NR4 7TJ UK Email: Y.Baruch@uea.ac.uk

Shimon L. Dolan, ESADE Business School, Ramon Llull University, Avenida Pedralbes 60-62, 08034 Barcelona SPAIN, Email: Dolan@esade.edu

James Campbell (Jim) Quick, College of Business Administration, University of Texas at Arlington, Texas 76019-0377, USA, Email: jquick@uta.edu

Organizations and people in the 21st century face challenges rising from ever increasing complexity and dynamics resulting from fierce competition on the industrial battlefield. As skills become obsolete, individuals are striving to "de-learn and re-learn" in order to add continuing value to organizations. This constant effort, along with other career problems such as career deadlocks and career plateaus, contributes to a significant rise in stress, anxiety and subsequently affecting the state of mental health of employees at all organizational levels. Mental health has a significant relevance for people's career and vice versa. The track will provide a platform for research in the emerging area of both careers within the changing work context, and its implications for individual physical and psychological health. Various career and mental health themes such as emotions at work, misfit between personalities and career choices, promotion policies, career and stress are relevant for the track. The track invites papers that deal with theory as well as theory development, and with individual career concepts, their association with mental heath, and organizational career strategy, policy and practice. The track will accept both innovative conceptual frameworks and empirical studies pertaining to the theme at individual, organizational and society levels.

6 Ethics and Organizational Processes/Practices (<< top of page)

Martin Kornberger, University of Innsbruck, Austria, Email: martin.kornberger@uibk.ac.at

Chris Carter, University of St. Andrews, Scotland
Stewart R. Clegg, University of Technology, Sydney, Australia
Stephan Laske, University of Innsbruck, Austria
Silke Seemann, University of Innsbruck, Austria

Aligned with the conference theme "Responsible Management in an Uncertain World" the proposed sub theme focuses on the embeddedness and enactment of ethics in organizations. Arguably, looking at recent scandals form Barings Bank to Enron, Parmalat etc organizations develop routines, cultures, behaviours and ways of doing things that often result in unethical behaviour.

Facing a practical as well as academic challenge that business ethics represents for researchers as well as practitioners, this sub-theme seeks to discuss current rule-based governance approaches to business ethics and their link to organizational practices, behaviour and culture. Furthermore, it seeks to analyze the effect of business ethics on vital organizational issues such as trust, legitimacy, commitment and performance ("ethics pays") to name but a few. Rather than focusing on abstract and rule based code of conducts we want to scrutinize how ethics is enacted, embedded in and translated into organizational practices.

7 Design in the 21st Century: The Business of Responsibility (<< top of page)

Caroline Davey, Art & Design Research Centre, School of Art and Design, The University of Salford, Centenary Building, Peru Street, Salford M3 6EQ, United Kingdom
Tel: +44 (0)161 2953577, Fax +44 (0)161 2956174, Email: c.davey@salford.ac.uk

Andrew Wootton, School of Art and Design, The University of Salford, Centenary Building, Peru Street, Salford M3 6EQ, United Kingdom, Tel: +44 (0)161 2952693, Fax: +44 (0)161 2952693, Email: a.b.wootton@virgin.net

Tore Kristensen, Department of Marketing, Copenhagen Business School, Solbjerg Plads 3, C3 2000 Frederiksberg Denmark, Tel:+45 3815 2100, Fax: +45 3815 2100 Email: tore@kristensen.mail.dk

Paolo Migliavacca, Bocconi University, "G.Pivato" Department of Management, Viale Filippetti 9 - 20122 Milan, Italy, Tel +39-02-58363620, Fax +39-02-58363691, Email: paolo.migliavacca@unibocconi.it

Angelo Russo, Bocconi University, "G.Pivato" Department of Management, Viale Filippetti 9 - 20122 Milan, Italy, Tel +39-02-58363620 Fax +39-02-58363691, Email: angelo.russo@unibocconi.it

Corporate Social Responsibility (CSR) literature tends to concentrate on corporate governance issues, such as internal business structure, management style, reporting methods and investment. Consequently, it is possible to portray CSR efforts as simply "window dressing" (Hardjono and Marrewijk, 2001). Furthermore, this 'management-centred' approach to CSR ignores the potential for business to shape society through its design interventions-the products, environments, services and
systems it creates.
Design is more than simply a form-giving activity-it is a strategic issue related to changing from existing to preferred states (Simon, 1997). Design is concerned with imagining how things can be different, and transforming strategic aspirations and desired futures into reality.
Design has a long history of addressing issues relating to social responsibility. This includes: design for the real world, ecodesign (Whiteley, 1993), inclusive design, design for all, design for disability, and more recently, eco-efficient innovation and design against crime.
The use of design to address social, environmental, economic and political issues may be termed 'Socially Responsible Design' (SRD). SRD interventions, whether focused on the individual or wider society, move beyond economic and consumerist considerations to embrace ethical, emotional and humanitarian values (Davey et al, 2002).
A focus on design makes CSR relevant to all businesses, not just the global players. Design innovations in the field of SRD can be 'disruptive innovations', capable of promoting the emergence of new industrial/business clusters, and influencing the competitiveness of established industries. It is evident that Socially Responsible Design is more than just a source of competitive advantage, but in some markets is becoming the price of entry.

Topics

The track will consider both empirical and theoretical papers, and encourages contributions exploring
different business/industry sectors and countries. The track welcomes papers on the following topics:

• Design and crime
• Design and counter-terrorism
• Design and social inclusion
• Design and health
• Design and education delivery
• Design, democracy and government
• Design and fair trade
• Design and ecology
• Eco-efficient innovation and design (e.g. fuel-cell technologies)
• Disruptive innovation
• Radical design
• Design, consumerism and society
• Design, business ethics and morality
• The economics of responsible design and innovation
• Design, planning & sustainability
• Responsible design processes and methodologie
• Global design futures

Participation is welcomed from researchers, academics, practitioners and policy-makers involved in design, innovation, management and issues of social responsibility.
For further information, please visit http://www.sociallyresponsibledesign.org

8 Non-Profit Management (<< top of page)

Dieter Witt, Dienstleistungsökonomik (Services Management), Technische Universität München, Tel.: +49 8161 71-3402, Fax: +49 8161 71-4537, Email: dieter.witt@wi.tum.de

Co-Chair
Prof. Dr. Bernd Helmig, Universität Fribourg/Schweiz, bernd.helmig@unifr.ch

The management of Nonprofit Organizations (NPO) is a young field of research gaining increasing attention in recent years. Social sciences refer to them as elements of the "Third Sector" in the economy. They offer goods and services which are not covered by the government ("First Sector") and the market ("Second Sector") and play a significant role in our society. NPOs require a specific management, because of their organizational characteristics. Unlike companies, NPO do not aim at maximizing profits, but at maximizing benefits for their members and/or clients by lobbying, communication and the production of different services. Therefore, the objectives of NPO differ widely from those of companies. NPOs are not primarily financed by selling services, but by member contributions and donations. The financial instruments are therefore not comparable with companies. The input of volunteers is another important characteristic of NPO leading to the necessity of different concepts for human resource management. Also, many NPO are not hierarchically, but democratically structured, which can be a challenge to the organizational design and theory. The performance of NPO can only partly be measured in money. NPO act in an environment of tremendous social, economic, business, technology and other changes in our society.
The papers in this track will stimulate the further discussion of how responsible NPO management will help them to prepare for the future. Scholars from economic, social and political sciences are welcomed to present their research findings related to the management of NPO. Particularly positive will be the dissemination of theories, empirical findings and concepts from the non-profit to the profit sector and vice versa that EURAM conference enables.

9 Accumulation and depletion systems to capture firms' heterogeneity (system dynamics)(<< top of page)

Carmine Bianchi, Università di Palermo, Faculty of Political Sciences., E-mail: bianchi@unipa.it

Edoardo Mollona, Department of Computer Science, Faculty of Mathematical, Physical and Natural Science, Università degli Studi di Bologna, Mura Anteo Zamboni, 7; 40127 Bologna, Italy, Tel +39 051 209 4883, Email: emollona@cs.unibo.it

John Morecroft, Adjunct Associate Professor of Decision Sciences, London Business School, London Business School, Regent's Park, London NW1 4SA, United Kingdom, jmorecroft@london.edu

Graham Winch, University of Plymouth Business School, Plymouth PL48AA, UK, Email: Graham.winch@pbs.plym.ac.uk

The Resource-Based View of the firm (RBV) hinges upon the idea of investigating the essence of a firm's characteristics by looking at the bundle of resources that constitutes it. From the original framework, scholars have increasingly enriched RBV perspective. In particular, an interesting avenue along which RBV has evolved concerns the idea of conceptualising firms as resource accumulation systems. First, firms could be considered as systems because their heterogeneity stems from many interconnected resources, rather than from a single asset [Dierickx and Cool, 1989].

Second, the very concept of capability, or competence, has a systemic flavour. Amit and Schoemaker propose that capabilities are grounded in organisational processes that are developed over time through complex interactions among firm's resources [1993]. In this sense, capabilities appear, using a chemical metaphor, as compound assets [Schendel, 1994]. Along these lines, Sanchez and Heene [1997] suggest that the task of managers, rather than, or in addition to, deployment of single resources, is the shaping of a distinctive personality grounded on a holistic perspective of the firm's assets.

Capitalising on such perspectives, we suggest that an intriguing point of view to address firms' heterogeneity would be to use computer simulation. The use of a feedback-oriented computer simulation model as a virtual laboratory offers the opportunity to analyse the circumstances under which competencies arise or/and are destroyed in organisations. Simulation studies allow the conduct of theoretical experiments to articulate ex-ante hypotheses on how firms come to build, maintain, and adapt idiosyncratic resource endowments.

10 Strategy development and dynamics (<< top of page)

Patrick Regnér, Institute of International Business, Stockholm School of Economics, Box 6501, SE-113 83 Stockholm, Sweden, Tel: +46 (0) 8 736 9516 or +46 (0) 8 736 9500, Email: patrick.regner@hhs.se

Michael Mayer, University of Edinburgh, Management School and Economics, William Robertson Building, 50 George Square, Edinburgh, EH8 9JY, United Kingdom, Tel: + 44 (0)131 650 8358, Email.: Michael.Mayer@ed.ac.uk

Leif Melin, Strategy and Organization, Jönköping International Business School
P.O. Box 1026, SE-551 11 Jönköping, Sweden, Tel: +46 36 156446 or +46 708 856446
Email: leif.melin@ihh.hj.se

An important question for strategic management is how strategy develops in terms of activities, routines and capabilities. This track seeks to bring together researchers from various disciplines for a discussion of these factors in relation to the development and dynamics of strategy. The track will build on two research directions that are increasingly capturing the interest of the strategy field.

One emphasizes the micro-processes of strategy, investigating the detailed day-to-day activities and practices in organizations and the way these are shaped by social structures and processes. The other view focuses on how firms build and renew capabilities. A principal motive is to reveal how social and collective learning processes and activities produce knowledge that becomes embodied in routines.

Both perspectives take an interest in how specific activities, practices, routines and capabilities relate to macro-level strategy outcomes. They focus on how individuals and organizations actually do strategy and manage the trade-off between building new strategies and refining existing ones.

The track will consider empirical as well as theoretical papers and encourages contributions investigating diverse contexts (countries/sectors), including comparative approaches, and papers based on various methodologies. It will include different theoretical perspectives (social/sociological, dynamic capabilities/evolutionary, resource/knowledge-based, institutional, cognitive/sensemaking, power etc.) and various themes and topics such as:
" Strategy-/Decision-making
" Capability and practice development
" Exploration/exploitation trade-offs
" Change and inertia
" Implementation
" International aspects (MNCs, infant multinationals, etc.)
" Responsibility and citizenship
" Strategists' role(s)
" Social and political influences.
" Entrepreneurship/strategy creation
" Strategy origins

11 A stakeholder perspective on financial markets; Managing reputation, investor relation, corporate governance and leadership (<< top of page)

General Track Chairs:
Pietro Mazzola, Full Professor of Strategic Management, Director of the Master of Investor Relations e Financial Analysis Program, IULM University, Milan
Saverio Bozzolan, Associate Professor of Business Economics, University of Padua, Padua
Rosa Chun, Lecturer in Reputation Management, Director of the Master of Corporate Communications and Reputation Management Program, Manchester Business School, Manchester

Special sub-track on banks and financial institutions chairs:
Alessandro Carretta, Full Professor of Financial Institutions Management, University of Tor Vergata, Rome
Franco Fiordelisi, Lecturer in Financial Institution Management, University of Roma TRE, Rome
Daniele Previati, Full Professor of Financial Institution Management, University of Roma TRE, Rome

Contact addresses:
Pietro Mazzola, Economics and Marketing Dept., IULM University, Milan, Tel. +39.02.89.141.2750, Fax. +39.02.89.141.2770, e-mail: pietro.mazzola@iulm.it
Claudia Gabbioneta, Economics and Marketing Dept., IULM University, Milan, Tel. +39.02.89.141.2747, Fax. +39.02.89.141.2770, e-mail: claudia.gabbioneta@iulm.it
For sub-track on banks and financial institutions:
Prof. Daniele Previati, University of Rome TRE, Via Ostiense 139, 00155 Rome, Italy, tel. +39 06 5737 4084; fax: +39 06 5737 4093; e-mail: previati@uniroma3.it

The recent wave of corporate scandals has highlighted reputation as a critical variable affecting analysts' and investors' behaviour and consequently the capacity of gathering financial resources for supporting the realization of corporate strategies. Previous research seems to indicate that reputation on financial markets is affected by corporate disclosure, corporate governance and leadership. Yet the relationships between the four issues and how these relationships affect the related capacity of gathering much needed financial resources for supporting the realization of company's strategies are still to be systematically investigated and discussed. These issues have assumed a relevant importance especially in the financial services industry: on one side, banks and other financial institutions have now to create value not only for their shareholders, but also for different stakeholders; on the other, they play an important role in screening and monitoring corporate reputation. Thus a special sub-track will be focused on this industry.

Topics include:

• reputation measurement on financial markets: the starting point to effectively manage reputation on financial markets consists on measuring the reputation companies actually join on these markets. How can companies measure their reputation on financial markets? Are the existing research tools adequate to catch financial analysts' and institutional investors' judgements? How can they be adapted to better reflect the prospective of the financial community?
  

• reputation management on financial markets: reputation is a critical variable affecting the capacity of gathering resources on financial markets. How can companies manage effectively their reputation on these markets? How can they improve their reputation? Which are the most significant variables affecting the development of reputation on financial markets? What do financial analysts and institutional investors base their judgement on? Has reputation management become more difficult after the wave of corporate scandals?

• investor relations and reputation management on financial markets: boundary-spanning activities, such as public relations and investor relations, help companies develop favourable impressions with resource providers. Investor relations can be defined as a set of communication activities aiming at providing financial analysts and institutional investors with information about company's performance and growth opportunities. But how can investor relations help to improve reputation on financial markets? How important is the quality of investor relations to build and manage reputation? How can companies evaluate the quality of their disclosure? In this respect, should firms look only at the contents of the information provided or should they consider "soft" elements as well?

• corporate governance and reputation management on financial markets: Compliance to national regulations and code of conducts are considered a minimum requirement by analysts and institutional investors. What seems to make the difference, however, is not the establishment of corporate governance structures and mechanisms per se, but reassuring external audiences about the effective functioning of these systems and structure. But what does effective corporate governance structures mean? Why should companies disclose information about the effective functioning of corporate governance structures and mechanisms? Under which circumstances can corporate governance structures and mechanisms affect perceptions on financial markets?

• leadership and reputation management on financial markets: ultimately financial analysts and investors seem to trust people more than plans. Whether and how top managers personally engage in relationships with the financial community seems to have considerable impact on the capacity of companies to gather consensus. Is the personal reputation for past achievements of CEOs likely to reassure analysts and investors about the capacity to deliver promised results in the future? How important is that CEOs have a profound knowledge of the business, its key value drivers and its fundamental economics in gathering the consensus of the financial community? Is the capacity to satisfactorily answer unexpected questions about the business more important than visionary rhetoric?

• financial services industry (special sub-track): financial institutions have to cope with new relevant management issues to create value for different stakeholders. How can they reconcile value creation for shareholders with value creation for all stakeholders? How can they manage new emerging issues, such as intellectual capital, corporate governance and business ethics? How can they manage their corporate reputation on financial markets? How can they regain shareholders' trust?
  
  

12 E-Business: Adding Value (<< top of page)

Jennifer Rowley, School for Business and Regional Development, University of Wales, Bangor, Gwynedd, LL57 2 DG; UK, Tel: +44 (0) 1248-382167; Email: j.e.rowley@bangor.ac.uk

Kathryn Waite, School of Management School, University of Edinburgh, 50 George Square, Edinburgh EH8 9JY; UK Tel +44 (0)131 650 8345, Email: k.waite@.ed.ac.uk

The aim of this track is to assess the extent to which ICT's are evolving to add value to institutions, industries, practices and behaviours within the public and private sectors. It takes as its basis the concept of the value chain: a framework that disaggregates and focuses on the discrete stages involved in the production of goods and services. This framework may be applied at an industry, organisational or functional level (for example, the supply value chain, the communications value chain etc).

This track invites papers from both practitioners and management researchers who are critically evaluating the impact of digital technologies on internal and external links both within production stages and between suppliers, channels and buyers. In particular, multi-disciplinary approaches that debate the value that e-business practices and theory can contribute to stakeholders such as societies, economies, businesses, public sector organisations, consumers and citizens, are welcome.

The track aims to promote synergy and evolving interaction between theory and practice, and welcomes papers that adopt methodological stances, such as analytical case studies, industry analyses, human communication interaction studies and ethnographic studies that are consistent with this approach. Papers in the track will be grouped under the following four session titles. We welcome both theoretical and empirical papers. Both regular full papers, and‚ ‚work-in progress papers' are welcome.

Topics include:
1. E-business models and strategies:
-ICT evolution
-e-business application development
-e-tailing, e-banking and e-service delivery (Business to Consumer)
-organisational forms, including virtual organisations
-e-service quality
-knowledge management
-m-commerce
-data warehousing and data mining

2. Managing linkages
- channel management
- value added networks
- global business
- e-logistics
- e-supply chain
- e-CRM systems

3. Communication and Consumption
- e-marketing
- online marketing communications and branding
- on-line consumer behaviour
- e-loyalty
- e-communication
- e-entertainment
- digital content marketing

4. E-societies and Economies
- electronic markets
- e-commence in specific countries (developed and developing)
- network markets
- partnerships and alliances (business to business)
- e-government and e-citizenship
- legal, political, ethical and privacy issues
- e-learning

The best papers will be reviewed for inclusion in a special issue of Information and Management.

13 Information Systems, Sourcing And Strategic Agility (<< top of page)

Edward Bernroider, Vienna University of Economics and Business Administration (Austria)
Niels Bjørn-Andersen, Copenhagen Business School (Denmark)
Tilo Böhmann, Technische Universität München (Germany): boehmann@in.tum.de
Helmut Krcmar, Technische Universität München (Germany)
Volker Stix, Vienna University of Economics and Business Administration (Austria)
Leslie Willcocks, Warwick Business School (UK)

Today's enterprises leverage IT infrastructures for achieving operational excellence, reconfiguring value networks, or facilitating global communication and coordination of knowledge workers. As information systems (IS) are now tightly integrated with business processes there is a growing awareness that IT infrastructures are essential in shaping the strategic agility of an enterprise
External providers play a key role in providing such IT infrastructures in large and medium-sized enterprises. While research on sourcing decisions suggests that cost-cutting is the dominant driver for outsourcing IS there seems to be little awareness for improving strategic agility through external providers.
Current technological advances (e.g. web services, grid computing) promise to enhance the flexibility of IT and, particularly, the scope for sourcing selected services from external providers. Furthermore, IT services seem to migrate to new, global delivery models that leverage international comparative cost advantages and resource flexibility.
These developments could put IT service providers in the position to offer their customers more flexible services (e.g. on-demand-services) that increase the agility for evolving and adapting their IT infrastructure to match changing business needs.
How well firms achieve greater agility with IS and can leverage external services for this purpose critically depends on their approaches to IT decision making, e.g. in budgeting for acquiring and operating IS. The need for strategic agility thus needs to be reflected in methods for IT infrastructure assessment and decision making.
We invite conceptual and empirical papers that investigate how enterprises increase their strategic agility through IT infrastructures and discuss IT decision making and the role of external services in this context.

Possible contributions may include, but are not limited to the following:

• Drivers for agility in electronic value systems, value chains, and value webs
• IT Governance and strategic agility
• Sourcing and investing in agile IT infrastructures
• Managing IT infrastructure for agility
• Managing IT projects and agility
• Designing and managing IT services for agility
• Designing and managing service delivery architectures for agility
• Managing multi-shore delivery models for agility
• Economics of strategic agility and flexibility
• Evaluating the agility of IT infrastructures
  
  

14 Performance management (<< top of page)

Mike Bourne, Centre for Business Performance, Cranfield University School of Management, Cranfield, Beds. MK43 0AL, UK, Tel +(44) 1234 754919, Email: m.bourne@cranfield.ac.uk

Performance measurement and the Balanced Scorecard have recently received much attention. Today, traditional financial and accounting systems are being replaced by more balanced performance measurement frameworks, being more externally focused, inclusive of diverse stakeholders and forward looking. There is still an interest in how to design, implement and use such systems and frameworks, but the debate is moving onto "how does performance measurement integrate with other organisational management systems and processes?" "does performance measurement have a positive impact on performance?" "if not, under what circumstances is performance measurement effective and not effective?"

This track will look at performance measurement theory and practice across both the public and private sectors. Subjects will include: -

" The design, implementation and use of performance systems
" Performance measurement context, process and content
" Performance measurement frameworks
" The development of performance measurement systems
" Updating and refreshing performance measurement systems
" Measure and measurement system review practices and audit techniques
" The impact of performance measurement on intermediate factors and on overall organisational performance
" Theoretical developments in performance measurement
" Critical appraisal of measurement frameworks
" Dysfunctional aspects of performance measurement
" The use of performance measurement in public sector and not for profit organisations
" The link between performance measurement and strategy
" The link between performance measurement and the planning and budgeting processes
" The link between performance measurement and compensation
" The measurement of intangible assets
" Performance measurement across supply chains and extended enterprises
" Forward looking measures and predicting performance

15 Management of Projects: Reconciling Uncertainty and Responsibility (<< top of page)

Svetlana Cicmil, Bristol Business School, University of the West of England, Bristol BS16 1QY, UK, Tel. +44 (0)117 3283464, Email: Svetlana.cicmil@uwe.ac.uk

Damian Hodgson, Manchester Business School, University of Manchester, Manchester M60 1QD, UK, Tel. +44 (0) 161 306 8791, Damian.Hodgson@manchester.ac.uk

Aljaz Stare, Faculty of Economics, Ljubljana, Slovenija, Phone: +386 31 366 644, fax: +386 1 589 26 98, Email: aljaz.stare@siol.net

Mihaly Görög, University of Economic Sciences and Public Administration, Budapest, Hungary, Email: gorog@bke.hu

Otto Zieglmeier, IPMA, GPM German Association for Project Management, Email: OZ_CONSULT@t-online.de

The management of projects has in recent years risen to a new prominence, with projects seen as critical to economic success in both the private and public sector. The explanation behind such an expansion of project based work is frequently associated with new challenges and opportunities brought about by technological developments (particularly IT), shifting boundaries of knowledge, dynamic market conditions, environmental regulations, changes in organisational thinking and strategic directions, the drive towards shorter product life cycles, customer involvement, and increased scope and complexity of inter-organisational relationships. The impact of projects on contemporary society is immense. At the same time, however, this expansion of projects and project management beyond their traditional heartlands of construction and engineering has also led to new challenges to the discipline, and by implication to organisations and individuals.

In this context, the conference theme 'Responsible Management in an Uncertain World', is one which has particular resonance for projects, given the intrinsic future orientation of projects. On the one hand, the primary function of the project manager may be seen as the assumption of responsibility for successful accomplishment of the project. However, the nature of contemporary projects renders this responsibility highly complex, given the range of stakeholders whose interests need to be balanced in the typical project. At the same time, the extent to which the project manager can control and be held accountable for project success is also a highly contestable topic, given the uncertainty and complexity of cross-disciplinary and cross-organisational projects. The challenge of reconciling responsibility and uncertainty in project settings is therefore the focus of this track. In response to this challenge, we would encourage in this track analyses and insights into projects and their management from across the range of management disciplines.

Topics include:

• Stability, instability and uncertainty in projects
• Managing complexity and chaos in contemporary projects
• Control and the limits of control in project management
• Rationality and emotion in the management of projects
• Collaboration and cooperation in multidisciplinary projects
• Knowledge and knowledge management in project environments
• Responsible and effective education for project managers
• Project-based change management
• Professionalisation, authority and accountability in project management.
  

This is an indicative list of subtopics - all abstracts which relate to the broader theme would be welcome. All papers submitted to the track will be double-blind reviewed, and authors will be notified by March 15th 2005. We encourage the submission of both theoretical and empirical work. All papers presented in the track will be considered for a special issue of the Project Management Journal based around the track theme, to be published in late 2005. If you do not wish your paper to be considered for the special issue, please inform the track chairs.

16 Gender, diversity and management (<< top of page)

Beverly Dawn Metcalfe, Centre for Management and Organisational Learning, University of Hull, Hull, HU6 7RX, Tel: +44 (0) 1482 466396, Email: b.metcalfe@hull.ac.uk

Elaine Swann, Public Sector Change and Leadership, Management School and Institute of Women's Studies, Lancaster University, Lancaster, LA1 4YX, Tel + 44(0) 1524 593310, Email: e.swan@lancaster.ac.uk

Caroline Gatrell, Critical Management, Management School, Institute of Women's Studies
Lancaster University, Lancaster, LA1 4YX, Tel + 44(0) 1524 593310, Email: g.gatrell@lancs.ac.uk

Gender and gendered power relations are major defining features of most organizations and managements. These arrangements are not just structured by gender but pervaded and constituted by, and through gender; at the same time, organizational and managerial realities construct and sometimes subvert dominant gender relations. These social dynamics have implications for the social process of management in creating and sustaining responsible management behaviours and attitudes that are inclusive, not exclusive. This is especially the case in the new enlarged Europe. The economics and politics of gendering transition, and the implications for management systems and structures are important features that need to be critically evaluated as Europe moves towards greater democratization and liberalisation. We welcome contributions from scholars from a broad range of disciplines: economics, psychology, sociology, and development theorists as well as organization and management academicians who share an interest in advancing theoretical understanding and policy aspects of gender management and diversity research in Europe. Subjects could include:

" The contribution of gender, diversity and work/family relations to the overall conference theme of responsible management
" the gender structuring of management and organizations
" gender and leadership
" gender and careers
" work/life balance
" intersections of gender, race, ethnicity and management/organization
" comparative institutional frameworks governing gender and employment
" gender and employment policy
" gender and public sector management
" the presence, absence and development of policies on gender, gender equality and diversity in the enlarged European community
" cross-cultural and transnational research on gender issues
" the specificity of European contributions to gender in management, and impact of European gender systems on management,
" gender and work identities
the gendered process of doing research and researching gender and management in European organizations

17 Management and the Arts (<< top of page)

Pierre Guillet de Monthoux, Stockholm University, Tel: +46 8 162907 Fax:+46 8 327854, Email: pguille@attglobal.net

Luca Zan, Bologna University, Tel: +39 051 2098077, Fax: +39 051 2098074, Email: lzan@economia.unibo.it

Joining Track Chair:
Wendelin Küpers, Lehrgebiet Betriebswirtschaftslehre, insbesondere Personalführung und Organisation, University of Hagen, Profilstraße 8, D-58084 Hagen, Germany, Tel. +492331/987-4905, Email: Wendelin.Kuepers@Fernuni-Hagen.de

The contamination between management and the arts has shown interesting developments in the recent past. While ten years ago it would have been difficult to find papers or books by management scholars drawing on arts organisations and vice versa, increasing interactions between different professional communities can be found, where management experts deeply interact with musicians, museologist, performers etc. A similar process is clearly part of the wider extension of economic discourse to arts organizations, where the need to economize within the crisis of welfare is a possible reason for such an increasing interest. From another perspective, it is linked to the issue of how value will be created in the future.

Interestingly enough, most of the research in the new area takes a much more sympathetic view towards the arts, both politically and methodologically. Two perspectives could here be discerned: First there is the critical approach implying that working on these organisations could be seen as a way to question many of the views of mainstream management which are taken-for-granted, under a variety of approaches that are "happening" in the research: from a critique of managerialization processes of arts organisations based on managerial rhetoric, to the understanding of internal inconsistency of management studies in themselves, to the study of organisational aesthetics and creativity processes that these organisation can highlight more than others. Secondly there is a constructive approach whereby the arts are taken as model for value creation. Many European states have launched programmes for design geared at making their industries creative. This can again be seen as attempts to find new resources based on aesthetics and the interpretation of both heritage and visions for the future produced by artists. What have been the effects of these attempts? Have mew economic resources emerged in consequence of such approaches? Can art and artists help discover and create sustainable new resources for a future European Economy?

18 Innovation, Creativity & Design (<< top of page)

Philippa Ashton, Design Management, Faculty of Arts, Media & Design, University of Staffordshire, United Kingdom, Tel +44 [0] 2476 466561, Fax +44 [0] 2476 466561, Email: P.C.Ashton@staffs.ac.uk

I-Heng Chen, Institute of Human Resource of Management, National Sun Yat-sen University, Taiwan

John Bessant, Professor of Innovation Management and is linked with the Operations and Project Management Group´, Cranfield University

Bettina von Stamm, Cranfield School of Management, Cranfield University, The Old Rectory, The Green, North Wootton, Norfolk, PE30 3RD, Tel: +44(0)7767 428 457, Email: bvstamm@london.edu;

Jing-Jyi Wu, Department of Education, National Cheng-chi University, Taipei, Taiwan, R.O.C., Tel 886-2-2332-8166, Fax 886-2-2332-5445, Email: jjwu@saec.edu.tw

Se-Hwa Wu, Graduate Institute of Technology and Innovation Management, National Cheng-chi University, Taipei, Taiwan, R.O.C., Tel: 886-2-2939-3091#88627, Fax 886-2-2938-2207, Email: sehwa@nccu.edu.tw

Innovation remains a key topic for a manager's agenda - and therefore an important topic for academics around the world. There has been much research, primarily from the fields of economics, operations management and marketing, and increasingly also from fields of organizational behavior, strategy and design/design management, but there remains a wide gulf between the acknowledgement of the need to become more innovative, and the ability to translate that need into action and reality. For example, in a survey undertaken by the innovation and creativity consultancy Synectics in 2003, 80% of participants declared innovation to be of high importance to their organization, but only 4% feel their organizations to be superior at it. While creativity is a long-established topic in management research and an acknowledged first step for innovation, the role of design and designers in the context of innovation is much less understood and explored.
The disconnect between need and ability to meet that need poses important challenges for academia and practitioners alike,

• First, understand what prevents companies from translating intent to reality,
• Secondly, develop insights, tools, techniques, approaches that enable managers to improve their company's innovation performance
• And finally, to find ways to disseminate existing knowledge better
  

Papers that are based on industry-collaboration are particularly welcome and we would like to encourage submissions from academics and practitioners alike.

Topics include:

• Processes to enhance and embed creativity in individuals, teams and organizations
• Pre-requisite for (traits of) innovation, creativity and design at the individual, team and organizational level (e.g. teams, collaboration, knowledge sharing, attitude towards risk and failure, leadership style)
• Understanding and measuring the impact of innovation
• Gaining buy-in into, and involvement in, innovation
• Balancing the needs of day-to-day operations with those of innovation (e.g. what are the right levels of innovation and investment in innovation)
• Successful management of innovation from conception to implementation (e.g. managing end-to-end processes, locus of responsibility for innovation)
• Under-utilized levers for supporting innovation (e.g. the use of designers)
• The strategic role of design
• The role of design and design management in innovation
• Implications of the economic importance and the particular challenges of innovation, creativity and design for education and educational institutions

19 Corporate Governance (<< top of page)

Morten Huse, Norwegian School of Management (BI), Tel: (+47) 91809234, Fax (+47) 6755 7677, Email: mhuse@online.no

Scientific Convening Team:
Jonas Gabrielsson, Norwegian School of Management BI/University of Lund, Sweden
Johanna Kujala, Tampere University of Technology, Finland
Theo Postma, Faculty of Management and Organization, University of Groningen, Netherlands
Rudi Rozman, Faculty of Economics, University of Ljubljana, Slovenia

Administrative Convening Team/Contact adresses:

Lise Haalien, Norwegian School of Management BI, phone (+47) 6755 7000, fax (+47) 6755 7677, e-mail: lise.m.haalien@bi.no
Jon Erland Lervik, Norwegian School of Management BI, phone (+47) 6755 7141, cell (+47) 9750 0161, fax (+47) 6755 7677, e-mail: jon.e.lervik@bi.no

For this year's corporate governance track at the EURAM conference we particularly encourage submissions that help expand our knowledge of corporate governance in terms of context and process. First, studies that locate corporate governance in context, and address international, comparative dimensions of corporate governance, including the variations within Europe. Second, studies that considers the societal role of firms in terms of stakeholder perspectives and Corporate Social Responsibility. Third, we encourage studies that look at actual board behaviour and the internal working processes of how boards perform their roles.

There is an increasing attention for stakeholder relations, corporate social responsibility (CSR) and issues related to transparency and accountability, we can see in the field of corporate governance research a tendency to open up the black box of board characteristics - firm performance relations by studying dynamics and processes. We encourage submissions from various theoretical underpinnings; from agency theory, resource dependency, stewardship theory, perspectives on stakeholders, power, learning, to contributions that draw upon various core disciplines from sociology, psychology, economics etc.

Topics include:

• Corporate governance designs: Development, evolution and use of corporate governance codes, laws and practices, policy issues and policy consequences of corporate governance (e.g. consequences of the Sarbanes-Oxley Act), new forms and paradigms of governance, the evolution of corporate governance theory and practice
• Stakeholder issues, corporate social responsibility (CSR), corporate citizenship, corporate political activity, ethics, work democracy and employee board representation
• International perspectives on ownership, boards and governance: Comparative studies, corporate governance in transition economies, corporate governance reforms in various countries, international corporate governance, governing international and multinational corporations
• Ownership issues: Ownership types, ownership dispersion, closely held firms, family businesses, venture capital, cooperatives, etc
• Board accountability, board roles and value creation: Balancing different perspectives
• Board members and board composition: Selection, competence, compensation, characteristics and configuration, including diversity and gender
• Evolutionary and contextual perspectives on boards and governance: Firm size, non-profit organization, life cycle, industry and industrial environment, firm resources, etc
• Behavioural perspectives on boards and governance: Processes and dynamics inside and outside the boardroom, interactions, power, rules and norms, leadership and structure, decision-making, learning and evaluation, board development, conflict, trust, independence, etc
• Research methods: New and venture some approaches to studying corporate governances

Format of the track: To organize the various contributions and promote knowledge dissemination, the track will contain sessions in the following formats:

• Pre-conference with a focus on behavioural perspectives on boards, where we request pre-registration (jon.e.lervik@bi.no).
• Showcase sessions - paper presentations without discussants, with central contributions/invited speakers
• Paper presentation sessions - presentations of well-rounded papers with discussants around a joint topic
• Interactive sessions - roundtable discussions of papers-in-progress with discussants giving developmental feedback on each paper.
• A poster session - some papers are selected for poster presentations. Poster sessions give the best opportunity to discuss individually contributions by the authors. A working paper that is not directly related to other papers, may be selected for a poster session.
  

20 Open Source and Open Innovation (<< top of page)

Paul A. David , Stanford University and Oxford University, Department of Economics, Stanford University, Stanford CA, 94305-6072, Fax: +01 650 725 5702, Email: pad@stanford.edu

Joachim Henkel, Institute for Innovation Research, Technology Management and Entrepreneurship, Ludwig-Maximilians-University Munich, Kaulbachstr. 45, D-80539 München, Phone: +49 89 2180 2986, Fax: +49 89 2180 6284, Email: henkel@bwl.uni-muenchen.de

Michèle Morner, University of Eichstaett-Ingolstadt, Auf der Schanz 49, D-85049 Ingolstadt, Phone: +49 172 753 4666, Fax: +49 841 937 1942, Email: michele.morner@ku-eichstaett.de

Henning Madsen, Department of Management and International Business, The Aarhus School of Business, Haslegaardsvej 10, DK-8210 Aarhus V, Denmark, Phone: +45-89486352, Fax +45-86157629, Email hem@asb.dk

Margit Osterloh, University of Zürich, Plattenstrasse 14, CH-8032 Zürich, Phone: +41 1 634 28 40, Fax: +41 1 634 49 42, Email: osterloh@iou.unizh.ch

Ralf Reichwald, Technical University of Munich, Institute for Information, Organization and Management, Leopoldstraße 139, D-80804 München, Phone: +49 89 289 24800, Fax: +49 89 289 24805, Email: reichwald@wi.tum.de

John P. Ulhøi, Department of Management and International Business, The Aarhus School of Business, Haslegaardsvej 10, DK-8210 Aarhus V, Denmark, Phone: +45-89486459, Fax +45-86157629, Email: jpu@asb.dk

Please contact:

• Joachim Henkel for "Empirical work on open source and opne innovation in a commercial context"
• Michele Morner for "The open source process: Management, organization, motivation"
• John Ulhoi for "Theoretical work on open source and open innovaton in a commercial context."

During the past couple of years, there has been a growing interest into the phenomenon of open source innovation, i.e. innovation that is based on non-proprietary knowledge. Such innovation processes are typical for open source software, i.e., software governed by licenses that allow the user to read the source code of the software, as well as to modify and to redistribute it. Beyond software, open source practices have been observed in industries as diverse as iron production, chemistry, and machinery.

Standard economic wisdom holds that innovators should protect their innovations in order to maximize private returns. Yet, open source projects receive contributions from both hobby developers and commercial firms - without a direct monetary reward. Moreover, open source innovators make no attempt to prevent free-riding, which has been one of the concerns of classical collective action theorists. This track deals with the Why and the How of such open innovation processes, i.e., with motivational and competitive as well as with managerial and organizational aspects.

Why innovators would turn their private knowledge into a public good is a particularly startling question in the case of commercial innovators. A potential motive is the chance to benefit from informal development collaboration. Other motives might be signaling, standard setting, and motivating employed researchers. But whatever the initial motivation, free revealing enables open source development processes. Potential gains from such processes are considerable: they strongly reduce transaction cost compared to a regime of commercial licensing, and allow for efficiency gains due to a reduction of double work. In fact, the ascent of open source software gave rise to various new business models. For these, a crucial issue is the extent of openness: what to protect and what to make open source, and for the latter case, which open source license to apply.

How open innovation processes work is an equally intriguing question, no matter if the programmers involved are hobbyists or employed developers. In open-source software projects programmers collectively develop software via the Internet in a decentralized, highly interactive, knowledge-intensive, apparently unmanaged process. In the wider field of management research, open source is increasingly mentioned as a new model for disseminating knowledge resources, producing innovation, motivating volunteers, as well as for coordination and organizing. It thus poses a challenge to conventional management theories.

This track aims at bringing together researchers working on these issues. Interdisciplinary discussion is strongly encouraged - we invite researchers from economics, organization theory, innovation management, strategic management, information systems, sociology, social psychology, and law to submit papers. There is no restriction with respect to methods - we welcome empirical studies, theoretical models, and institutional analyses.

Subtopics:

(a) Competitive and commercial aspects of innovation based on open source practices

• Development of open source software by commercial firms
• User innovation communities in a commercial context
• Free revealing of inventions by firms: antecedents and consequences
• Publication of research results by firms in academic and/or technical journals
• Informal cooperation with competitors - opportunities and limits?
• Potentials, limitations and necessary conditions of open source innovation across sectors
• The effect of increased openness in technology innovation with respect to organizational boundaries

(b) The open source development process

• The open source process: management, organization, leadership, success factors
• Open source software as user innovation; comparison to other user innovations
• How does increased cooperation affect individual values and work responsibilities?
• The role of information technology in replacing formal and informal organizational mechanisms
• Community building in open source software projects: To what extent open source software projects can be characterized as social movements?
• Intellectual property: choice and effectiveness of open source licenses
• The impact of software patenting on open source software production
• Applicability of the open source model in other fields and in management in general
  

21 International Business and Entrepreneurship (<< top of page)

Vanessa Ratten, School of International Business, Queensland University of Technology
Brisbane QLD 4001, Australia, Email: v.ratten@qut.edu.au

Mary Han, School of Business Management. Ryerson University, 350 Victoria Street, Toronto, Ontario, M5B 2K3, Canada, Email: mhan@ryerson.ca

Isabell Welpe, University of Munich, Institute for Information, Organization and Management
Ludwigstraße 28 VG II, DE80539 München, Germany, Phone: +49 89 202 38 774 , Phone: +49 179 125 5709, Fax: +49 89 87 62 65, Email: isabell.welpe@t-online.de

Firms can become international through a number of different entry modes such as wholly owned sub-sidiaries, alliances, exporting and foreign direct investment. They can choose to enter a number of countries and at various stages of their organizational life cycle. The way in which firms enter international markets and maintain their market position, decide which countries to enter, and choose when to enter forms the basis of their internationalization strategies. Some firms engage in a strategy of acquiring local firms in order to gain market share whilst others enter into joint ventures in order to gain knowledge about the local business environment. Others operate in a few countries whereas some are truly global. Firms internationalize at inception and some only do so after maturation. The vast array of choices available to firms indicates that their internationalization decision is really one of strategy. The fact that these choices are dynamic and ever changing indicates that they can be seen as one of entrepreneurship.
For this year's international business & entrepreneurship track at the EURAM conference we intend to invite competitive research papers and case studies that contribute to our understanding of this emerging field of international entrepreneurship. We especially welcome papers that develop and build theory, employ innovative and rigorous research methodologies, and identify international best practice.

Topics include:

• Internationalization process of entrepreneurial firms: Theoretical models, the role of the manager and strategic decision making process(es), firm resources and capabilities, social, human and intellectual capital
• Competitive strategies of new ventures, SMEs and 'born globals'
• Internationalization strategies of entrepreneurial firms:. International marketing, market entry, networks and alliances, mergers and acquisitions of young firms across borders, timing and pace of internationalization
• Comparative studies for cross cultural differences in new venture internationalization
• Performance implications of international entrepreneurship: Boon or Doom.
• The role of trade agreements for firms' internationalization decisions & the impact of government regulation and institutional development on new venture success
• Emerging markets for entrepreneurship (i.e. China, India, Eastern Europe, Ukraine, etc.)
• State of the art in international entrepreneurship research methodology
• And related topics

Format of the track: To organize the various contributions and promote knowledge dissemination, the track will contain sessions in the following formats:

• Pre-conference round table discussion on the frontier of international entrepreneurship research with leading distinguished panelists including Erkko Autio, Leo Dana, Pavlos Dimitratos, Michael Dowling, Hamid Etemad, and Marian Jones - pre-registration required (welpe@bwl.uni-muenchen.de)
• Networking sessions with venture capitalists- rare opportunity to network with leading European venture capitalists - pre-registration required (v.ratten@qut.edu.au)
• Paper presentation sessions - paper presenters discuss each others papers within respective sessions around a joint topic
• Interactive sessions - roundtable discussions of papers-in-progress with discussants giving developmental feedback on each paper.
• Poster session - A working paper that is not directly related to other papers, may be selected for a poster session.

Publication of best papers
Best papers will be published in a Special Issue of a leading international journal.
We will also consider papers for publication in a high-profile Reference Book.

22 The management and growth of closely held firms and family businesses (<< top of page)

Ugo Lassini & Carlo Salvato, Strategy and Management Department - ISEA, Bocconi University, V.le Isonzo, 23, 20135, Milan - Italy, Tel: +39.02.58362520, Fax +39.02.58362530, Email: ugo.lassini@unibocconi.it

Joining Track Chairs:

Thomas Behrends, Small Business Management, Lüneburg Universität, Germany, Tel: +49 4131/78-2135, Fax: +49 4131/78-2122, Email: behrends@uni-lueneburg.de

Emilio Bellini, KLEOS-RCOST Knowledge Lab on Organizational Engineering in Software Industry, Research Center On Software Technology, University of Sannio, Benevento, Italy, Tel: +39 0825 824935, Fax: +39 0825 873328, Email: bellini@unisannio.it

Sanjay Goel, University of Minnesota Duluth, Labovitz School of Business and Economics 412 Library Drive, Duluth MN 55812-3029, U.S.A., Tel +1 (218)726-6574, Fax: +1 (218)726-7578, Email: sgoel@d.umn.edu

Sabine B. Klein, European Business School (ebs), European Center for Family Business
D-65375 Oestrich-Winkel, Germany, Tel: +49 (0)6582 866, Fax: +49 (0)6582 880, Email: DrSabineKlein@aol.com

Corrado lo Storto, Italian Chapter IEEE - Engineering Management Society, DIEG- Department for Economic and Managerial Engineering, University of Naples Federico II, Italy, Tel: +39 081 7682104, Email: lostorto@unisannio.it

Torsten M. Pieper, European Business School (ebs), European Center for Family Business, D-65375 Oestrich-Winkel, Germany, Tel: +49 6723 602 710, Email: torsten.pieper@ebs.de

Isabell M. Welpe, University of Munich, Germany, Phone: +49 89 202 38 774, Phone: +49 179 125 5709, Fax: +49 89 87 62 65), Email: isabell.welpe@t-online.de

The intent of this track is to draw competitive research papers that shape the frontiers of the growing field of family business research as well as research on SMEs by developing conceptual and theoretical frameworks, pioneering robust research methodologies, identifying best practice, and informing policy debate. In order to do so, we are encouraging researchers to submit papers to the three sub-sessions of the track:

Session 1: Growing Concerns: Managing Growth Processes in Closely Held Firms [GPCHF]
(Joining Track Chairs: Lassini U., Salvato C.)
The focus of this track is to offer a variety of ideas, insights, empirical and conceptual facts on how closely-held organizations (including family firms) grow, recognizing ownership and governance as relevant features in determining a firm's growth patterns. Closely-held firms are those - typically small to medium sized - companies which are controlled by a limited number of owners, and where there is no sharp separation between ownership and management.

Session 2: Responsible Ownership and Management in Family Businesses [ROMFB]
(Joining Track Chairs: Goel S., Klein S.B., Pieper T.M., Welpe I.M.)
This session concentrates on the inter-relationship of the family on one hand and the business on the other. Family members - as owners and/or managers - represent the link between the company and the family. Research should draw on theoretical concepts including principal-agent theory, resource-based-view, or system theory (to mention but a few), ask relevant questions for the survival of family firms and, thus, develop new frameworks to further advance family business research and practice.

Session 3: Strategizing and Organizing Small Firms in an Uncertain World [SOSF]
(Joining Track Chairs: Behrends T., Bellini E., lo Storto C.)
In this session we expect three different focuses on the strategic management of organizational knowledge in Small Firms (SFs): 1) research focusing on the inside dimension (resource, capabilities, SF as social activity systems, family business, start up, knowledge management, etc.); 2) research focusing on the outside dimension (relationships between SFs and local social systems, relationships between SFs and innovation networks, relationships between SFs and industrial districts, relationships between SFs and external sources of information, relationships between SFs and Universities etc.); 3) research focusing on the specific "micro-level phenomena", which must not be neglected in order to understand the fundamentals of shaping the strategic nature of everyday practices in SFs.

Illustrative sub-topics include:

• The Regularity of Growth Over Time
• Planning for Growth
• Determinants and Consequences of Entrepreneurial and Managerial Growth Orientation
• Globalization and its Impact on Family Firm Sustainability
• Family Business Spin-offs and Diversifications
• Dynamic Leadership of Family Business Growth Stars
• Corporate Governance of Family Firms
• Evolution of Family Businesses over Generations
• Resource-based View in Entrepreneurship Research and Family Business
• Dynamic Capabilities in Small Firms
• Micro Strategizing in Small Organizations
• Social Interactions (Inside and Outside) in Small Firms
• Knowledge and Human Resource Management in Small Firms

Submissions to the track:
Submitters are required to indicate:

• The typology of their paper: Conceptual, Empirical, Best Practice, Policy, Other.
• The session (or sessions) which better matches the topics of their paper (Session 1 GPCHF, Session 2 ROMFB, Session 3 SOSF).

23 Knowledge Management (<< top of page)

J.-C. Spender, Open University Business School, 411, East 57th St., New York NY 10022, Email: jcspender@earthlink.net

Nicolai J. Foss, Department of Management, Politics and Philosophy,
Copenhagen Business School, Blaagaardsgade 23B, 2200 Copenhagen N, Denmark, njf.lpf@cbs.dk

Jetta Frost, Zeppelin University, Am Seemooser Horn 20, 88045 Friedrichshafen, Germany
Tel: 0049-7541-6009 1231, fax: 0049-7541-6009-1299, Email: jfrost@zeppelin-university.de

Is knowledge management an academic discipline, a set of managerial practices, or the fad some say it is? KM is a huge industry without articulated foundations. Various ideas are circulating, from epistemological discussions about knowledge's nature to accounting for human capital or smart database creation tools. Divergent programs are appearing; abstractions around knowledge's place in the theory of the organization/firm, especially relations between KM and the RBV, theories about governing/organizing knowledge-specific processes within firms and markets, recommendations about trust, communities-of-practice, knowledge sharing, etc., and practice-based reports on new IT tools and processes. Though the last is the industry's biggest element, absent clarity about the relations between KM and existing theories of organization, firms, data-base design, employee motivation, etc., confusion will increase further. For KM to evolve as a distinct field rather than a gloss on conventional theorizing, its intellectual grounding must be established before it gets dismissed as a fad.
The track is specifically directed towards these foundations. Contributors will be asked:
" Do the axioms underpinning KM distinguish it from established theories?
" Is KM a theory or a set of governance practices applying to knowledge rather than to other types of resource?

Sub-topics include
" theoretical foundations of organizing or governing knowledge processes,
" empirical evidence for knowledge management's utility,
" knowledge, uncertainty & emotion,
" knowledge management and the resource-based view of the firm.

The track will wind up with a panel of senior discussants reviewing the work presented and probing for KM's conceptual foundations.

24 Strategic Heterogeneity, Knowledge Dynamics and Performance (<< top of page)

Arturo Capasso, Business Economics & Management, University of Sannio & University of Naples "Federico II, Università degli Studi del Sannio, Dipartimento di Analisi dei Sistemi Economici e Sociali, 82100 - Benevento (Italy), Tel: +39 0824.305.001, Fax: +39 0824.305.321, Email: capasso@unisannio.it

Giovanni Battista Dagnino, University of Catania, Dept. of Business Economics & Management, Corso Italia, 55, I-95129 - Catania (Italy), Tel: +39.095.375.344 (ext.266), Fax: +39.095.370.574, Email: dagnino@unict.it

Andrea Lanza, University of Calabria & SDA-Bocconi Milan, Department of Business Economics & Management, University of Calabria, Via Bucci, Arcavacata Campus, I-87036 - Rende (CS) Italy, Tel. 39.0984.492.268, Fax 39.0984.492.288, Email: andrea.lanza@sdabocconi.it

There is currently a budding consensus among scholars in the strategic management field on the fact that firm resources can be a source of competitive advantage and of sustainable performance. Accordingly, resources have to be unique, scarce or rare, not easy to acquire on factor markets, and thus neither easily imitable nor tradable: These features make resources an embedded bundle of components, heterogeneous from one firm to another. Broadly speaking, among the resource components we may entail such crucial elements as competences (Prahalad and Hamel, 1990), capabilities (Kogut and Zander, 1992; Teece, Pisano and Shuen, 1997; Eisenhardt and Martin, 2000), routines (Nelson and Winter, 1982), knowledge (Grant, 1996; Nonaka, 1994), and culture (Barney, 1986).

In this vein, reviving Edith Penrose's seminal work (1959) and moving on from it, in the second part of the 1990s and in the first of the 2000s strategic heterogeneity has progressively come to be considered as the cornerstone of a novel strategic way of thinking and a brand new self-supporting stream of research, which is rooted in the so called resource-based view (RBV) (Barney, 1991) and in its current dynamic and evolutionary understandings. Different from the SCP approach entrenched in the renown industrial economics paradigm, the RBV is therefore seen as a creative strategic paradigm which, more indirectly or straightforwardly, links idiosyncratically firm resources and capabilities to performance.

Notwithstanding that, with very few recent exceptions (i.e., the October 2003 Strategic Management Journal Special Issue and the November 2004 College of Organization Science-COS Conference, held at Dartmouth's Tuck School of Business, both articulated on "Competitive Heterogeneity"), the concept of heterogeneity and its inner relevance have frequently been overlooked or simply believed as given in strategy investigation.

The purpose of this track is to focus on the concept of strategic heterogeneity and to contribute to shed new light on:
(a) its basic conceptual definition;
(b) the characterization of its scientific domain at the firm, network and industry levels, paying particular attention to the dichotomy between strategy statics and strategy dynamics;
(c) the explanation of the several nexuses and trade-offs between strategic heterogeneity and various areas of scholarly research such as the resource-, competence-, capability- and knowledge-based perspectives;
(d) the multiple links and trade-offs between strategic heterogeneity and knowledge dynamics at the firm, network and industry levels;
(e) the causal and empirical explanation of its (direct and mediated) impact on performance.

Track Themes:
- Theoretical contributions that shed new light on strategic heterogeneity: genesis, evolution, and disruption of firm, network, and industry heterogeneity;
- Strategic heterogeneity and sustainable superior performance;
- Strategic heterogeneity between static and dynamic processes;
- Strategic heterogeneity and knowledge dynamics: (a) theory development, (b) qualitative and (c) quantitative empirical evidence;
- Knowledge dynamics and performance: industrial, network and firm perspectives;
- Strategic heterogeneity, complementarity and interorganizational relationships;
- Strategic heterogeneity and local and regional clusters: industrial, network and firm perspectives;
- Strategic heterogeneity, differentiation and strategic groups: qualitative and quantitative empirical evidences;
- Limits and boundaries of strategic heterogeneity.

Proposed Research Questions:
How is it possible to define the concept of strategic heterogeneity? How can the heterogeneity construct be operationalized? At what levels? What are the links among resource/capability heterogeneity and tacit and explicit knowledge? Does strategic heterogeneity lead to superior performance? And, if yes, how and under what circumstances? Does strategic heterogeneity lead to superior knowledge endowments? And, if yes, how? Under what circumstances knowledge dynamics leads to superior performance? In what particular industrial sectors or ecosystems? What kind of role do learning effects play in the evolution of strategic heterogeneity? Is strategic heterogeneity the outcome of static or dynamic processes? Why is it so? What forms does strategic heterogeneity assume in interorganizational relationships? What are the limits of strategic heterogeneity? What are the boundaries of strategic heterogeneity?

25 Managing work-family relations (<< top of page)

Steven A.Y. Poelmans, International Centre of Work and Family, IESE Business School, Avenida Pearson 21, 08034 Barcelona, Tel: 34-93-253.42.00, Email: poelmans@iese.edu

In response to unpredictable economic changes and global competition, organizations have had to minimize their workforce, outsource labour to temporary work firms and strip down contracts to a minimum, yet still effectively meet consumer demands. This response has had implications on the working relationships between employers and employees: there is a rise in feeling of job insecurity, which affects personal outcomes such as work-family issues. Obviously job insecurity has an impact on people's work-life balance. The natural tendency in an uncertain market is to work long and hard to reassure a fixed, full-time contract. Meanwhile all attention is shifted to work, to the detriment of the family.

Socially responsible firms have adopted a wide range of family-friendly policies to meet employees' demands to balance work and personal life, but the problem is that job insecurity may create a sense of reluctance in employees to use these policies. Family-friendly policies are irrelevant if they are undermined by job insecurity. Family-friendly policies and practices have been a focus of work-family research however attention to issues of security are equally if not more important. Therefore we adopted the conference theme, Responsible Management in an Uncertain World, for our special conference track on work and family.

26 Managing the Production of Academic Knowledge (<< top of page)

Armand Hatchuel, Centre de Gestion Scientifique, Ecole des Mines Paris, France, Tel. +33 140519109, Email: hatchuel@ensmp.fr

Niclas Adler, FENIX Centre for Innovations in Management, Stockholm School of Economics, Sweden, Tel. +46 705772412, Email: niclas.adler@fenix.chalmers.se

Tobias Fredberg, Institute for Information, Organisation and Management, Technische Universität München, Germany, Tel. +46 705243564, Email: fredberg@wi.tum.de

Many universities and research institutions are facing changes in their goals, resources and organizations. Justified by global competition and search for world class standards new forms of academic governance are attempted. In spite of a large literature devoted to social studies of science, we still lack a consistent and specific body of knowledge about the management of academic organizations and units that could help to scientifically and critically discuss these issues and changes. The track will promote papers establishing state of the art surveys or exploring new aspects of academic management in all areas of science and knowledge. The track is open to empirical research increasing our knowledge on specific practice of academic management in different contexts and countries. Theoretical research is also needed to discuss existing or new conceptual frameworks and perspectives that are appropriate to the study of academic organizations.

Topics include:

• Grounding - ontological and epistemological arguments for and against collaborative management research
• The Collaborative Management Research Process - presentations and analyses of different steps, activities and phases in collaborations and the contributions to theory and practice
• Examples - illustrations and learning from projects in different industries, geographical locations that address diverse topics - what knowledge was actually produced and what actions were taken?
• Challenges and Skills - making synthesis on the challenges to produce contributions to both theory and practice and on the new skills/competences that need to be developed by the management research community as well as stakeholders in collaborating organizations.

27 Networks and Alliances Supporting Early Ventures (<< top of page)

Staffan Gullander, Stockholm School of Entrepreneurship & Linköping Institute of Technology, Staffan Gullander [staffan@gullander.se]

Juan Roure, IESE Business School, University of Navarra

Lars Bengtsson, University of Lund

Amparo de San Jose, IESE Business School, University of Navarra

Bringing together ideas, people and resources in a timely way is the crucial challenge every entrepreneur faces. In this track, we will explore the role that networks, social capital and different supporting organizations can and do play in supporting new venture creation and development. What is the role of networks in the process? How do they come into being? How are they managed, financed and evaluated? How do networks evolve over time? Their output and impact?

What role does supporting actors such as Government organizations, University Holding companies or TTOs, Incubators, Business Angels and Venture Capital play in the transfer of ideas from the origin in a company or a university/research organization setting to the market? How do these actors organize themselves - in networks or more independently? Are some actors, for instance industry and university, developing links, or interact, to facilitate the development? How do these actors relate to other parts of the Innovation system?

Further topics inlcude:

• How does the inventor consider the process to innovation? Can inventors be taught entrepreneurship? If the inventors does not want to pursue commercialisation, who should do this?
• How does demand and supply of resources in this development processes meet each other? What is the role of matchmaking? For instance - which are the alternative methods to matchmaking to arrange meeting entrepreneurs and business angels?
• How are different facets of risk in the venture development handled by these actors?
• What professional development of the actors exist? What kind of training of entrepreneurs, angels, is increasing their ability to succeed in their ventures? Best and worst practice.
• How is the governance of the early start-up firms? The role of the board versus the CEO, as developing over time?
• What are the contributions from these actors in the development processes? Are incubators, Business Angels and Venture Capital "good"?
• What are the regional effects of venture capital investments?

28 Design, Collaboration and Relevance in Management Research (<< top of page)

Joan Ernst van Aken, Eindhoven University of Technology, P.O. Box 513, 5600 MB Eindhoven, The Netherlands, Tel: +31.40.2472170, Fax: +31.40 2468054, Email: j.e.v.aken@tm.tue.nl

Sten Jönsson, Gothenburg University, P.O.Box 600, SE 405 30, Götheborg, Sweden; tel +46.31.773 5411, fax +46.31.773 5619, e-mail Sten.Jonsson@gri.gu.se

The relevance of academic management research is an old and thorny issue. In Pettigrew's double hurdles metaphor, this is not a rigour-relevance dilemma, rigour or relevance, because good academic management research should combine rigour and relevance.
Nowadays there is an increasing interest in design approaches research should take both the hurdle of academic rigour and the one of practitioner to enhance the relevance of academic research products in management and to improve the functioning of organisations. Relevant and valid management knowledge will not come in the form of clear-cut instructions, just do's and don'ts, to practitioners. Rather it will be in the form of general design knowledge which practitioners - translating it from the general to the contextual - can use to design solutions to field problems, to design management interventions, management systems or organisations. Design, as opposed to calculation or to just copying worn organisational templates, should get much more attention, both in research and in practice.
Typically such relevant design knowledge is not developed behind a desk or a PC, but in close contact with the field, in collaborative or action research, or in multi-disciplinary mode 2 knowledge production.

We invite papers that discuss these broad issues of relevance, design and collaborative research, papers based on sound empirical research as well as papers of a more conceptual nature. Papers may deal with the following topics (not an exhaustive list):

- the issue of relevance and/or rigour in management research
- bridging the practitioners-academics gap
- design science approaches to management research
- developing field-tested and grounded solution concepts for organising and managing
- organisation design knowledge (and its use)
- the organisation design process; collaborative organisation design
- radical organisation design; radical organisation change
- producing relevant (design) knowledge through collaborative or action research
- the (relevant) research products from collaborative or action research.

29 Rhetorical Methods in Management Studies: Narratives, Metaphors, Conversation Analysis and Discourse Analysis (<< top of page)

Eduard Bonet, ESADE, Universitat Ramon Llull, Avenida Pedralbes, 60-62; 08034 Barcelona, Spain, Phone: +34 93 280 61 62, Fax: +34 93 204 81 05, Email: eduard.bonet@esade.edu

Hans Siggaard Jensen, Learning Lab Denmark, Emdrupvej 101, DK 2400 Copenhagen NV, Denmark, Phone: +45 39559933, Fax: +45 39669228, Mob: +45 40414593, E-mail: siggaard@lld.dk

Rhetoric, as the art of persuasion by words and arguments is more and more recognized in management at the levels of:

• Management activities, which require the commitment of people
• Research activities
• Academic and research debates for legitimising new methods and epistemologies
  

Subjects of this track may include: Narratives and stories for making sense of situations and interpreting meanings; Metaphors and analogical reasoning, for discovering and interpreting new meaning of objects and situations; Conversation analysis for the conditions of productive dialogues; Discourse Analysis on the ways topics are presented and sustained by people and the role of power; Management from the point of view of rhetoric; Rhetoric and Human resources management, Corporate learning, Communities of practice, Information systems, Business policy.

30 Emotions: Perspectives and Practicalities (<< top of page)

Matthias Spoerrle, University of Munich, Germany, LMU Department Psychologie, Leopoldstr. 13, 80802 München, Raum: 3219, Tel: +49 89 2180-5672, Fax: +49 89 2180-3000, EMail: spoerrle@psy.uni-muenchen.de

Charmine Härtel, Centre for Business Research, Deakin University, 336 Glenferrie Road Malvern, Victoris, 3144 Australia, Phone: +61 392445537, Phone: +61 3 9244 5544, Email: hartel@deakin.edu.au

Isabell Welpe, University of Munich, Germany, Phone: +49 89 202 38 774, Mob: +49 179 125 5709, Fax: +49 89 87 62 65, Email: Isabell.welpe@t-online.de

Jacob Eisenberg, Department of Business Administration, Quinn School of Business, University College Dublin, Belfield, Dublin 4, Ireland, Tel: +353 1 716 4774, Fax: +353 1 716 4762, Email: Jacob.Eisenberg@ucd.ie

Andrea Fischbach, University of Goettingen, Gosslerstr. 14, Tel.: +49 (551) 39-3186, Fax: +49 (551) 39-3662, Email: Andrea.Fischbach@bio.uni-goettingen.de

Understanding emotions in the organizational context is an important research issue and a strongly emerging field of research (Härtel, Zerbe & Ashkanasy, 2004; Jordan, Ashkanasy, & Härtel, 2003). A growing number of serious researchers are beginning to take the study of emotions into workplace settings. In particular, the emergence of theoretical frameworks such as Weiss and Cropanzano's (1996) affective events theory, and the wider acceptance of an emotional basis in organizational theory suggests that the time is ripe for further development of this area (Ashkanasy, Härtel & Daus, 2002). The benefits of studying emotion in workplace settings derive from the evidence that organisational members seldom carry out their work in an objective fashion based on cold, cognitive calculation. Instead, as Weiss and Cropanzano (1996) argue, workplace experiences comprise a succession of work events that can be pleasing and invigorating, or stressful and frustrating. These events affect the way we feel and behave at work. For instance, some jobs require a display of positive emotion that may be quite different from what is actually felt (Ashforth & Humphrey, 1993). Evidence is also emerging that emotional trait constructs such as negative affectivity (Watson & Clark, 1984) and emotional intelligence (Salovey & Mayer, 1990) affect behavior and decision making in the workplace context. Further, research is linking work-evoked emotions to psychological stress and well-being.

The topic of emotions in organisations has been taken up by both practitioners and academics, and in some cases, with what appears as uncritical zeal. It is therefore an area requiring particular attention to the ethics and regulations necessary to govern research and practice in the area. Submitted papers will address topical issues in emotions research and stimulate discussion on both the dangers and opportunities in emotions research, wrestling with the issue of how to define the parameters for safe research in emotions.

Topics:

• Emotional intelligence
• Emotions and occupational stress
• Emotions and coping styles
• Emotions in social settings
• Health, emotions and emotional health
• Emotions and well-being
• Emotions in culture, climate and 'national culture'
• Emotions and consumer behaviour
• Emotions and job characteristics
• Emotional labour
• Conceptualising emotions in organizations
• Affective theory and affective events
• Comparative studies for cross cultural differences
• Perspectives on the study of emotions
• Emotions and responsible leadership
• Emotions and gender issues
• Ethics in practice and research of emotions in workplaces
• Emotions and corporate social responsibility
  

31 Leadership Challenges in the World of Multiple Realities (<< top of page)

Arja Ropo
University of Tampere, Finland
Tel: +358 3 215 6835
Fax: +358 3 215 6020
Email: arja.ropo@uta.fi

Dian Marie Hosking
Utrecht University, The Netherlands
Email: D.Hosking@usg.uu.nl

The track invites participants with different theoretical and methodological views on leadership and organizations, with a special interest in social constructionist, critical, and aesthetic perspectives. Leaders and managers face the challenge of developing new types of practices to cope with the multi-voicedness that is so typical of the postmodern society. Today's work places in various businesses involve talented, highly educated, determined, autonomy-seeking, and often individualistic persons. In those kind of organizations the leaders are by now means in the position of providing the ultimate wisdom of how to operate. Instead, multiple realities based on various value systems and priorities need to negotiate in everyday interactions. Leadership processes are no longer subject-object influence processes, but rather reflexive inter-action processes.

The traditional power relationships are on the verge of changing. Distributed leadership practices are called for. However, the immanent aspects of hierarchy and control, superior-subordinate relationships prevail. And still, many of us agree that leadership is not only about logo-linear, rational, and hierarchical influence processes where only people's cognitions interact. Beyond the intellectual mind, aesthetic knowledge that develops through our sensuous, bodily experiences has been found important in social interactions where innovative solutions are looked for. The track seeks to open up possibilities for developing responsible leadership practices in these challenging contexts.

Sub-themes include:
- social constructionist approaches to leadership to face many realities in work places
- critical understandings of power and leadership in 'powerless' contexts
aesthetic views on leadership and organizing multiplicity

32 Relational Perspectives in Organization Studies (<< top of page)

Dr. Mustafa Ozbilgin
Senior Lecturer in Business Management
Centre for Business Management
Queen Mary, University of London
Mile End Road, London E1 4NS
Email: m.ozbilgin@qmul.ac.uk

Dr Olivia Kyriakidou
Senior Lecturer in Organizational Behaviour
Department of Business Administration
University of the Aegean
Chios 82100, Greece
Email: o.kyriakidou@aegean.gr

Dr Laura Costanzo
Lecturer in Strategic Management
School of Management
University of Surrey
GU2 5XH
Email: l.costanzo@surrey.ac.uk

Rapid changes in the composition and functioning of organisational life witnessed the emergence of new forms of organisations and ways of organising. The creation of informal and network-like organisations, the shifting configurations of networks among groups of actors, the blurring of the boundaries of formal organisations as well as the changing employment relationship, shift our attention to the conceptualisation of organisations as sets of dynamic relationships. Such an approach demands the employment of meso levels of analysis and the emergence of a relational perspective overcoming the problems of reification so that organising could be seen as it is - an individual and group sensemaking process taking place in a social context that is the product of constant and ongoing human production and interaction in organisational settings. The aim of this track therefore is to develop a language and perspective which allows us to speak of individuals and organizations in terms which are commensurate with meso level analysis, in which agency and structure are intertwined.

In this way we hope to prevent the negative consequences of traditional approaches which misrepresent the qualities of relational processes and distort the relationships between people and organization by theorizing people and organizations as entities independent of each other. Faced with the challenge of understanding organisations as sets of dynamic relationships, professional managers are in need of innovative approaches that will aid them accommodating these pressures. Aiming to address this emergent need, the objective of this track is to conceptualise a number of organisational phenomena and current organisational developments with a view to allow academics and practitioners to share their cutting-edge and fresh insights into empirical, conceptual, and professional developments in the fields of organisation science and human resource management. Involvement of both academic and practitioner communities in the symposium will promote better communication between them.

33 Corporate Social Responsibility: a value-based analysis of functional, substantive and communicative rationalities --TRACK WITHDRAWN !!! (<< top of page)

Jan Jonker, Nijmegen School of Management, University of Nijmegen, Holland
Martina Wegner, Center for Corporate Citizenship, University of Eichstätt-Ingolstadt

Note form the conference chairs: This track was withdrawn by the track chairs after the submission deadline had passed, We have assigned all paper submissions to other tracks. If you have submitted a paper to this track, please excuse any inconvenience caused by the decision of the track chairs to withdraw their EURAM commitment.

34 Not-Yet Published Books (<< top of page)

Dr. Kathrin M. Möslein, AIM Research, London Business School & TUM Business School
Dr. Frank T. Piller, Institute for Information, Organization & Management, TUM Business School

EURAM 2005 will be the first conference that explicitly links to the European "book-oriented" research tradition. We therefore will offer a special conference track for "Not-Yet Published Books" as an innovative concept that allows for deeper discussion and at the same time should foster closer links between management researchers, management practitioners and publishers. As a first step, we invite key publisher in the field of management knowledge to submit forthcoming book titles that they would like to be featured and discussed at the EURAM 2005 conference in Munich next year. The lists should be focused on management books (research oriented as well as practitioner oriented) that are due to be published May 2005 or later. The authors of the selected "most promising management books of the future" will be invited for a keynote presentation in our new high-profile "book track". This unique concept will provide additional visibility for your company and your forthcoming key titles.

Submissions to this track are restricted to editors and program managers of scientifc publishing houses. If you as an authos want to have your upcoming book included in this track, please contact your publisher.

35 Second Order Strategic Renewal: Co-evolution of Firm, Industry and its Environment (<< top of page)

Arie Y. Lewin, Fuqua School of Business, Duke University, 1 Tower View Dr., Durham, NC 27515, USA, Tel: +1 919 660 7654, Email ayl3@duke.edu

Henk Volberda, Rotterdam School of Management, Erasmus University, Burg. Oudlaan 50, Postbus 1738, 3000 DR Rotterdam, The Netherlands, 31 (0) 10 408 2761, Email H.Volberda@fac.fbk.eur.nl

The purpose of this track is to attract conversations and papers around the dynamics of firms strategic change when firm strategies co-evolve with dynamics in their competitive, technological and socio political environment. The spate of recent publications in various journals suggests that the time is right to try and bring together diverse groups of scholars to exchange views and share research that departs from the adaptation or selection discourse. The questions that are emerging as organizing themes for strategy and organization research are what the origin of strategy and what are capabilities of firms for managing second order strategic renewal over time?

The track seeks to attract papers that advance co-evolutionary empirical approaches, new theory that links adaptation at the firm level to changes at the population level appropriate for explaining the empirical phenomenon that most firms are selected out. Papers can be conceptual, empirical, theory guided longitudinal case studies, agent based simulations etc.

Some topics of specific interest are:

• What is the origin of strategy?
• Do most firms have a preference for imitation over innovation?
• Integrating selection regimes into strategy research.
• Meta routines underlying strategic and organization change.
• Unpacking the black box of absorptive capacity.
• Organizational capabilities underlying capacity for second order strategic renewal
• Institutionalizing readiness for change.
  

36 General Track: European Management Perspectives (<< top of page)

The idea of this track is to invite papers to this important topics which have been covered by own tracks successfully in past EURAM conferences, but where good track proposals from the EURAM community were missing this year.

www.euram2005.de