A Conferência Anual da “British Academy of Management”, BAM 2009, decorrerá em Brighton nos dias 15, 16 e 17 de Setembro de 2009, subordinada ao tema “The End of the Pier?: Competing perspectives on the challenges facing business and management”.

Os organizadores da Conferência explicitam assim o sentido que dão ao seu tema:

“The emergence of powerful new countries in the global economy, the onset of environmental concerns like global warming, and the outbreak of corporate scandals and financial crises, all point towards the need for a new agenda to challenge managers and business. Arguably, however, the Academy is in danger of barely addressing these major issues, and is failing to help governments, businesses, lobby groups and non-governmental organizations alike in thinking about how they might be addressed.

Major challenges confront us in helping to develop new business philosophies and models that are capable of addressing these imperatives. While some exciting and controversial initiatives are emerging – like ‘micro-financing’ to stimulate small businesses, and marketing to the needs of the poorest parts of society at the so-called ‘base of the pyramid’ – we believe that such ideas represent only the tip of the iceberg of new perspectives that are possible. There is a need for a robust response to the groundswell of opinion calling for businesses – and the managers within them – to act more honestly, take greater responsibility for dealing with problems, and to develop novel approaches to them. This thirst for change is reflected in calls for a new type of selfless business leader, capable of restoring integrity and tackling intractable organizational, social and political issues.

For the Academy to rise to these new challenges, stimulate debate, and forge new agendas, it will be essential to harness competing perspectives that draw on both existing as well as new scholarly work. In Brighton, the venue for the BAM 2009 Conference, this emphasis on resilience and rejuvenation is reflected in the constant destruction and reconstruction of our piers, which symbolise our aim to use competing perspectives as lenses on the challenges facing business and management. So, whether your interest is focused on theory or practice, or an approach to a specific area like leadership, accountability, ‘whistle blowing’, or sustainability – we invite you to Brighton to play your part in engaging the Academy in the critical challenges facing the management community.”

Fonte

O call for papers termina já na próxima sexta-feira, dia 27 de Fevereiro. As áreas em que se desejam submissões são altamente diversificadas e cito:

“Corporate Social Responsibility
Business in society
Human rights
Fair trade
Corruption
Governance
Financial Reporting
Sustainable business models
The impact of Corporate Responsibility
Critique of CSR
Social Investment
Cultural and Creative Industries
Managing cultural consumption;
Managing work and workers in the cultural and creative industries;
Cultural Work and Production;
Cultural Consumption Marketing and the creative and cultural industries;
Clustering and social inclusion;
Cultural industries and technology;
Cultural policy;
The economics of culture;
The value of the cultural industries;
The impact of globalization on the creative and cultural industries;
Managing creativity;
Innovation and change in the cultural and creative industries;
Understanding culture and the arts;
Technology and the cultural industries;
The role of creativity in the cultural sector;
The art/ commerce divide;
Enterprise culture and the creative industries;
Cultural organisation and informal learning;
Social networking and the creative industry.
E-Business and E-Government
e-Business incorporating e-Commerce, m-Commerce and e-Marketing;
e-Government & e-Public Services including e-Health and e-Learning;
e-Systems
emerging opportunities and challenges, including emerging technologies and applications and other associated topics.
Entrepreneurship
Theories of entrepreneurship: from Schumpeter to Shane;
The entrepreneurial process (networking, teams, supply chains etc);
Entrepreneurship – growth, sustainability and performance;
Critical perspectives on entrepreneurship
Entrepreneurship – globalization, regional and other spatial issues;
Entrepreneurship education (including training);
Science enterprise, technology transfer and incubation;
Women, minority groups and entrepreneurship;
The nature of entrepreneurship: cognition, behaviours and processes;
Entrepreneurship in small firms and family businesses
Social entrepreneurs and community enterprise
Promoting enterprise and entrepreneurship (policy and practical issues)
Financing start-ups and small firm growth
Researching entrepreneurship: methods and methodologies
Gender in Management
Cross Cultural Research – International issues in gender and management;
Leadership – style and implications;
Entrepreneurship – factors of success and failure;
Work/Life Balance – policy and practice;
The intersections of work and the family;
Diversity and the construction of difference – impact and implications;
Organisational Culture – discrimination and effects;
Formal and Informal Organisational Policies – impact and practice;
Organisational Behaviour – Discrimination and industry specific features;
Career Issues – Management and Development;
Managerial Identity – definitions and discourse.
Gender and emotions – discourse and practice.
Human Resource Management
Hospitality, Leisure and Tourism Management:
Identity
Interorganizational Relations
International Business
The internationalization process;
International joint ventures and alliances;
International mergers and acquisitions;
International business negotiations;
Globalization and its impact on companies and societies;
Cross-cultural and comparative studies;
Head office subsidiary relationships;
Foreign Direct Investment;
Linkages and spillovers of MNE operations on local markets.
ICT and International Business
Marketing issues in International Business
international entrepreneurship
Innovation
Past and future innovation challenges: incremental change or radical shift?
Enabling, facilitating and managing; formal and informal routes to innovation
Intra- and inter-organisation networks and collaborative innovation
Sustained innovation as a dynamic capability
The international dimensions of innovation
Strategic management of R&D and centres of excellence
The distinctive characteristics of service innovation
Regional innovation systems, agglomeration economies and clusters
Innovation metrics and indicators; measuring inputs, outputs and causal relationships
Knowledge and Learning
Leadership
Management and Business History
Management theory and management history;
Business history and business theory;
Society and business management: status and career over time;
Case-studies that engage with social science theory.
Management Consultancy
Knowledge diffusion and innovation;
Client -consultant relationship;
Relationship between consultancy and professional service firms;
Consultancy and debates surrounding the emergence of the new ‘ professions.
These areas are regarded as a starting point, additional issues and ideas are very welcome.
Organizational Psychology
Employee Health, Safety and Well Being at Work;
Selection and Assessment;
Employee Attitudes and Motivations;
Workplace Mentoring and Counselling;
Training and Career Development;
Emotional Intelligence and Its Implications for the Workplace;
Person-Organization Fit and Other Forms of Fit;
Organisational Misbehaviour;
Sports Psychology;
Employee Response to Organizational Change
Management Development
Organizational Studies
Performance Management
Public Management and Governance Track
Research Methodology
Epistemological issues
New advances in qualitative research methods
New advances in quantitative research methods
Research ethics
Assessing the quality of management research
Dilemmas in management research
Reflexivity in management research
The future of management research
The impact of globalization on management research
Retail and Marketing
Consumer behaviour;
E-Tailing and multi-channel delivery;
Environmental considerations;
HRM in retailing;
Internationalisation;
Location and out-of-town retailing;
Merchandising (retail operations);
Pricing;
Promotion and visual merchandising;
Segmentation, targeting and positioning;
Services in retailing and the retailing of services;
Strategy and planning;
Supply chain management and logistics.
Strategic Foresight
Issues related to managerial perception, peripheral vision, prospective sense making.
Complexity and SF.
Prospects and problems associated with tools and techniques for developing alternative futures (e.g. scenario thinking).
Role of History, for example, the role of path-dependency and hindsight (e.g. counterfactual analysis).
Influence of SF on the day to day judgments in decision making and routines,
Role of SF in developing capabilities for future.
Risk (e.g. management of risk in developing future capabilities).
Role of SF in fostering innovation.
Role of SF in organizational change process.
Exploring the tensions between individual versus organizational foresight.
SF and emergent versus deliberate approaches to strategy formulation.
Issues related to the enactment of SF.
Approaches such as Scenario studies- their problems, prospects and methodology; other novel approaches.
Strategic Management
Strategy as Practice
Organisational Transformation, Change and Development.”

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As submissões são online e incluem as seguintes categorias: “full papers”, “Developmental Papers”, “Symposium Proposal” e “Workshop Proposal”.  Todos os dados no site do evento aqui ou clicando na imagem do cabeçalho.