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Uni Hamburg: PhD Course Advanced Modelling and Optimization

Course Instructor: Prof. Fliedner/Prof. Haase

Course Value: 2 SWS or 5 LP

Teaching language: English

Registration: via Email to  ana-jelena.peric@uni-hamburg.de

Course Objectives:

This course builds up on the fundamentals of linear and combinatorial optimization and equips students with a set of advanced modeling tools to solve optimization models from different fields of application. Students learn to formulate optimization models as   mixed- integer linear programs, how to solve them with standard software and how to construct heuristic solution algorithms. Successful participants will be able to deal with the  complexity of real-world decision problems via aggregation, relaxation, and decomposition techniques. This course is aimed at Ph.D. students in information systems, business administration, and computer science. Participants are expected to have a solid understanding of the basics of modeling and optimization and will be provided with an advanced understanding of algebraic optimization models and solution  methods

Student evaluation:

Successful completion of work assignments

Uni Hamburg: PhD Course Survey Research

Dates & Time:
Kick-Off: November 18, 2019; 6 pm
Seminar: February 10 – 12, 2020; full time (tba)
Exam: February 17, 2020; 9 am

Location:     
Universität Hamburg, Moorweidenstr. 18, room 0005.1 (for 18 Nov 2019, 10 – 12 Feb 2020); room for exam tba

Instructor:
Prof. Dr. Karen Gedenk

Teaching Language:
English

Credit Points: 
2 SWS/5 LP

Registration: 
until November 11, 2019. Please send an e-mail to Elke Thoma (elke.thoma@uni-hamburg.de) which  informs about:

  • your name
  • your email address
  • the supervisor of your doctoral thesis and topic
  • your background in statistics and empirical research.

Objectives:

This course is designed to lay the foundations of good survey-based research in different areas of Business Administration. Through a critical review of existing literature, presen- tations and discussions, students become acquainted with common problems in survey- based research and advanced methods for solving them. Students get an overview of dif- ferent methods in the survey research “tool box”. This helps them identify appropriate methods for their own research and evaluate research done by others.

Prerequisites:

Students should have a solid foundation in statistics and be familiar with the basics of multivariate data analysis.

Student Evaluation:

To pass the course, participants are required to make a successful presentation. In addi- tion, they need to read one paper on each topic, participate in class discussions, and pass the exam.

Contents & Working Requirements:

Exemplary topics are preference measurement, measurement models for complex con- structs, structural equation models, moderation and mediation, multicollinearity, heter- ogeneity, endogeneity, common method bias. A list of topics and readings will be pro- vided at the kick-off meeting.

Participants prepare and hold a presentation – either alone or in a group (depending on the number of participants). In their presentation, participants explain, compare and evaluate methods relevant for their specific problem. All presentations should contain a practical example based either on an own dataset or on published research. Participants also take an exam at the end of the course.

Coordination/Contact

Prof. Dr. Karen Gedenk (karen.gedenk@uni-hamburg.de).

For all organiziational issues please contact Elke Thoma  (elke.thoma@uni-hamburg.de).

 

Uni Hamburg: PhD Course Behavioral & Experimental Economics

Dates: The course takes place on four days. Sessions are scheduled in both the winter term and the summer term, such that participants have sufficient time to develop and run their experiments:

November 22nd, 2019; November 27th, 2019; March 27th, 2020.

The last session will take place either in May or June 2020, and will be scheduled in the second meeting.

Time 10am—4pm
Place Universität Hamburg (more details follow)
Instructor Prof. Dr. Markus Nöth and Prof. Dr. Guido Voigt (both UHH)
Teaching language English
Credit Points 2 SWS/5 LP
Registration kathrin.marina.heim@uni-hamburg.de

(first come, first-served)

Objectives:

The main goal of this course is to introduce the design and implementation of both laboratory and field experiments in various fields of Economics and Business Administration. PhD students who have some experience with or who consider to set up an experiment are welcome to par- ticipate in this course.

First, we will identify different research questions for a laboratory or a field experiment. We start with discussing critical theory assumptions. We then show how research hypotheses can be inferred from behavioral models and how these hypotheses may be tested in lab or field studies.

Second, participants will present and discuss an experimental paper (either provided by us or self-selected) that is instructive for their own research field.

Third, participants will develop an experimental design and conduct a pilot experiment that is run in class. We introduce basic statistics along with a discussion how they relate to the exper- imental design. Alternatively, for participants who do not plan to conduct their own experi- ments, a second paper will be reviewed.

Participants have the option to take a research ethics training (https://about.citipro- gram.org/en/homepage/) that becomes increasingly important to conduct research projects with colleagues from the Unites States and in the European Union. All students will learn the basic requirements of a human subjects committee.


Some topics:

  • Identify a suitable research question for an experiment
  • Ethical and scientific standards: historical and scientific reasons, consent requirements, hu- man subjects committee, special requirements (children, elderly people, inmates, …), data collection and evaluation
  • Individual and group experiments in the laboratory
  • Surveys and internet experiments
  • Field experiments in cooperation with a company


Prerequisites:

Basic background in microeconomics, game theory and statistics.

Student evaluation:

  • Presentation and critical discussion of one or two experimental papers,
  • Optional but encouraged: experiment design presentation (extended summary on eco- nomic question, relevant literature, hypotheses, design: presentation with 10 slides or max. five pages extended abstract); running a pilot experiment

 

Schedule (tentative) 

Day Topics Suggested Readings
1st Session Introduction to the field

Game theoretic models, critical as- sumptions, Behavioral Models and Research Hypothesis

Laboratory Experiments

Katok (2018)
2nd Session Presentation and discussion of as- signed papers.

Statistics & Design Choices IRB, Field-Experiments

Hyndman, K. and Embrey, M. (2018)
3rd Session Presentation of research (Problem De- scription, Research Hypothesis, Exper- imental design)

Visit of WiSo-Experimentallabor (z- Tree, Eye-Tracking, etc.)

4th Session Presentation of pilot studies (Note: Pilot studies need to be scheduled in- dependently by participants)

Suggested readings before the course:

Katok, E. (2018) Designing and Conducting Laboratory Experiments, pages: 1-33 in Donohue, K.; Katok, E.; Leider, S. (Hg.). The handbook of behavioral operations. John Wiley & Sons, 2018. (online available)

Hyndman, K. and Embrey, M. (2018) Econometrics for Experiments, pages: 35-88 in Donohue, K.; Katok, E.; Leider, S. (Hg.). The handbook of behavioral operations. John Wiley & Sons, 2018. (online available)

 

Other useful resources:

Baum, C. F. (2006) An introduction to modern econometrics using Stata. Stata press Camerer, C (2003) Behavioral Game Theory, Princeton University Press.

Holt, C. (2019), Markets, Games, and Strategic Behavior: A First Course in Experimental Economics, 2nd edition, Princeton Universtity Press

Kagel, J. and A. Roth (1995) Handbook of Experimental Economics, Princeton University Press.

Sheskin, D. J. (2011) Handbook of parametric and nonparametric statistical procedures. 5. ed. CRC Press.

Other material (e.g., papers to be presented etc.) will be distributed once we know who participates.

 

EURAM 2020 T03_09 & MREV Special Issue – Call for Papers: Entrepreneurial Management

Track Proponents & Guest Editors:
Simon Fietze, University of Southern Denmark
Sylvia Rohlfer, Colegio Universitario de Estudios Financieros (CUNEF), Spain
Claudio Petti, University of Salento, Italy
Abderrahman Hassi, Al Akhawayn University, Morocco

To create growth and increase the effectiveness of new business venturing as well as small- and medium-sized enterprises (SMEs) entrepreneurial management practices play a pivotal role in exploiting entrepreneurial knowledge and utilizing it towards opportunity exploitation (Goel & Jones, 2016), innovation (Hisrich & Ramadani, 2017) and talent development (Pinheiro & Stensaker, 2014). In line with this, the track addresses entrepreneurial management practices from interdisciplinary and multi-level angles as an important variable in the interplay between individual, organizational and institutional contexts. We invite empirical and conceptual research that contributes to a better understanding of behaviour and mechanisms constituting the formation and diffusion of entrepreneurial management practices. These managerial practices include a wide range of means (e.g. management structure, decision processes learning, knowledge management, human resource system) that help a firm to remain competitive and contribute to organizational and societal value creation.

According to Gupta et al. (2004), entrepreneurs need to fill entrepreneurial and leadership roles and guide the organization through change by implementing certain bundles of practices to build strong dynamic capabilities to sense and seize innovation opportunities, (introducing new products, processes or practices), to successful venture (entering new businesses) or to renew strategically (improving internal coordination; Teece, 2016). Previous research was mainly concerned with the different life cycles of new ventures and problems related to maturity (Gray & Ariss, 1985) and certain types of entrepreneurial leadership (Kim et al., 2017). Thus, a better understanding of the dynamics of entrepreneurial and managerial behaviour of entrepreneurs is crucial.

The track provides an opportunity to take stock on these developments and to present research that addresses entrepreneurial management practices in combination with related fields (e.g. dynamic capabilities, internationalization). A critical issue is a better understanding of contextual factors. Mostly “Western” theories have been applied and these theories may – to a certain degree – explain individual and organizational behaviour on a global level. However, institutional arrangements need to be considered as a driving force to explain the higher level of entrepreneurial activity in emerging economies compared to advanced markets, and, thus, the variation of entrepreneurial management practices.

European Academy of Management (EURAM) 2020
The European Academy of Management (EURAM) is a learned society founded in 2001. It aims at advancing the academic discipline of management in Europe. With members from 49 countries in Europe and beyond, EURAM has a high degree of diversity and provides its members with opportunities to enrich debates over a variety of research management themes and traditions.

Deadline for paper submission is 14 January 2020 (2pm Belgium time). Contributors are notified of acceptance on 19 March 2020. Further information about the deadlines and important other dates can be found on the EURAM homepage. Author’s guidelines and information about the submission procedure can also be found on the EURAM homepage.

Special Issue of management revue – Socio-Economic Studies
management revue – Socio-Economic Studies is a peer-reviewed, interdisciplinary European journal publishing both qualitative and quantitative work, as well as purely theoretical papers that advances the study of management, organization, and industrial relations. Management Revue publishes articles that contribute to theory from a number of disciplines, including business and public administration, organizational behavior, economics, sociology, and psychology. Reviews of books relevant to management and organization studies are a regular feature.

All contributors to the EURAM track are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue must be submitted by September 30th, 2020. All contributions will be subject to double-blind reviews. Papers invited to a ‘revise and resubmit’ are due March 31st, 2021. The publication is scheduled for issue 2/2022. Please submit your papers electronically via the online submission system using ‘SI Entrepreneurial Management’ as article section.

Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the journal’s homepage.

Hoping to hear from you!
Simon Fietze (simonf@sam.sdu.dk)
Sylvia Rohlfer (srohlfer@cunef.edu)
Claudio Petti (claudio.petti@unisalento.it)
Abderrahman Hassi (a.hassi@aui.ma)

MREV – Call for Papers: New Work Arrangements – A review of concepts and theories

Guest Editors:
Ralph Kattenbach, International School of Management, Hamburg
Johannes Moskaliuk, International School of Management, Stuttgart
Barbara Kump, WU Wien

Special Issue

Much has occurred since Frithjof Bergmann‘s seminal thoughts on New Work (1994; 2004; 2019): Smartphones, virtual communication and virtual cooperation have entered the business world. Digitalization has brought forth a completely new economy, agile work processes, AI services, a digital start-up culture, cloud work, new employment relationships, leadership styles, co-working tools and an enhanced spatial and temporal flexibility. These changes in work context and job characteristics, summarized as New Work Arrangements call for a revision of work related concepts and theories. However, even in top management research outlets, the pervasive presence of technology in organizational work has been neglected (Orlikowski & Scott, 2017).

With this special issue on “New Work Arrangements”, we would like to provide comprehensive insights into the many ways in which digitalization influences how we organize, manage and learn work. We also aim to present approaches from various disciplines to incorporate characteristics of New Work Arrangements in existing theories, models, and concepts. In an attempt to categorize the various faces of New Work Arrangements and to provide a guideline for contributions to our special issue, we focus on three central aspects that are influenced by digitalization:

New Organization

Digital technologies enable new business models and strategies; however, they also come with numerous behavioural and organizaitonal challenges for firms: For instance, online markets for talent and labor allow firms to out- source complex tasks but may have implications for knowledge management and human resource management. Adoption of digital technologies may require complementary investments in rare skills to bring about the intended productivity improvements in full (Leiponen et al., 2016). Furthermore, through the advent of digital technologies, virtual work has become the new normal: Staff members work from dispersed locations and interact through their smart phones or other mobile devices (Raghuram et al., 2019). This situation poses a number of new, interesting research questions, for example:

  • What effects have agile work processes, ubiquitous working and virtual teams on an individual and organizational level?
  • What influence do digitalization and artificial intelligence solutions have on work and job characteristics as well as work engagement, performance and perceived autonomy?
  • What is the role of organizational culture and team norms in explaining the impact of New Work Arrangements?
  • Which business models are successful from both an economic (e.g. increased profit) and a psychological (e.g. meaningful work) perspective?

New Leadership

New technologies enable arrangements that offer work-life flexibility. However, studies have shown that such arrangements do not necessarily benefit all groups of workers equally and may come with new challenges, such as promotion and pay schemes (Kossek & Lautsch, 2017). Moreover, such new work arrangements may require new forms of leadership (Banks et al., 2019; Sheniger, 2019). In addition, leaders may have to deal with changes in organizational identity, practice, and knowledge that need to be overcome when organizations become more and more digitalized (Kump, 2019). Possible questions for this special issue include:

  • How are leadership and communication in the workplace affected by digitalization?
  • How can we base trends like mindful leadership, holacracy or agile project management on solid research?
  • What are appropriate competencies, tools, styles or mindsets for leaders facing New Work Arrangements?
  • How can we use digital tools and methods to transfer knowledge, support self-reflection, and foster creativity?

New Learning

Digital devices, virtual reality and other innovative technologies offer new learning opportunities for workers at their workplaces (Noe, Clarke & Klein, 2014). At the same time, managers may need dynamic managerial capabilities in order to keep up to date with constant change (Helfat & Martin, 2014). These new situations require new management skills and may benefit from novel educational settings. Accordingly, new work arrangements come with manifold research questions regarding learning, for example:

  • Which influences has digitalization on learning and development in the workplace?
  • How can digital be used media to provide self-organized learning on the job?
  • How can we foster self-responsible learning competencies and a growth-oriented mindset?
  • What effects do concepts like micro-learning, nudging, and gamification have on learning motivation and learning success?

For the special issue, we invite contributions that consider the above mentioned or related topics of New Work Arrangements, both from a theoretical and an empirical point of view. Qualitative and quantitative research contributions are welcome. We also invite survey articles, best practice cases, didactical designs and book reviews.

Deadline
Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by May 31, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due November 30, 2020. The publication is scheduled for issue 3/2021. Please submit your papers electronically via the online submission system ‘New Work Arrangements’ as article section: http://www.mrev.nomos.de/guidelines/submit-manuscript/

Special Issue
All contributors to the seminar are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by August 30th, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due February 28th, 2021. The publication is scheduled for issue 1/2022. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using ‘SI Employee Voice’ as article section.

Submission Guidelines
Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the journal’s website (http://www.mrev.nomos.de/guidelines/).

Hoping to hear from you!
Ralph Kattenbach (ralph.kattenbach@ism.de)
Johannes Moskaliuk (johannes.moskaliuk@ism.de)
Barbara Kump (barbara.kump@wu.ac.at)

2 IP-Day an der Hochschule für Angewandte Wissenschaften Hamburg (HAW) am 13. November 2019

Die neue Ringveranstaltung des Hamburger Patentverbundes in Kooperation mit der Hamburg Innovation GmbH (HI) findet seit diesem Jahr regelmäßig für Wissenschaftlerinnen und Wissenschaftler statt.

Zu folgenden Themen haben wir Spezialisten eingeladen, die kurze Impulsvorträge halten:

  • Urheberrecht zum Schutz von Software
  • Patente zum Schutz von technischen Erfindungen
  • Normung und Standardisierung zur Unterstützung des Markteintritts

In der anschließenden Podiumsdiskussion wird anhand praxisrelevanter Beispiele gemeinsam über die Vor- und Nachteile der vorgestellten Möglichkeiten diskutiert. Hier­bei­ soll­ insbesondere ­auf­ den­ Einfluss­ auf­ Koope­rationen, den Zugang, die Nutzung und die Verwertung des geistigen Eigentums eingegangen werden. Die Expertinnen und Experten stehen Ihnen im Anschluß an den Ständen des Marktplatzes für Einzelgespräche zur Verfügung.

Mit dem IP-Day der HAW Hamburg wird zum zweiten Mal im Rahmen der neuen Ringveranstaltung veranstaltet, um vor Ort bei den wissenschaftlichen Einrichtungen darüber zu informieren, wann der Schutz von Forschung und Entwicklungen wichtig ist, welche Mittel zur Verfügung stehen und welche Unterstützung in Hamburg für Wissenschaftlerinnen und Wissenschaftler angeboten wird. Die Mitglieder des Hamburger Patentverbundes sind UKE, TUHH, UHH, HAW Hamburg, HSU, BNITM und HPI. HI ist eine privatwirtschaftlich organisierte Wissens– und Technologie–Transfereinrichtung der Hamburger öffentlich–rechtlichen Hochschulen.

Mehr Informationen

Hamburger Interpretationswerkstatt für qualitative Daten startet diesen November: weitere Mitstreiter*innen willkommen

Diesen November startet die „Hamburger Interpretationswerkstatt“. Es wird alle 2-3 Monate ein Treffen zur Analyse qualitativer Daten (Interviewtranskripte, Bilder, Videos etc.) im Hamburger Raum geben. Die Analysemethode richtet sich dabei nach dem jeweiligen Material, der Fragestellung und der Gruppenzusammensetzung.

Dazu hat sich bereits eine kleine Gruppe interessierter Wissenschaftlern (Soziologie, Psychoanalyse, Betriebswirtschaftslehre) zusammengefunden. Weitere Mitstreiter*innen sind willkommen!

Jetzt im November wird es losgehen; die Terminabsprache hat gerade begonnen. Wer Interesse an der Interpretation eigener und fremder Daten in diesem Rahmen hat, kann sich an folgende Ansprechpartner wenden.

Ansprechpartner:
Alexander Degel, Telefon: 040 6541-2371, Email: degel@hsu-hh.de, Fakultät für Geistes- und Sozialwissenschaften
Dr. Jaromir Junne, Telefon: 040 6541-2373, Email: jjunne@hsu-hh.de, Fakultät für Wirtschafts- und Sozialwissenschaften
Beide Helmut Schmidt Universität Hamburg, www.hsu-hh.de.

How to develop a strategic plan for funding your research

The workshop will take place in Hamburg on 18th March 2020.

The continuity of research funding often makes or breaks a research career at the postdoctoral stage. As institutional core funding diminishes and external funding becomes more and more competitive, how do you build your re-sources systematically and mitigate the risk of gaps in funding?

The workshop explores the concept of strategy in the research context. Having a clear idea of your research direction facilitates aligning even small projects to larger goals and makes individual proposals more compelling. It also helps to avoid the trap of letting funding dictate your research focus, which may lead to a fragmented track record. The goal of the workshop is to pro-vide guidance on how to approach the development of a strategic funding plan in the individual research setting. Participants will identify a portfolio of funding opportunities to be pursued in the coming years and manage the grant life cycle systematically to build the resources and capabilities necessary to deliver long-term sustainable research. A specific focus is on integrating national and EU funding sources, including both MSCA Fellowships and ERC Starting Grants.

More Information

MREV – Call for Papers: Employee Voice and the Digitalization of Work

Guest Editors:
Simon Fietze, University of Southern Denmark
Sylvia Rohlfer, Colegio Universitario de Estudios Financieros (CUNEF), Spain
Wenzel Matiaske, Helmut-Schmidt-University/University of the Federal Armed Forces Hamburg, Germany

Seminar at the IUC Dubrovnik (April 20-24, 2020) & Special Issue

Over the past four decades, scholars from employment relations, human resource management, organizational behaviour and labour economics have published a vast body of literature concerning employee voice (Wilkinson & Fay, 2011). Employee voice is thereby understood as the opportunity to participate in organizational decision-making and to have a say to influence the own work and the interests of managers and owners (Barry &Wilkinson, 2016) or – in the case of employee silence – to withhold these views and concerns (Morrison & Milliken, 2003). Employee voice and silence have been linked to organizational performance and the development of competitive advantage (Barry & Wilkinson, 2016) and are a key ingredient for the positive relationship between strategic human resource management and organizational performance (Wood & Wall, 2007) which also implies a link between employee voice and innovation. Employees with the opportunity to communicate individual ideas to management and to participate in decision-making give them the possibility to express ‘creative ideas and new perspectives, increasing the likelihood of innovation’ (Grant, 2013, p. 1703; Zhou & George, 2001).

Recently, scholars are paying more attention to current topics and relate them to employee voice. One stream of research is addressing the advancing technologies and consider the digital revolution and its impact on employee voice. There is no doubt that digital technology is fundamentality changing the way we do business (Mennie, 2015) and in consequence forms, tools and channels ‘voice’. The few studies on employee voice and digitalization are mainly dealing with social media at work and its opportunities for management to get in dialogue with employees. Holland, Cooper, and Hecker (2019), for instance, discuss conceptually issues and opportunities social media provides in the development of employee voice. In a similar vein, Barnes, Balnave, Thornthwaite, and Manning (2019) show how a union’s use of social media might facilitate greater member participation and engagement. However, more empirical evidence and conceptual considerations are needed to better understand and explain digitalization and employee voice (or: ‘e-voice’).

Therefore, the purpose of this seminar and the aim of the special issue of management revue – Socio-Economic Studies is to focus on digitalization at work and its challenges and opportunities for employee voice and silence in cross-disciplinary discussions. Some context to discuss are listed below:

  • To what extent do technologies impact employee voice and silence?
  • To what extent do employees make use of technology to ‘raise their voice’?
  • What role do trade unions play when it comes to electronic (e.g., social media) employee voice?
  • What is the impact of electronic (e.g., social media) voice on traditional mechanisms of employee voice?
  • What is the effectiveness of electronic (e.g., social media) voice? How does it compare to the outcomes of traditional mechanisms?
  • Why do electronic (e.g., social media) employee voice systems fail?
  • What is the ‘dark side’ of electronic (e.g., social media) employee voice/silence?

Deadline
Potential contributors to the seminar at the IUC Dubrovnik are encouraged to submit an abstract of five pages before January 31st, 2020 electronically via the online submission system of management revue – Socio-Economic Studies using ‘IUC Dubrovnik’ as article section: http://www.mrev.nomos.de/guidelines/submit-manuscript/

Special Issue
All contributors to the seminar are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by August 30th, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due February 28th, 2021. The publication is scheduled for issue 1/2022. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using ‘SI Employee Voice’ as article section.

Submission Guidelines
Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the journal’s website (http://www.mrev.nomos.de/guidelines/).

Hoping to hear from you!
Simon Fietze
Sylvia Rohlfer
Wenzel Matiaske

References
Barnes, A., Balnave, N., Thornthwaite, L., & Manning, B. (2019). Social media: Union communication and member voice. In P. Holland, J. Teicher, & J. Donaghey (Eds.), Employee voice at work (pp. 91–111). https://doi.org/10.1007/978-981-13-2820-6_5
Barry, M., & Wilkinson, A. (2016). Pro-social or pro-management? A critique of the conception of employee voice as a pro-social behaviour within organizational behaviour. British Journal of Industrial Relations, 54(2), 261–284. https://doi.org/10.1111/bjir.12114
Grant, A. M. (2013). Rocking the boat but keeping it steady: The role of emotion regulation in employee voice. Academy of Management Journal, 56(6), 1703–1723. https://doi.org/10.5465/amj.2011.0035
Holland, P., Cooper, B., & Hecker, R. (2019). Social media at work: A new form of employee voice? In P. Holland, J. Teicher, & J. Donaghey (Eds.), Employee voice at work (pp. 73–89). https://doi.org/10.1007/978-981-13-2820-6_4
Mennie, P. (2015). Social media risk and governance: Managing enterprise risk. London: Kogan Page.
Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725. https://doi.org/10.2307/259200
Wilkinson, A., & Fay, C. (2011). New times for employee voice? Human Resource Management, 50(1), 65–74. https://doi.org/10.1002/hrm.20411
Wood, S. J., & Wall, T. D. (2007). Work enrichment and employee voice in human resource management-performance studies. The International Journal of Human Resource Management, 18(7), 1335–1372. https://doi.org/10.1080/09585190701394150
Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682–696. https://doi.org/10.5465/3069410

management revue – Socio-Economic Studies – Vol. 30, No. 2/3 (Corporate Responsibility: In the Dilemma between Fake and Trust)

2nd/3rd Issue 2019
management revue – Socio-Economic Studies, Volume 30

Special Issue ‘Corporate Responsibility: In the Dilemma between Fake and Trust’
Guest Editors: Simon Fietze, Wenzel Matiaske, Roland Menges

Simon Fietze, Wenzel Matiaske, Roland Menges
Corporate Responsibility: In the Dilemma between Fake and Trust?

Walther Müller-Jentsch
The Dialectics of Trust and Control: About Different Concepts in Human Resource Management and Mandatory Co-determination

Ute Schmiel
Corporate Social Responsibility: A Fake Already According to the Theory of the Firm?

Leona A. Henry, Guido Möllering
Collective Corporate Social Responsibility: The Role of Trust as an Organizing Principle

Jürgen Beyer, Simon Dabrowski, Florian Lottermoser, Konstanze Senge
Shaping or Shaking Trust in Corporate Responsibility Strategies: The Role of Financialization Practices

Grit Tanner, Eva Bamberg, Carolin Baur, Marlies Schümann
Workplace Health Promotion Inspired by Corporate Social Responsibility – Interactions Within Supply Chains and Networks

Maria Uzhegova, Lasse Torkkeli, Sami Saarenketo
Corporate Social Responsibility in SMEs: Implications on Competitive Performance

Thomas Hermann
Corporate Social Responsibility in the Dock. How Persuasive Strategies Support Verbal Accounts in the Event of Loss of Trust

Fabian Grabicki, Roland Menges
Consumer Responsibility and the Transformation Process of the Electricity Market: Insights From Behavioral Decision Research

Call for Papers

Digitalization, Big Data, Social Media and Internet of Things from a Network and Customer Perspective
Submission Deadline: 01 November 2019

Good Work: Eroding and New Standards in a Changing World
Submission Deadline: 31 December 2019

Employee Voice and the Digitalization of Work (Seminar at the IUC Dubrovnik, April 20-24, 2020 & Special Issue)
Submission Deadline: 31 January 2020