工商管理 | 会议/专刊截稿信息7条

工商管理

The British Accounting Review

MANAGEMENT ACCOUNTING RESEARCH GROUP CONFERENCE

摘要截稿: 2018-09-17

全文截稿: 2018-09-17

影响因子: 0.0

网址: https://www.journals.elsevier.com/the-british-accounting-review

This is the third call for papers for the annual MARG/MCA conference, to be held on Thursday 15th and Friday 16th of November 2018 at Aston Business School, Birmingham. This year, the conference theme will be around “Management Accounting for Innovation and Innovation for Management Accounting". We aim to interpret innovation broadly, and encourage submissions that discuss innovations of any kind in management accounting and management control research, education, and practice. Although papers focusing on the conference theme will be preferred, papers are invited that address any area of research and practice within management accounting and/or management control. Papers from practitioners are especially welcome.

Each day of the conference will include several plenary presentations and panel discussions. The conference will feature the following invited speakers:

- Angelo Ditillo, Associate Professor of Management Accounting, Bocconi University

- Lukas Goretzki, Associate Professor of Accounting, Stockholm School of Economics

- Rob Jones, Senior Lecturer in Accounting, Finance and Business, Newcastle University Business School

- Chris Ford, Lecturer in Accounting and Management, Lancaster University Management School

- Peter Cleary, Lecturer in Accounting, Cork University Business School

Some of these plenary speakers will participate in a panel session at the end of day 1, which will be hosted by the ICAEW. It will include a question and answer session to encourage audience participation.

The first day ends with a conference dinner where delegates will have the opportunity to meet and discuss their research interests and practical developments in a relaxed setting. The second day consists mainly of parallel sessions in which research in various stages of development will be presented. PhD students and early career researchers are particularly encouraged to present their work in this setting. The day will conclude with another plenary presentation and a CIMA led panel.

工商管理

ICEBA 2019

International Conference on E-Business and Applications

全文截稿: 2018-10-30

开会时间: 2019-02-25

会议难度: ★

会议地点: Bangkok, Thailand

网址：http://www.iceba.org/

Welcome to the official website of 2019 2nd International Conference on E-Business and Applications-ICEBA 2019, which will be held during February 25-28, 2019, in Bangkok, Thailand.

ICEBA 2019 aims at bringing together researchers and practitioners who are interested in e-Business technology and its current applications. The scope of the conference covers low-level technological issues, such as technology platforms, internet of things and web services, but also higher-level issues, such as business processes, business intelligence, value setting and business strategy. Furthermore, it covers different approaches to address these issues and different possible applications with their own specific needs and requirements on technology. These are all areas of theoretical and practical importance within the broad scope of e-Business, whose growing importance can be seen from the increasing interest of the IT research community. The conference will be held every year to make it an ideal platform for people to share views and experiences in E-Business and Applications and related areas. One Best Paper will be selected from each oral session. The Certificate will be awarded in the Welcome Banquet on February 26, 2019.

工商管理

International Journal of Information Management

Call for Papers: A Special Issue of the International Journal of Information Management on - Application of Soft Computing and Machine Learning in the Big Data Analytics for Smart Cities and Factories

全文截稿: 2018-10-31

影响因子: 0.0

网址: https://www.journals.elsevier.com/international-journal-of-information-management

The ever-increasing pervasiveness of Internet connections and the miniaturization of hardware, together with the success of new distributed computing and storage architectures, such as cloud, fog, mobile, and edge computing, have paved the way for a new generation of data-centric applications, potentially able to the revolutionize information society. Data gathering and sharing are particularly pivotal to our society with the proliferation of the Internet of Things and social networks, and the consequent data processing and information inference are equally important and pose several non-trivial challenges.

In fact, such a vast availability of data requires novel means for the extraction of information and the making of such data/information useful for multiple aims, spanning from the improvement of the city management, the realization of smart cities, the increasing of industrial competitiveness, to the fight against terrorist organizations, just to give some concrete example. On the one hand, the need to store and exchange a large amount of data has led to a radical rethinking of database systems, resulting in NoSQL solutions, and the evolution of communication protocols and computing infrastructures, making cloud computing, and its variants, very popular and widespread.

A similar research and technological advance is mandatory also in the way data are processed, and information is inferred. Novel approaches and research fields are emerging, such as big data analytics, sentiment analysis, or deep learning, where soft computing and machine learning are extensively applied for data mining, in order to handle the scale of the data sets, the geographical distribution of the interacting systems, and the expressiveness of the processing means, etc. A non-marginal aspect also consists in the extraction of the hidden knowledge within these vast data sets and the exploitation of the mentioned approaches to design advanced solutions where applications can learn from data to extract knowledge from past experiences, and to make decisions and predictions based on such obtained knowledge.

Last but not least, big data analytics raises serious management challenges when data are accessed, managed or governed, related to privacy, security, governance and ethical aspects. This is further exacerbated when such solutions are applied to the case of smart cities and factories. However, apart from security and privacy, some particularly important aspects that are typically neglected are the following considerations. On the one hand, there is the data governance, which consists in categorizing, modelling and mapping the data as they are captured and stored, and proper means to optimize such a process are needed in order to maintain a high quality of the mined and analysed data. On the other hand, the cost minimization of the big data analytics consists in properly managing the execution of the Big Data processing in sophisticated data centers by reducing the cost/operational expenditures in terms of the consumed energy (within the context of the green computing), and/or the computation and storage resources, and even by planning the allocation of data intensive activities to data centers or machines under the constraints of good performance, high availability and/or resiliency. These two aspects are emerging challenges since they have an impact on the way organizations adopt the upcoming solutions of Big Data analytics to leverage the data in their business processes, and novel solutions are required in order to address these issues, since the traditional means have been proved to be inadequate.

Soft Computing and Machine Learning are promising technologies able to make changes in the way that people and companies will use the Big data Analytics solutions for knowledge centred activities, such as learning organisations, health care (patients as well as health workers and managers), business intelligence, security in organizations, etc. The cutting-edge benefit of Soft computing and Machine Learning consists in addressing how the organizational theory can exploit these advanced information processing and management concepts within the context of big data analytics, so as to prompt its application to smart cities and factories, and to investigate the impact of these technologies on the internal organization structures and dynamics of enterprises, as well as of societal organizations involved in these application domains. We also solicit contributions highlighting how the use of Machine Learning and Soft Computing may lead to better customer experiences and services, which may help businesses achieve on improved performance, with respect to big data analytics within the context of smart cities and factories.

Topics

The aim of this special issue is to bring together experiences intersecting the two fields of soft computing and machine learning to address the key issues related to data mining in the current large-scale data sharing infrastructures for big data analytics in smart cities and factories, to promote a convergence and cross-fertilization. We also solicit contributions coming from the industrial community to present concrete applications of these novel means in big data analytics and knowledge extraction. The topics of interest for this special issue include

- Machine learning for data mining and knowledge extraction

- Soft computing for big data analytics

- Data mining and knowledge extraction enhanced with computational intelligence

- Data mining and knowledge extraction in the Internet of Things

- Stream processing at a large scale

- Cloud-based services for large data sets processing

- Information forecasting with Machine learning and soft computing

- Knowledge classification with Deep Learning-based solutions

- Processing large data sets with heterogeneous features from multiple different sources

- Soft computing and Machine Learning data fusion in large-scale computing solutions

- Feature selection/classification from social networks

- Privacy concerns and protection within big data analytics solutions

- Protecting data mining methods for big data analytics against attacks and failures

- Data governance within machine learning for smart cities and factories

- Machine Learning for governance of big data analytics

- Soft Computing Models in big data governance

- Big Data Expenditure minimization by means of machine learning and soft computing within smart cities and factories

- Business models where leveraging machine learning and soft computing are used to enhance the quality of big data analytics and to unleash business potential.

工商管理

International Business Review

Emerging Economy Multinational Enterprises and Institutional Evolution

全文截稿: 2019-02-28

影响因子: 0.0

网址: https://www.journals.elsevier.com/international-business-review

While the existing literature on emerging economy multinational enterprises (EMNEs) acknowledges the importance of institutional contexts (Child & Marinova, 2014; Cui & Jiang, 2012; Finchelstein, 2017; Meyer & Peng, 2016; Wang, et al., 2012; Wu &Chen, 2014; Yaprak, et al., 2018), so far, insufficient attention has been paid to the possibility that such firms’ international activities may affect the institutional environments within which they operate (Cantwell et al., 2010). Instead of being passive recipients of institutional influence, EMNEs can actively engage with governments and other actors to alter institutional conditions. In particular, treating institutions or governments as exogenous factors, most existing studies have exclusively focused on EMNEs’ efforts to exploit institutional advantages or mitigate institutional deficiencies. However, limited research has been conducted on the role of internationalisation activities in the institutional evolution of both home and host countries and the mechanisms through which EMNEs initiate institutional change, as well as shape and transpose institutions in the internationalisation process (Doh, et al., 2017).

Thus, the emphasis of this Special Issue is directed towards unpacking the interdependence between institutions and EMNEs. More specifically, it focuses on the role of EMNEs in institutional evolution and examines interactive relationships between institutions and EMNEs, as well as the mechanisms through which such interactions occur.

We propose the following seven areas as potential themes:

- What are the unique characteristics of the interdependence between the home country government and the internationalisation process of EMNEs?

- Are there any bidirectional relationships between institutional change and EMNEs’ internationalisation process and to what extent do EMNEs’ internationalisation activities impact the institutional evolution of both home and host countries?

- What are the micro-foundations of institutional change in the context of EMNEs?

- What are the micro and macro-level factors that jointly motivate EMNEs to proactively seek institutional change?

- What are the mechanisms through which EMNEs bridge home and host country institutional distance, and initiate institutional changes in both contexts?

- How, and to what extent, do institutions and the internationalisation activities of EMNEs co-evolve at national and transnational levels?

- In what ways do EMNEs with different ownership characteristics use different approaches to initiate institutional change?

Papers may address one of the above areas. We invite both conceptual papers and empirical work based qualitative, quantitative and mixed-methods. We particularly welcome interdisciplinary submissions that complement the international business perspective.

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Journal of International Management

Call for papers: special issue on Strategic Agility for International Business Sustainability

全文截稿: 2019-02-28

影响因子: 0.0

网址: https://www.journals.elsevier.com/journal-of-international-management

Strategic agility is defined as the “ability of the organization to renew itself and stay flexible without sacrificing efficiency” (Doz and Kosonen 2008a; 2008b; 2010, as cited in Junni et al., 2015, p. 596), as well as “the ability of an organization to continuously adjust strategic direction and develop innovative ways to create value (Weber and Tarba 2014, as cited in Ivory and Brooks, 2017, p. 2). But, even though the notions of “renewal” and “adjustment” can be viewed from diverse perspectives of varied organizational settings, the focal point of agility still lies on a business’ competency to build and retain the flexibility to adapt to an array of factors and forces; including new ideas, technologies, socio-economic concerns and variables, target markets’ norms and values, as well as the concerns of different government and non-government organizations therein. The purpose of such strategic adaptation/renewal would be to become and remain agile enough to allocate/reallocate organizational resources and to structure/restructure organizational strategies and processes, focusing on the extant or latent socio-economic concerns and without sacrificing the core organizational policy and efficiency, in order to deliver stakeholder value in a way that would be expected and accepted by all stakeholders, so that either a new business opportunity would be explored or an extant business risk would be neutralized.

In general, an important goal of strategic agility is to adapt to the changes pertaining to an extant socio-economic concern or to introduce a new idea related to a latent market need that “enables higher advantage in collective and individual levels, compared to the prior strategies and processes to enhance socio-economic development” (Shams, 2016, p. 761), which is particularly important for international businesses towards sustaining their market-offerings across national borders and relevant socio-economic contexts. However, the extant literature on strategic agility argues that we have limited knowledge to fully and proactively exploit the potentials of business firms to introduce flexibility in their local or international operations, without sacrificing their core values and current efficiency, in order to survive and prosper in the domestic and cross-border markets. For example, “however, the agile development literature is largely anecdotal and prescriptive, lacking empirical evidence and theoretical foundation to support the principles and practices of agile development” (Lee and Xia, 2010, p. 87). Apart from only three published papers in MIS Quarterly in 2010 and 2011 (i.e. Lee and Xia, 2010; Lu and Ramamurthy, 2011 and Tallon and Pinsonneault, 2011), a literature search reveals that no paper is published on strategic agility in the current decade since 2010 in leading mainstream management and international business journals, such as Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, and Journal of International Business Studies. It indicates a significant research gap in this particular research stream.

“Numerous studies have documented the positive effects of IT (information technology) capability on organizational performance but our knowledge of the processes through which such gains are achieved remains limited due to a lack of focus on the business environment” (Chen et al., 2014, p. 326). From this perspective, IT literature lacks understanding on the implications of business process agility and business environmental factors on IT capability to reinforce organizational performance (Chen et al., 2014). There are ongoing calls for new theories of management decision support system (DSS) to develop greater insights from broader contexts, in order to proactively include all organizational members, and available infrastructure and technology in the DSS (Clark et al., 2007). This is usually imperative for DSS, related to strategic agility for developing better insights on the dynamic business environments, in order to understand how the organizational members, infrastructure and technology could better be integrated in a firm’s overall DSS. However, little is known on this issue in the context of information technology (Chen et al., 2014). In support of this view, Arbussa et al. (2017) argue that more research is needed to explore appropriate strategic agility-driven business models, in order to prolifically and promptly support business firms’ DSS from the diverse perspectives of different organizational settings in local and international markets.

Strategic agility in the context of human resource management (HRM) is important to train the frontline staff-members, in order to let them aware about the changes, so that they can be more efficient in their interactions (or transactions) with customers. Nevertheless, in terms of strategic agility in HRM, researchers noted that “the nature and patterns of vertical work relationships between buyers and suppliers is a key subject of inquiry in organization and management research. However, the mechanisms conducive to transforming transaction-based relationships into commitment-based relationships (among buyer and supplier, e.g. frontline staff-members) remain elusive” (Carmeli et al., 2017, p. 1). In the context of agile cross-cultural management strategies, there are some works on how global or multinational enterprises (MNEs) learn their different local (host countries’) norms and values, in order to remain agile in their various global locations; however, there is very little understanding on how "MNE’s local employees learn, assimilate and modify their personal behavior (e.g. values, norms) and professional competence (e.g. standards, goals, language, knowledge, capabilities) in order to fit the MNE’s global mindset and global competence set so that they can be internationally reassigned” (Luo, 2016, p. 29), which is important for global corporations and MNEs to remain agile proactively in their international management. Also, Mao et. al. (2015) argues that limited information is available on the extent to which organizational knowledge management capabilities could effect on strategic agility.

Considering the prospective business risks and uncertainty, proactive agile decisions are imperative to avoid marketing myopia; however, not many studies have analyzed the intersections at strategic agility and marketing myopia, in order to plan, implement and monitor strategic renewal decisions (Johnston, 2009). “Although flexibility…and adaptability…(in strategic agility) have been flagged as important characteristics of the dynamic PMI (post-merger integration) process, prior work has not applied the concept of strategic agility to the management of the (international) acquisition process” (Junni et al., 2015, p. 596). In terms of agility in international supply chain management, the contemporary literature acknowledges “gaps in understanding and development of agility and flexibility in supply chains” (p. 379), which are related to “conceptual, contextual and methodological gaps” (Fayezi et al., 2017, p. 379). In terms of offshore outsourcing, Choi et al. (2017) reported that “flexibility (,which is a key element in strategic agility) as a driver of outsourcing has received limited attention with the exception of a few early authors, including Quinn and Hilmer (1994) and Linder (2004)” (p. 3). On the one hand, “agility and sustainability are regarded as performance measures for contemporary organizations” (Vinodh, 2016, p. 1015). On the other hand, sustainability and strategic agility both are established research streams: “researchers have focused on the areas of sustainability and agility individually, but they have not explored (profoundly) how these could complement each other and help organizations become more efficient and competitive” (Singh and Vinodh, 2017, p.113). In terms of corporate sustainability, academic research should develop insights from both theoretical and empirical perspectives, in order to understand the association of strategic agility and business sustainability at individual-, as well as organizational-level constructs (Ivory and Brooks, 2017).

We understand that strategic agility and organizational sustainability are mutually instrumental to long-term success in both local and international business management. However, the discussion thus far demonstrates that we have very limited insights on the individual, as well as, on the reciprocal impacts of extant strategic agility and sustainability literature and practice on the progress of different functional areas of international business management. In general, stakeholder relationship management has diverse implications for both business sustainability and strategic agility. However, we lack proper understandings on how to proactively leverage stakeholder relationships and engagement, in order to fully exploit its prospective wide-ranging potential on the varied contexts of strategic agility (Axon, 2016; Chebbi et al. 2015; Chebbi et al. 2017) and business sustainability (Shams, 2016; Campanella et al. 2016; Vrontis et al. 2017). As a consequence, this special issue aims to enhance our understanding on how stakeholder relationship management could play an antecedent role in international businesses’ strategic agility management, in order to ensure the businesses’ sustainability in different cross-border markets.

“Strategic agility comprises three organizational meta-capabilities: strategic sensitivity, collective commitment, and resource fluidity” (Ivory and Brooks, 2017, p. 1), which “requires having a keen awareness of incipient trends, the ability to quickly make bold decisions, and knowing how to reconfigure business systems and redeploy resources” (Gurkov et al., 2017, p. 12). In this context, the targeted papers for this special issue will analyse “the cause and consequence of stakeholder relationships and interactions, as a stakeholder causal scope (SCS)” (Shams, 2016, p. 676) to nurture strategic sensitivity, collective (stakeholder) commitment and resource fluidity, in order to plan, implement and monitor agile decision(s), in response to the incipient trends to sustain businesses in the international markets. Original conceptual and empirical (qualitative, quantitative and mixed) studies from any international businesses’ functional area that span theoretical boundaries and disciplines to develop new insights on “the impact of stakeholder relationship management on strategic agility management for international business sustainability” are welcomed to be submitted. The relevant topics include, but are not limited to:

- emerging perspectives of stakeholder theory and its impact on strategic agility and business sustainability in international market;

- big data management, decision support system and SCS analysis for strategic agility and international business sustainability;

- stakeholder causal scope(s) in different types of international businesses, i.e. transnational, business, multinational business and global business for agile decision making to contribute to cross-border sustained competitive advantage;

- new insights from different extant and emergent stakeholder relationship management constructs to influence strategic agility for international business sustainability;

- SCS analysis, co-creation, strategic agility and its impact on international business sustainability;

- insights from international stakeholders’ perceptions for agile decision making to support international business sustainability;

- misinterpretation of international stakeholders’ perceptions and international business myopia, and its impact on strategic agility and international business sustainability;

- SCS and strategic agility for international business growth strategies and exploring additional revenue sources for international business sustainability;

- SCS analysis for entry-mode decision making in international business, and strategic agility for organizational sustainability;

- SCS related to risks and uncertainty in international business, and strategic agility for international business sustainability;

- stakeholder relationship management and the impact of cross-cultural management on strategic agility for international business sustainability;

- SCS in international business standardisation – adaptation decision, strategic agility and international business sustainability;

- SCS at the conflict-regions, and strategic agility for international business sustainability;

- different emerging perspectives of SCS, strategic agility and international business sustainability.

工商管理

Journal of Family Business Strategy

Human Resources and Mutual Gains in Family Firms

全文截稿: 2019-04-30

影响因子: 0.0

网址: https://www.journals.elsevier.com/journal-of-family-business-strategy

Human resources involve “the knowledge, skills, networks and energies of people and, underpinning them, their physical and emotional health, intellectual capabilities, personalities and motivations” (Boxall, 2013, p. 13). They are vital for both individuals and organizations. Individuals need human resources as a source of livelihood and to fulfil their human potentials; organizations require human resources as a source of competitive advantage and continual renewal. However, finding congruence between the person and the organization has always been challenging (Argyris, 1964): How to manage human resources to createmutual benefitsfor both individuals (in terms of employee well-being and human flourishing)andorganizations (in terms of high performance) in contrast to realizing conflicting outcomes?

In contemporary HRM research and practice there has been a resurgence of interest in how HRM is able to achievemutualityor mutual benefits for all key stakeholders, including the employee base, as opposed to HRM solely improving returns to owners and shareholders (Boxall, 2013; Beer, Boselie, & Brewster, 2015; Edgar, Geare, Zhang, & McAndrew, 2015; Valizade, Ogbonnaya, Tregaskis, & Forde, 2016; Guest, 2017). For example, Boxall (2013) has outlined three conditions under which mutuality (or a stronger alignment of interests, or a better person-organization fit) can be achieved in employment relationships. First, a capability match, meaning a match between the employer’s need for a capable, talented workforce and the employees’ need for a supportive work environment conducive to develop one’s potential (e.g., Verleysen, Lambrechts, & Van Acker, 2015). Second, a commitment match, meaning a fit between the employer’s need for commitment and flexibility of employees and the employees’ need for job security, experience built-up, and fairness of treatment. Third, a contribution match, whereby both parties perceive that their respective needs are being met. The underlying idea is one of reciprocity, “such that if the employer prioritizes HR practices that promote well-being [the overall quality of an employee’s experience and functioning at work, Warr, 1987], employees in return will respond positively, reflected in various indicators of performance” (Guest, 2017, p. 28).

This Special Issue on “Human Resources and Mutual Gains in Family Firms” aims to bring the mutuality perspective from the field of HRM into the family business domain. Family businesses’ features can impact on a number of mutuality issues, related to HRM, such as the fit between the individual (human development and flourishing) and the organization (design), including managing the recruitment and the selection process of human potential, motivating people, alignment of remuneration packages, and developing people considering work-life balance as well as organization-group-individual “soft” domains, such as needs, motivations, commitment, job satisfaction, individual development, organizational citizenship, leadership styles, managing conflicts, and negotiations. This implicates looking at employment relationships from both sides, the employee and the family firm.

By focusing on mutuality in the employment relationship in family firms, a myriad of theories and concepts from the organizational behavior domain become highly relevant to advance theory on HR management and development in family firms: fairness/equity, self-determination, intrinsic motivation, voice, citizenship behavior, trust, psychological contract, appreciative inquiry, positive organizational behavior, social learning, psychological capital, task enrichment, etc. Furthermore, a mutuality perspective will help to give HRM research in family firms more coherence and direction. Currently, the body of HRM knowledge in the family business domain is scarce and largely undertheorized (Cruz, Firfiray, & Gómez-Mejía, 2011). Lansberg (1983) and Astrachan and Kolenko (1994) were among the first to emphasize the importance of sound HR practices in family firms contributing to organizational capability as a source of potential competitive advantage (Astrachan & Kolenko, 1994). Research by de Kok, Uhlaner, and Thurik (2006) found that family firms tend to make less use of professional HR practices as opposed to non-family firms because of lower capability ora lesser need to do so because of lower agency costs. Furthermore, pointing to the importance of taking heterogeneity of family firms into account, McCann, Leon-Guerrero, and Hailey Jr. (2001) found that growth family firms rated the importance of HR issues significantly higher than family firms that were not growing. Barnett and Kellermanns (2006) conceptualized the link between justice perceptions of nonfamily employees and family-influenced HR practices within family firms and Hauswald, Hack, Kellermanns, & Patzelt (2016), using a person-organization fit logic, found that job applicants who value conservation or self-transcendence are particularly attracted by family firms, while those who seek openness to change or self-enhancement are less attracted. Cruz, Firfiray, and Gómez-Mejía (2011) proposed to take a socioemotional wealth (SEW) perspective to better understand the (determinants and uniqueness of) HR practices in family firms and formulated propositions to guide future research efforts.

We invite submissions from various disciplines, such as organizational behavior, HRM, organization theory, management, family business or combinations thereof. Contributions can be conceptual (including critical literature reviews or “state-of-the-art” articles) and/or empirical (qualitative, quantitative or mixed methods). The special issue aims to critically review and advance theorizations and methodological applications to the study of managing and developing human resources in a family business context, highlighting the relevance of different theories in advancing our knowledge of HR issues in family firms. Papers which adopt innovative approaches or challenge our understanding of family business and HRM are welcome. Action research papers with an intervention focus are also welcomed. Review papers as well as empirical and theoretical papers will be considered.

We welcome papers that represent the theme of the special issue: Human Resources and Mutual Gains in Family Firms. Possible topics/questions include, but are not limited to the following:

- How and when are HR practices and policies in family firms likely to contribute to mutuality in employment relationships and the management of human resources?

- How do families and family dynamics affect key HR issues and practices? How and when do SEW motivated objectives contribute to or hamper mutuality in the employment relationship?

- How are employees attracted, motivated, trained and retained in family firms? How does this impact employees’ well-being/flourishing and performance indicators of the family firm?

- What reward and compensation systems are chosen, developed, and used in family firms? How do these systems affect motivation/well-being/flourishing and firm performance indicators?

- How do family firms invest in people’s psychological resource capacities of self-efficacy, hope, optimism, and resilience, and how is this linked to indicators of performance or (sustained) competitive advantage?

- What kind of HRM practices are likely to be (uniquely) found in family firms, and why? What is their impact on mutuality in the employment relationship?

- How does family heterogeneity shape family business HR practices and outcomes?

- In what ways, and by whom, is the HRM function enacted in family firms? Is there a difference with non-family firms?

- How do family firms manage industrial relations (constructively)? Can we find family firms unique features shaping these relationships?

工商管理

The British Accounting Review

BAFA Accounting Education SIG Annual Conference, Ghent, 2019 Call for Manuscripts

全文截稿: 2019-10-01

影响因子: 0.0

网址: https://www.journals.elsevier.com/the-british-accounting-review

The British Accounting & Finance Association (BAFA) Accounting Education SIG Annual Conference 2019 is s pleased to announce its annual conference to be held at Ghent University in Ghent, Belgium, Wednesday 22 May 2019 through Friday 24 May 2019. We invite authors of conference presentations to submit complete journal ready accounting education related research papers, teaching cases, teaching notes, or best practices to the special issue. Conference acceptance/presentation does not guarantee publication in the Journal. Submitted papers will be subject to double blind peer review by academics. Subject to editorial review and approval, accepted manuscripts will be published in the Journal of Accounting Education (http://www.journals.elsevier.com/journal-of-accounting-education).

To enhance early access, manuscripts will be published in regular journal volumes as accepted and later be pulled into a virtual special issue on the Journal of Accounting Education website. Submissions should be made electronically through https://www.evise.com/profile/api/navigate/ACCEDU starting 25 May 2019. When submitting, select the issue type as 'Special issue' and then 'Special Issue BAFA AE 2019 Ghent”. The deadline for submissions is 1 October 2019. Acceptances will be on a rolling basis with an anticipated virtual special issue completion for March 2021. Potential contributors are encouraged to contact the guest editors to discuss ideas and topics. Authors should submit the following items within the EVISE system: (1) statement that the submitted work is original, that it has not been published elsewhere, and that the paper is not currently under review by any other journal; (2) cover page, containing title of the manuscript and complete contact information for each author; and (3) manuscript copy itself, without any author identification. For further information, please contact either of the following guest editors:

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