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Ruth Alas, Estonian Business School, Estonia
In Memorium: Ruth Alas (1960-2018)
Grzegorz Bełz​, Wroclaw University of Economics
Christopher J. Rees, University of Manchester, UK
and Beijing University of Technology


Łukasz Wawrzynek, Wroclaw University of Economics


We are delighted to issue the announcement for the 12th EIASM colloquium on the subject of Organizational Change and Development (OCD). Previous events have taken place in Tallinn, Vilnius, Bucharest, Krakow, Vienna, Malta, Bern, Ghent, Essen, Larnaca and Vienna.

As in previous years, the 2018 OCD colloquium is designed to provide delegates with the opportunity to present their work and discuss it in a constructive environment. Thus, the colloquium seeks to bring together international scholars and practitioners with a view to exploring perspectives and insights into the management of OCD.

Work presented by delegates at the OCD colloquiums in previous years has been published in journals such Human Resource Development International, Baltic Journal of Management, Journal of Business Economics and Management, Journal of Organizational Change Management, International Journal of Public Administration, Journal of Business Ethics, and the Estonian Business Review. In addition, the 2013 colloquium resulted in the production of an edited textbook; this textbook, compiled from papers presented at the event and entitled ‘Change Management and the Human Factor’ was published by Springer in 2015 (see http://www.springer.com/business+%26+management/organization/book/978-3-319-07433-7 ).


Over recent years, discussions on the subject of organisational change and development (OCD) have sought to differentiate between diagnostically focused approaches to organisational change and approaches to organisational change which are more interpretivist, emotionally grounded and dialogic in nature. While these discussions contain echoes of long-standing debates relating to research paradigms and epistomologies, they also raise questions about the extent to which organisational change should be seen mainly as an art as opposed to a science. For example, should the success of an organisational change intervention be determined more heavily by reference to emotional outcomes rather than by reference to objectively determined data measurement techniques often grounded in technologically-based systems? Alternatively, does our consideration of the vast range of potential factors involved with change interventions lead us to favour a more chaotic view whereby successful change is seen not so much as an art or science, but rather as alchemy without pre-determined formulae or obvious post-hoc explanations?  Is it possible to categorise organisational change as either an art or science or is the field so eclectic that it falls outside of such a categorisation system?

In essence, one of the main aims of the 2018 OCD colloquium is to consider organisational change theory and practice from both art-based and science-based perspectives with a view to clarifying the nature, parameters and potential contribution of the subject area to the field of management. Given this aim, we would welcome papers which explore the subject of organisational change and development from a diverse range of perspectives. For example, the organisers would welcome contributions which consider the impact of emotions (such as employees’ readiness to change) on the efficacy of carefully constructed change interventions. Similarly, we would welcome contributions which examine how leaders within organisations have navigated their way through the conflicting demands of the technical requirements of a change intervention and the highly subjective considerations associated with the design and implementation of the intervention.  We anticipate that studies which analyse successful and unsuccessful change interventions may provide a particularly rich source of data to enable us to consider these types of topics. Papers which aim to unearth both overt and covert ways in which varying underlying perspectives about change manifest themselves in the goals, design and evaluation of change interventions would also be welcomed by the Chairs.      

As in previous year, the Chairs of this colloquium encourage a wide variety of contributions to ensure that there is broad access to the topic, particularly from those who may be approaching it from non-standard, novel or even unusual perspectives. Thus, while the focus for this year’s event is placed on organisational change as science and art (or perhaps neither), we actively encourage a wide range of contributions which directly address issues relating to organisational change and development. As an indicative guideline, papers are invited primarily (but certainly not exclusively) on the following types of topics:

the influence of research paradigms and philosophy on approaches to organisational change and development ;
resistance to change as a psychological and/or systems phenomenon.
the paradox of human emotions and planned change ;
scientific principles associated with change management;
the history and development of techniques associated with organisational change and development ;
the vocabulary of organisational change and development ;
the value of prediction for change management processes;
the art of organisational change and development ;
the inherent subjectivity of change management ;
organisational change in the world of disruptive transformations;
organisational change and development in the time of digital transformation
the role of leaders in organisational change initiatives ;
sector-specific approaches to organisational change and development ;
organisational change and health ;
the influence of values on approaches to change management ;
measuring the success and failure of change management interventions ;
the practice of human resource management and its relationship to organisational change and development;
management development and organisational change ;
the influence of financial considerations on organisational change practice ;
international considerations in the field of organisational change and development.


Abstracts:  Please submit abstracts electronically via the workshop website.

  • Submissions must be made in MS Word and Times New Roman 12pt. 
  • Authors’ names must not appear anywhere on the abstract.
  • The abstract must not exceed 250 words (excl. references) and must use single-spaced formatting with no double spacing between paragraphs.
  • The abstract should contain the aims, objectives, and/or questions of the study. These aims, objectives, and/or questions should highlight the relevance of the study for organizational change and development theory and/or practice. 
  • Do not include any institutional graphics or logos.
  • Documents must be tidy and not show any history of editing changes.
  • Do not send documents in 'read only' format (as papers need to be anonymized for the review process).


Abstract submission: April 17, 2018
Notification of authors: as of May 28, 2018
Registration for authors: July 23, 2018
Submission of final papers: August 31, 2018


Detailed programme here. 


Wroclaw University of Economics
Komandroska 118/120
53-345 Wroclaw, POLAND


The fees include participation to the :

  • workshop/conference/seminar
  • 2 lunches
  • 1 workshop dinner
  • morning and afternoon refreshments
For participants affiliated with an institution that is member or associate member of the EIASM's
Academic Council
270,00 € (VAT Exempt)
For participants coming from another academic institution 350,00 € (VAT Exempt)

Cancellations made before August 20, 2018 will be reimbursed minus 20% of the total fee. No reimbursement will be possible after that date.

Payments should be made by :

  • The following credit cards: Visa or Eurocard/Mastercard/Access




Ms. Cristina Setyar - EIASM Conference Manager
Tel: +32 2 226 66 69 - Fax: +32 2 512 19 29
Email: setyar@eiasm.be