Christopher J. Rees, University of Manchester, UK
and Beijing University of Technology
Grzegorz Bełz, Wrocław University of Economics, Poland
We are delighted to issue the announcement for the 14th 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, Vienna, Wroclaw, and Manchester. This year’s event will take place online.
As in previous years, the 2020 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.
We are pleased to highlight that work presented by delegates at previous OCD colloquiums has later been published in journals such as 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, the Estonian Business Review, and Public Administration and Development. 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 ).
Outside In: Organisational Change and Development in a Globalised Economy
The ever-changing nature of work and organisations ensures that organisational change and development (OCD) remains a highly topical field of inquiry within the social sciences. Theorists and practitioners continue to search for insights which will help to explain how and why organisations and people can initiate and respond to organisational change in ways which improve organisational effectiveness and enhance individual fulfilment in work-related contexts. In seeking these insights, the countless number of variables associated with OCD ensures that associated debates are both eclectic and contentious That is, while OCD is complex, its nature is inclusive, thus enabling people from many disciplinary backgrounds to grapple with the fundamental issue of how best to manage change and development within the workplace. As a result, the field of OCD has attracted interest among those with expertise in subject areas such as psychology, organisational theory, human resource management, business ethics, strategic management, operations management, education, accountancy, economics, and information technology.
Well known models of organisational change and development seek to emphasise the importance of interactions between organisational factors such as goals, leadership, resources, systems, and values, when seeking to understand and implement organisational change and development. While many of these models implicitly and explicitly recognise the influence of external influences on organisational processes, the era of globalisation is creating renewed interest in the extent to which forces external to organisations are now driving the direction of organisational change processes. Over recent years, the reality of this diverse range of external influences on the day to day activities of all types and sizes of organisations has been particularly evident. It is becoming increasingly difficult to dispute that factors associated with the external environment, such as international trade agreements, international politics including Brexit, climate change, and social media, are now heavily influencing change and development at the organisational level albeit in different ways and to different degrees. For example, albeit at the extreme level, organisational responses to the COVID-19 pandemic offer startling evidence that many different types of organisations have been able to change fundamentally their ICT systems at a speed and scale that could not have been envisaged prior to outbreak of the pandemic.
One of the main aims of the 2020 colloquium is to encourage contributions which may help to shed light on the broader global context in which organisational change and development takes place. In seeking to promote discussion in this area, we emphasise that contributions to the colloquium may include a wide variety of approaches and methodologies. For example, a possible contribution to the debate may involve isolating the direct impact of particular global phenomena on the management of organisational change in a particular sector or type of organisation; thus, we would welcome contributions which examine how, from a change management perspective, institutions in the public, private and NGO sectors are responding systemically to the challenges of the Covid-19 pandemic. A different approach may involve identifying factors external to the organisation which influence organisational change and development in more subtle and nuanced ways. Another approach may question the extent to which organisations have relative freedom to implement organisational change in a more globalised economy. We anticipate that, these types of contributions will play a role in clarifying the impact of external influences on organisational change processes.
As in previous years, 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 the interaction between organisational change factors which are internal and external to the organisation, we actively encourage a wide range of contributions which directly address issues relating to organisational change and development. In the past, we have received paper contributions from both academics (including PhD students) and practitioners from a range of different countries.
As an indicative guideline, papers are encouraged 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 importance of time in OCD theory–building and interventions;
• issues involved with the use of ICT as a rapid-response change management technique;
• organisational change in the world of disruptive transformations;
• addressing the multidimensional challenges of digital transformations;
• the interaction between macro and micro factors associated with organisational change;
• environmental issues (including climate change) and organisational change and development;
• the history and development of techniques associated with organisational change and development ;
• the vocabulary of organisational change and development;
• diagnostic and dialogic perspectives on OCD;
• the value of prediction for change management processes;
• the inherent subjectivity of change management;
• organisational change and development in the time of digital transformation
• the role of leaders in organisational change initiatives;
• public, private, NGO: sector-specific approaches to organisational change and development;
• organisational change, health and wellbeing;
• the influence of values on approaches to change management ;
• measuring the success and failure of change management interventions;
• the use of future foresights and scenario planning tools in OCD 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.
Extended abstract submission: July 24, 2020
Notification of authors: as of July 27, 2020
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).
There are no specific guidelines for full papers. To upload your paper:
* go on the EIASM website (https://www.eiasm.net )
* click on "Workshops & conferences / Event administration"
* enter your login and password (in case you have forgotten one of these items, please follow the procedure indicated).
* at that stage, you will see that the final version of your paper is needed. Clicking on "details" enables you to upload it
- In case the title is different from the title of the abstract you submitted, please modify it.
* once it’s done, don't forget to click on the "SAVE" button.
FEES to be communicated soon.
Ms. Cristina Setyar - EIASM Conference Manager
PASSAGE DU NORD - 19 - 1000 BRUSSELS - BELGIUM
Tel: +32 2 226 66 69 - Fax: +32 2 512 19 29