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GHENT, SEPTEMBER 12-13, 2013


Ruth Alas, Estonian Business School, Estonia
Christopher J. Rees, University of Manchester, UK
and Beijing University of Technology
Ralf Wetzel, Vlerick Business School, Belgium


Prof. Nils Brunsson,  Uppsala University


For the detailed programme CLICK HERE
A welcome reception will be organised in the late afternoon of the 11th of September. More details will be published soon.


We are delighted to issue the announcement for the 8th EIASM colloquium on the subject of Organizational Change and Development (OCD). Previous OCD workshops have taken place in Tallinn, Vilnius, Bucharest, Krakow, Vienna, Malta and Bern. The 8th OCD colloquium is scheduled to take place in Ghent in September 2013.

As in previous years, the 2013 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 workshops 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.


“Nothing is more stable today, than change.“ This collocation is not only a common expression for a rather passive acceptance of dynamism, but arguably is a fatal description of the discourse of organisational change management. For while the conditions of organising have changed dramatically throughout the last 50 years (rising intransparancy and instability, acceleration, new forms of work and organisational design, reduced use of hierarchy, etc.) and still breathe the spirit of the pioneers of management, an increasingly loud voice of criticism expresses these sentiments as a diagnosis for the state of research and practice in the field of organisational change. The theoretical foundations of the field seem, to some, to be rather weak and unclear while the variety of perspectives applied to the subject is rather low despite the burgeoning number of related academic publications designed to shed light on both theory and practice. In essence, if it were a country, organisational change would be seen by many as a failing State. Yet, what if the high ratio of failed change efforts is less grounded on weakly skilled employees but rather on flaws in the hidden assumptions surrounding organisational change? In the myriad of academic publications and organisational change interventions, what is being overlooked and ignored? Which cognitive and pragmatic tools should we abandon before we exert even more harm on organisations, employees and the wider society?

The 8th colloquium of organizational change and development strives to open up the Pandora’s box of organisational change. We aim to explore what assumptions about organisational change need to be challenged, revised and even abandoned. We are therefore looking for contributions, which challenge mainstream ways of thinking about the theory and practice of organisational change and ideally offer insights into alternative directions.

Since its original conception eight years ago, the Chairs of this colloquium have sought to garner a wide range of views about the theory and practice of organisational change, that is, a broad access to the topic of organizational change has always been an important and highly appreciated tradition of the colloquium. Thus, while placing this year’s focus upon exposing the hidden assumptions of organisational change, the event is open to all contributions discussing current trends and specific challenges in organisational change theory and practice. As a guide only, papers are invited primarily, but not exclusively, on the following topics:
- constraints of current thinking of organisational change
- new approaches to observing and to managing change
- societal change and organisational development
- lessons learned from organisational change in public and non-business organisations
- new organisational forms and challenges to organizational change
- theoretical and philosophical foundations of management and organizational change
- organisational change in a time of austerity
- the enabling and restricting role of management development in change management
- the contribution of the HRM function to change management interventions
- arts and aesthetics as sources for inspiration and improvement in organisational change
- innovation and the process of change management
- the role of norms, values and ethical aspects on change management
- entrepreneurship and change management
- the management of organisational change with reference to product development and marketing
- influence of spirituality on change management
- diversity and organizational change and development
- the role of communication in change management projects
- the psychology underpinning organizational change and development
- the impact of organizational change on employees
- functions and benefits of resistance to organizational change

Due to the chosen focus, we are very open to contributions which even can vary in style of presenting an intriguing argument.



The abstract should contain a cover page and the body of the proposal ( one document ).
The cover page must include:
- The title of the proposal
- Authors’ names, affiliations, address, telephone, fax and e-mail.
The body of the proposal will be an abstract that must not exceed 250 words and must be inputted single-spaced with no double spacing between paragraphs.
The abstract should contain the aims and/or objectives and/or questions of the study. These aims and/or objectives and/or questions should highlight the relevance of the study to organizational change and development theory and/or practice.



Submission of abstract : 30 April 2013
Author notification: as of 13 May 2013
Registration for authors: 28 June 2013
Submission of final paper: 23 August 2013



Vlerick Business School (Ghent Campus)
Reep 1
9000 Gent - Belgium

For hotel bookings: www.booking.com

How to reach Ghent: CLICK HERE


Preferential EIASM rates: Brussels Airlines is pleased to be the Preferred Carrier and extends 10% discount on available economy fares from Europe, Tel Aviv & Moscow to Brussels. Go to www.brusselsairlines.com, and after having chosen your dates and cities of departure and destination, click the option "I have a promocode". Type EIASM2013 in the box displayed.

Book until 31/12/2013 and travel between 02 September and 31 December 2013.

FEES (VAT excluded): The fees (VAT excluded) include participation to the workshop, lunches, the workshop dinner, morning and afternoon refreshments, the workshop material and the welcome reception.

For participants affiliated with an institution that is member or associate member of the EIASM's
Academic Council
291,00 € (including 21,00 € VAT)
For participants coming from another academic institution 371,00 € (including 21,00 € VAT)

Cancellations made before September 1, 2013 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:
Email: setyar@eiasm.be