When a manuscript is submitted to Academy of Management Journal (AMJ), editors and reviewers frequently ask: Does the study define a new conversation (theory/lens/paradigm) or divert an existing conversation into a meaningfully different area? Conversations about management and organizations are regularly taking place outside the field of management and its journals as well. Those outside of our field and academic halls may conceptualize organizations and management differently, emphasize organizational and managerial characteristics that are relevant to them, and focus on problems that have not received attention in our studies.

The objective of this Special Research Forum (SRF) is to encourage AMJ authors to join conversations on management and organizations that are taking place in societies around the world. Specifically, we would like to publish a collection of outstanding empirical studies that (1) contribute to the solutions of contemporary managerial and organizational problems and (2) introduce topics to AMJ readers that are seen as important outside of our field but are understudied by management scholars. Examples of such topics include the effects of caste systems on employment, discrimination, socioeconomic status and class in organizations, sexual harassment, diversity and inclusion in the workplace, organizational values, labor strikes, artificial intelligence, global health inequities, the movement of workforce across borders, bribery, political influence, private politics, transnational organizations, interconnected economic systems, and the organizational implications of national conflicts, wars, and international trade agreements and sanctions.

PSL, Université Paris Dauphine, DRM – Management & Organisation

19^th and 20^th of May, 2020

We welcome papers that adopt a theoretical or an empirical perspective (quantitative or qualitative) on these topics. Papers exploring new questions in OB-HRM research, with a qualitative or a quantitative perspective, are encouraged. We would also like to welcome papers on the renewal of an old topic, well-being at work. In OB-HRM, it gives rise to a debate about the ambivalence of relations between human resource management practices, organizational performance and employee well-being. In critical management studies, it gives rise to sharp criticism by associating it with a form of injunction to happiness imposed on the employee or a form of "psychological hygiene" at work. We encourage papers that focus on this emerging debate.

PhD students are invited to present advances in their doctoral research projects in order to stimulate discussion and feedback, or secondary research they are working on. All papers selected for presentation will be reviewed and commented on by two of the invited guests.

A poster session will be organized for early-stage research and/or voluntary submissions. Each day, a one-hour session will be provided by the authors, who will also be available to discuss their research during lunches. Posters are reviewed by the organization committee.

For information regarding the full call, please follow this link.

Special Issue Editors:
Sebastian Raetze, Technische Universität Dresden, Germany
Stephanie Duchek, Brandenburg University of Technology, Germany
Bradley L. Kirkman, North Carolina State University, USA

GOM Associate Editor Liaison: M. Travis Maynard, Colorado State University, USA

Submission Process and Deadline:

• The submission window will open on April 1, 2020 and the deadline for submission is May 15, 2020.
• GOM anticipates publishing this Special Issue end 2021.
• Manuscripts should be submitted through the GOM online submission system: https://mc.manuscriptcentral.com/gom (please select “Special Issue Paper” as the manuscript type).
• Manuscripts should be formatted according to the GOM submission guidelines.

Dear Colleagues,

With the kickoff of the new academic year, we wanted to remind you of the call for papers for the upcoming special issue of Strategy Science: Reinvigorating Research on Organizational Culture and its Link to Strategy.

An organization’s culture has long been recognized as a key contributor to its strategic success, as well as to how its members—the people and groups within it—behave. Given the importance of the links between organizational culture, strategy, and firm performance, Strategy Science is hosting a special issue on different facets of this topic. The special issue aims to tackle two core questions: First, how do different conceptions of culture relate to one another in organizational contexts, and second, how can integrating these different conceptions help to advance our understanding of a firm’s strategy and performance?

Industrialized workforces across the world are aging and growing more age-diverse. It is estimated that by 2024, 38.2% of workers in the United States will be age 55 or older (Toossi et al., 2015). Similarly, in about half of the European Union (EU) countries more than 20% of the workforce will be older than 55 in 2035 (Aiyar, Ebeke, & Shao, 2016). At the same time, the overall labor force participation rate is declining. In the United States it is estimated that the labor force participation rate will be 61% by 2026 (U.S. Bureau of Labor Statistics, 2017). Similarly, the EU workforce is expected to decline by 4.3 million people by 2020 (Eurostat, 2017), and it is expected to shrink further by 12% in 2030 and by 33% in 2060 compared with 2009 levels (European Commission, 2010). These low rates of workforce participation along with the aging workforce strain retirement systems and other social safety net programs. For example, while there were 3.8 people of working age for every dependent person over 65 in the EU in 2002, this number fell to 3.2 people in 2015. By 2020, there will be fewer than three people of working age for every dependent person over 65 in the EU (Eurostat, 2019). To combat this strain on retirement systems, many European governments are raising their official pension age, but labor market participation continues to decrease from age 50 onwards in Europe (Eurostat, 2017). In addition, with increased retirement ages, workplaces are growing more age-diverse, with younger and older people working together more frequently than in the past (Boehm, Kunze, & Bruch, 2014; Finkelstein & Truxillo, 2013).