The mission of this Special Interest Group (SIG) is to facilitate and promote the development and exchange of knowledge within all areas of International Management within and beyond the academic community. In line with the European Academy of Management’s (EURAM) mission this SIG aims to be an open, international and multicultural European forum for networking and research (theoretical, empirical and methodological ) related to International Management with a particular (but not exclusive) regional focus on Europe regarding (a) the SIG community and (b) the geographical scope of empirical or conceptual research.
SIG OFFICERS (2020-2021):
Markus G Kittler (MCI Management Center Innsbruck) markus.kittler@mci.edu SIG chair
Yvonne McNulty (Singapore University of Social Sciences) yvonnemcnulty@suss.edu.sg SIG PROGRAMME chair
GT07_00 International Management General Track
The general track of our SIG is interested in research addressing the challenges organisations face in an increasingly internationalised environment. This year the papers from track GT07_00 have been on an exceptional basis assimilated into ST07_01, ST07_04 and ST07_06. This was required in response to the altered conference format and decided on best fit to enable thorough discussions with proponents also researching international HRM and global mobility (ST07_01 Expatriate Management), culture and management (T07_04 Management and cultures: qualitative organizational research) and competitiveness (T07_06 International Competitiveness). Please refer to the tracks mentioned above for further contact.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education, Goal 7: Affordable and clean energy, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 11: Sustainable cities and communities, Goal 12: Responsible consumption and production
Markus Kittler , MCI Management Center Innsbruck, Markus.Kittler@mci.edu
INTERNATIONAL MANAGEMENT SIG STANDING TRACKS
ST07_01 Expatriate Management
The topic of Expatriate Management (EM) typically involves international mobility for work purposes by skilled workers and professionals, the core of which are assigned and self-initiated expatriates as well as ‘alternatives’ such as commuters, international business travelers and short-term assignees. Being concerned with all the aspects of global mobility that impacts the study of business and management, especially pertinent to EM are under-researched areas that look at mid- and low-status workers, expatriate entrepreneurs, and issues of duty of care, global talent management and families. Emerald Publishing and Journal of Global Mobility have instituted an annual Best Paper Award for EM at EURAM Conferences.
UN Sustainable Development Goals (SDG):
Goal 16: Peace, justice and strong institutions
Jan Selmer , Aarhus University, selmer@mgmt.au.dk
ST07_02/ST08_01 – Managing Sport Events and Participation
What does the future of events look like? We are witnessing globally the devastating impact of the Coronavirus pandemic on the meetings and event industry. Hosting and managing large or small events is, and will continue to be, in the spotlight of political and health-related considerations when it comes to disease spreading and social distancing requirements. This adds to the existing unique management challenges in the meetings and event industry, for example issues of event bidding, corruption, participants safety, participation (athletes, spectators), event design, sponsorship, digital transformation, facilities, environmental footprint, or social and financial impacts.
UN Sustainable Development Goals (SDG):
Harald Dolles , Molde University College, harald.dolles@himolde.no
INTERNATIONAL MANAGEMENT SIG TRACKS
T07_03 – Time and space for HRM in multinational enterprises
In order to ensure adequate sessions and discussions, the papers from track T07_03 have been on an exceptional basis assimilated into T07_04 Management and cultures: qualitative organizational research. Please refer to T07_04 for further information.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people, Goal 10: Reducing inequalities, Goal 16: Peace, justice and strong institutions
Connie Zheng , Deakin University, connie.zheng@deakin.edu.au
T07_04 – Management and cultures: qualitative organizational research
This standing track is dedicated to explore the complex role of cultures in organizations with qualitative methods. It welcomes papers dealing with cross-cultural encounters in work settings, languages in organizations, international transfer and recontextualization of management tools, and the interplay of cultures and power relations in diverse organizations. It also addresses methodological questions: How to get access to international settings? How to compare equivalent situations across countries? What language should be used? How to deal with translation issues? What strategies allow academics to produce meaningful intercultural research?
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth
Sylvie CHEVRIER , Université Gustave EIffel, sylvie.chevrier@u-pem.fr
T07_05 – Emerging Markets Studies
For presentation and discussion at the conference, the papers from Track T07_05 are now exceptionally included in T07_06 and now form a larger joint track on International Competitiveness, International Business and Emerging Market Studies. Please refer to T07_04 for further information.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth, Goal 12: Responsible consumption and production, Goal 17: Partnerships for the goals
Lisa Siebers , University of Stirling, Lisa.Siebers@stir.ac.uk
T07_06 – International Competitiveness
The International Competitiveness track invites submissions of empirical and conceptual papers exploring competitiveness in an international context.
Scholars are invited to reflect on the determinants of competitiveness from bottom-up (micro or firm-level and mezzo or cluster-level) and top-down (mezzo or regional level and macro or national/international level) perspectives.
Gaps at the intersection of management and economics literature around competitiveness lend themselves to conceptually relevant research, with high practical impact. International competitiveness shapes both developing and developed nations, addressing challenges of strategy, firm growth and performance, sustainability, economic and social development and policy making.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education, Goal 7: Affordable and clean energy, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 11: Sustainable cities and communities, Goal 12: Responsible consumption and production, Goal 13: Climate action, Goal 16: Peace, justice and strong institutions, Goal 17: Partnerships for the goals
Pablo Collazzo, pablo.collazzo@donau-uni.ac.at