The purpose of the OB SIG is to develop an ongoing and constructive dialogue among organizational behaviour scholars and practitioners to conduct research that is relevant for management theory and practice in the contemporary world. The OB SIG aims at promoting research and networking interests in individual and group behaviour in the organizational context by providing a wide-ranging, engaged and internationally-focused forum to discuss and develop research and practice in the field. In addition to well-established topics the OB SIG is open to and wants to encourage submissions to different new streams of research in private, public and non-profit organizations.
SIG OFFICERS (2021-2022):
OB SIG chair: Alessia Sammarra, University of L’Aquila, Italy (alessia.sammarra@univaq.it)
OB SIG Programme chair: Eleanna Galanaki, Athens University of Economics & Business, Greece (eleanag@aueb.gr)
General Track Co-chairs: Dinuka Herath, University of Huddersfield, UK (D.Herath@hud.ac.uk) and Andres Salas Vallina, University of Valencia, Spain (andres.salas@uv.es)
HRM track Co-chairs: Silvia Profili, Università Europea di Roma, Italy (silvia.profili@unier.it) and Silvia Dello Russo, Toulouse Business School, France (s.dellorusso@tbs-education.fr)
Team Performance track chair: Antonio Abrantes, ICN Business School, France (antonio.abrantes@icn-artem.com)
Leadership track Co-chairs: Meltem Ceri-Booms, KU Leuven, Belgium (meltem.ceribooms@kuleuven.be), Christof Miska, Vienna University of Economics and Business, Austria, (Christof.Miska@wu.ac.at) and Christian Voegtlin, Audencia Business School, France (cvogtlin@audencia.com)
OB SIG Communication Officer: Gayanga Bandara Herath, University of Southern Denmark, Denmark (gayanga@sdu.dk)
GT09_00 Organisational Behaviour – SIG General Track
UN Sustainable Development Goals (SDG):
Goal 1: No poverty, Goal 3: Good health and well-being for people, Goal 4: Quality education, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 10: Reducing inequalities, Goal 12: Responsible consumption and production, Goal 16: Peace, justice and strong institutions
Dinuka Herath , University of Huddersfield, d.herath@hud.ac.uk
Andres Salas, Universitat de València, andres.salas@uv.es
ORGANISATIONAL BEHAVIOUR SIG STANDING TRACKS
ST09_01 – Human Resource Management
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people, Goal 5: Gender equality, Goal 8: Decent work and economic growth, Goal 10: Reducing inequalities
Silvia Profili , European University of Rome, silvia.profili@unier.it
ST09_02 – Team Performance Management
The standing track welcomes papers that study individuals in teams (e.g., how multiple-team membership impacts on individual learning and adaptation, how individual performance is influenced by team dynamics), teams as units (dynamic views on team processes, antecedents and consequences of team performance, team emergent states, team training, empirically supported team interventions, virtual teams) as well as the inter-team dynamics in larger social systems (e.g., multi-team systems dynamics and effectiveness, multiparty systems). The research topic is inclusive and we expect papers that use or combine theoretical insights from a variety of disciplines.
UN Sustainable Development Goals (SDG):
Goal 5: Gender equality, Goal 8: Decent work and economic growth, Goal 12: Responsible consumption and production, Goal 16: Peace, justice and strong institutions
António Abrantes , TBS Education, a.abrantes@tbs-education.fr
ST09_04 – Leadership
UN Sustainable Development Goals (SDG):
Goal 1: No poverty, Goal 3: Good health and well-being for people, Goal 5: Gender equality, Goal 8: Decent work and economic growth, Goal 10: Reducing inequalities, Goal 17: Partnerships for the goals
Meltem Ceri-Booms , University of Leuven, cerimel@hotmail.com
ORGANISATIONAL BEHAVIOUR SIG TRACKS
T09_05 New forms of work and employee voice in the digital era
Fast paced changes in technology, computing and communication methods facilitate changes in the work environment. Many firms have introduced analytics based of big data and communication technologies to create efficiencies and enhance their agility. While many of these technologies are performance enhancing at the firm level, the impacts on employees are not well explored yet. As a result, many of these technologies enabled work practices have unknown consequences on health and well-being of employees, employee voice and organizational outcomes. The track aims to study these relationships with respect to core constructs in the OB/HRM domain.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth
Yumei Yang , Bournemouth University, yangy@bournemouth.ac.uk
T09_06 Employee Voice in the Digital Era: Challenges to employment relationships and workplace dynamics
Employee communication is not only central to unlocking human talent for organizational purposes but also a worker’s right to improve their motivation and wellbeing. However, the digital era is changing the nature of jobs -well-illustrated during the COVID-19 pandemic-, which challenges organizations and management to engage people at work and motivate communication channel usage. Social technologies offer pioneering ways of eliciting voice and collaboration in information sharing that lend themselves to some sort of collective decision-making. This track aims to further develop the discussion about new forms of employee communication, voice, and their implications for traditional communication and (e)HR systems.
UN Sustainable Development Goals (SDG):
Sylvia Rohlfer , Cunef University, srohlfer@cunef.edu
T09_07 Positive and Negative Organisational Behaviour: Unfolding mindfulness and meaningfulness at work
The COVID-19 pandemic has not only changed the way we live and work but has also made a brought irreversible changes in society. As a result of these changes, different employees have reported increased stress, lessened motivation, and lower productivity at work. In this context, this track aims to highlight the role of mindfulness and meaningfulness at work in driving the great transformations in the work procedures at the workplace. Additionally, research from all sorts of epistemic and ontological stances are welcome, including both qualitative and quantitative studies, particularly those that have an action research and/or intervention approach.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people, Goal 8: Decent work and economic growth
Rosa Lutete Geremias , School of Social and Political Sciences, lutetegeremias@hotmail.com