Tracks Sponsored by the 2022 Conference Committee. This track welcomes submissions related to our conference theme “Leading Digital Transformation”. This track will also consider submissions which do not fit into other tracks. More information about the conference theme.
SIG Chair: Prof. Thierry Volery
GT14_00 General Track – The wider societal and organizational changes underpinnig digital transformation
Today, most major businesses are being transformed by the power of data and the technological assets that make it possible for them to use the data in the best possible ways. Digital transformation is a considerably broad concept that encompasses customer-driven strategic business transformation requiring far-reaching and cross-cutting organizational change in addition to the implementation of digital technologies. There is a widespread realization that the path to competitive advantage is through data. Due to its scope, digital transformation is not a matter of implementing one project, but rather a whole series of different projects, effectively necessitating the organization to deal.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure
Thierry Volery , Zurich University of Applied Sciences (ZHAW), thierry.volery@zhaw.ch
GENERAL TRACK 2022 TRACKS
T14_01 Better questions for business and management education at the digital crossroads
The ‘digital transformation’ of the business landscape has been a topic of interest for business and management educators for many decades. Can we find better questions to answer when examining the opportunities and challenges for management education in this latest era of digital transformation? This track critically apprises the deeper issues around the digital learning experience, the delivery of online learning and preparing our students for this new era. Additionally, we will also accept more general reflections on how the pandemic and the associated digital transformation of teaching and learning changed our practice and pedagogy as educators.
UN Sustainable Development Goals (SDG):
Kristen Reid , The Open University Faculty of Business and Law, kristen.reid@open.ac.uk
T14_02 Digital Transformation and Compliance Leadership
Sir Isaac Newton, when asked about South Sea, declared that “he could calculate the motions of the heavenly stars, but not the madness of people”. This statement is more relevant today than ever before and describes the challenge facing a management that, to ensure compliant behavior among thousands and thousands of employees around the globe, must ensure that they behave correctly. This is the core task of compliance leadership. It now foreshadows entirely new opportunities and challenges as an outgrowth of digital transformation. This proposal highlights some of these aspects, which are crucial for successful compliance leadership using digital transformation.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education, Goal 16: Peace, justice and strong institutions
Patrick Krauskopf , ZHAW School of Management and Law, krpa@zhaw.ch
T14_03 Digital technologies and the emergence of new ecosystems, business models, and marketing practices (NEW)
Digital technologies are often seen as game changer towards a more digitized world. Digital technologies hold considerable potential for innovation. Their exploration, however, calls for new collaboration forms by providing opportunities for novel value generation. New forms of digital business models require ecosystem collaboration and allow for the generation of new revenue models as well as new forms of value such as customer, business, collaborative and/or societal and environmental value. By using digital technologies organizations may understand the behavior of users much better to derive evidence-based decisions to deliver the right values and increase the chance of success.
This track examines how organizations tackle Digital technologies as a source of new ecosystems, business models, value generation, purpose-driven innovation, and digital marketing approaches.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 11: Sustainable cities and communities, Goal 17: Partnerships for the goals
Anja Schulze, University of Zurich anja.schulze@business.uzh.ch
T14_04 Digital Transformation and Hybrid/Virtual Negotiations
Whereas negotiations had previously taken place in person, at the latest in the final process, they now had to be conducted purely virtually, even at critical moments, due to the contact restrictions to contain the Corona pandemic. This challenge affected individuals as well as companies, public authorities, NGOs/NPOs and international organizations. In the context of this topic, we will discuss what the effects of such purely virtual negotiations mean for the individuals and organizations involved as well as the effect of upcoming technologies on the negotiation experience and structure.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education, Goal 16: Peace, justice and strong institutions
Daniel Hardegger , ZHAW School of Management and Law, hadg@zhaw.ch
T14_05 How digital technologies are reshaping marketing approaches and practices
The mini track “How digital technologies are reshaping marketing approaches and practices” takes into account the disruptive changes in marketing based on new emerging technologies. Digital technologies (including QR codes, mobile phones, augmented reality, RFD chips, 3-D digital modelling, geolocation, machine learning and so on) are being integrated with marketing activities continuously or disruptively to reach Marketing 4.0 – a new generation of marketing approaches, methods, tools, and practices (Dash et al., 2021). Using these technologies enables marketing organisations to understand the behaviour of users much better and to derive fact based decisions to increase the chance of success.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth
Michael Klaas , ZHAW, michael.klaas@zhaw.ch
T14_06 Management History, Theory, and Philosophy
The “Management History, Theory, and Philosophy” addresses historical and philosophical foundations and challenges of management and organization theory and practice. Knowledge of these foundations and challenges is vital for developing creative management solutions to persistent organizational problems, overcoming intellectual lockdowns, and shaping the futures of our disciplines.
Open to all paradigms, this track invites decidedly philosophical, historical, theoretical and conceptual contributions from scholars with backgrounds in management and organisation studies, sociology, economics, anthropology, history, philosophy, information science, communication studies, and further appropriate fields of sciences.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people, Goal 9: Industry, Innovation, and Infrastructure, Goal 12: Responsible consumption and production
Steffen Roth , La Rochelle Business School, strot@me.com
T14_07 The remote work transformation: New actors, new contexts, new implications
The COVID-19-pandemic fundamentally changed how people, teams and organizations work. Established concepts such as digitalization, virtual teams, flexible work arrangements, work from home and new ways of work do not cover this transformation and its far reaching implications. We invite empirical, theoretical, methodological and conceptual contributions from a variety of disciplines that shed light onto the new actors, new contexts and new implications of the remote work transformation. We wish to identify how HRM, in particular international HRM, shall spearhead the remote work transformation of the future. Publication outlet: Special Issue, International Journal of Human Resource Management (submission: September 2022):
https://think.taylorandfrancis.com/special_issues/remote-work-transformation/?utm_source=TFO&utm_medium=cms&utm_campaign=JPG15743
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people, Goal 4: Quality education, Goal 5: Gender equality, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 10: Reducing inequalities
Anna Bos-Nehles , Univeristy of Twente, a.c.nehles@utwente.nl