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 (2022-202r):
Markus G Kittler (MCI Management Center Innsbruck) markus.kittler@mci.edu – SIG chair
Piyush Sharma (Curtin University) piyush.sharma@curtin.edu.au – SIG Programme chair
GT07_00 International Management General Track
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 Global Mobility
Global Mobility (GM) involves research on people and organizations who cross national borders for economic reasons. GM takes many forms, including both assigned and self-initiated expatriates, inpatriates, international business travellers, short-term assignees, international commuters as well as low-status expatriates, migrants, and refugees. It includes people in non-corporate communities, such as diplomats, academics, international teachers, international volunteers, military, missionaries, sports professionals, government employees, international artists and medical workers. Associated topics of interest include global employee experiences as well as GM objectives, strategies, policies and practices, global leadership, recruitment and staffing, talent management, performance management, compensation, and virtual global mobility and teams
UN Sustainable Development Goals (SDG):
Goal 16: Peace, justice and strong institutions
Jan Selmer , Aarhus University, selmer@mgmt.au.dk
ST07_03 – Management and cultures: Qualitative organizational research
UN Sustainable Development Goals (SDG):
Sylvie Chevrier , Université Gustave EIffel, sylvie.chevrier@univ-eiffel.fr
INTERNATIONAL MANAGEMENT SIG TRACKS
T07_04 – International Competitiveness
The International Competitiveness track invites submissions of empirical and conceptual papers investigating 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 conceptual and empirical studies, with high practical impact. International competitiveness is relevant in both developing and developed nations, addressing challenges of corporate strategy, firm growth and performance, sustainability, economic development and policy-making.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure, Goal 11: Sustainable cities and communities, Goal 12: Responsible consumption and production
Pablo Collazzo, Danube University Krems – Austria – pablo.collazzo@donau-uni.ac.at
T07_05 – Opportunities and barriers to business transformation by DMOs (Developing Markets Organisations)
This Call particularly focuses on the opportunities and challenges of DMOs in the processes of business transformation. Not only are some left behind in digital technologies in many developing economies, but these organisations also face challenges of sustainable growth. With the need for producing goods and services for the globe by providing cheaper labour and resources, they also struggle with their supply to the home markets encountering rising living and material costs, thus, DMOs are in urgent needs for business transformation, which equips them with stronger capabilities for taking developmental issues, e.g., business ethics, sustainablitiy and consumption changes.
UN Sustainable Development Goals (SDG):
Goal 1: No poverty, Goal 3: Good health and well-being for people, Goal 9: Industry, Innovation, and Infrastructure, Goal 12: Responsible consumption and production, Goal 17: Partnerships for the goals
Lisa Siebers, University of Stirling – Lisa.Siebers@stir.ac.uk