The purpose of the OB-HRM SIG is to develop an ongoing and constructive dialogue among organisational behaviour scholars and practitioners to conduct research that is relevant for management theory and practice in the contemporary world. The OB-HRM SIG aims at promoting research and networking interests in individual and group behaviour in the organisational 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-HRM SIG is open to and wants to encourage submissions to different new streams of research in private, public and non-profit organisations.
SIG OFFICERS (2022-2023):
Organisational Behaviour and Human Resource Management (OB & HRM) SIG Chair: Alessia Sammarra, University of L’Aquila, Italy (alessia.sammarra@univaq.it)
OB & HRM SIG Programme Chair: Eleanna Galanaki, Athens University of Economics & Business, Greece (eleanag@aueb.gr)
OB & HRM General Track Co-chairs: Dinuka Herath, University of Huddersfield, UK (D.Herath@hud.ac.uk), Andres Salas Vallina, University of Valencia, Spain (andres.salas@uv.es) and Rosa Lutete Geremias, University of Lisbon, Portugal (lutetegeremias@hotmail.com)
HRM Track Co-chairs: Silvia Profili, Università Europea di Roma, Italy (silvia.profili@unier.it) and Silvia Dello Russo, LUISS, Italy (sdellorusso@luiss.it)
Team Performance Track Co-chairs: Antonio Abrantes, Toulouse Business School, France (a.abrantes@tbs-education.fr), Monika Maslikowska, University of Zurich, Switzerland, (monika.maslikowska@psychologie.uzh.ch)
Leadership track Co-chairs: Christof Miska, Vienna University of Economics and Business, Austria, (Christof.Miska@wu.ac.at), Meltem Ceri-Booms, KU Leuven, Belgium (meltem.ceribooms@kuleuven.be), and Christian Voegtlin, Audencia Business School, France (cvogtlin@audencia.com)
OB & HRM SIG Communication Officer: Gayanga Bandara Herath, University of Southern Denmark, Denmark (gayanga@sdu.dk) and Irene Zografou, Athens University of Economics and Business, (irinizografou@aueb.gr)
GT09_00 – Organisational Behaviour and Human Resource Management General Track
The OB & HRM General Track is open to all papers that broadly fall into the domain of Organisational Behaviour but are not covered by the various other tracks of the OB & HRM SIG. The OB & HRM General Track is open to a variety of themes on both well-established topics and new streams of research in public, private and non-profit organisations. The submitted papers might be dealing with the attributes, processes, mechanisms, behaviours, and outcomes within and between individual, interpersonal, group, and organisational levels of analysis.
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 B. Herath , University of Huddersfield, d.herath@hud.ac.uk
ORGANISATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT 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
Christof Miska , WU Vienna, Christof.Miska@wu.ac.at
ORGANISATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT SIG TRACKS
T09_05 – Beyond good and evil: unravelling the bright and the dark sides of organisational power
As social entities, organisations are not exempt from the exercise of power. Alongside a formal power, which takes root on hierarchy and authority, an informal power based on soft determinants of influence contaminate organisational dynamics and behaviors. The track demarcates formal (bright) and informal (dark) power and investigate how they interact to shape management decisions and affect organisational behaviors. Power will be investigated at different levels, including interpersonal exchanges, group processes, and inter-organisational relationships. The main aim of the track is to go beyond the good and evil of organisational power, contextualizing it to the everyday functioning of organisations.
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 9: Industry, Innovation, and Infrastructure, Goal 10: Reducing inequalities, Goal 16: Peace, justice and strong institutions
Rocco Palumbo, University Rome “Tor Vergata” – rocco.palumbo@uniroma2.it
T09_06 – Big Data, Data Analytics and Platform Workers
Fast paced changes in technology, computing and communication facilitate changes in the work environment. Many firms have introduced analytics based of big data to create efficiencies and enhance their agility; they also increasingly hire gig workers to solve the shortage of staff. While many of these technologies and the new way of working are performance enhancing at the firm level, the impacts on employees are not well explored yet. As a result, work practices have unknown consequences on health and well-being of employees, their willingness to embrace change and other work relevant employee and organisational level outcomes. The track
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth
Yumei Yang, Bournemouth University – yangy@bournemouth.ac.uk
T09_08 – New ways of working and hybrid workplaces: organising and managing for good in the new normal
NWW is a phenomenon that has been conceptually undertheorized and empirically underexplored, yet it is a pertinent topic in most organisations.NWW broadly refers to a loose cluster of organisational practices through which employees benefit from increased, technology-enabled job autonomy. Hybrid working, which integrates working at the office and remote working, is arguably one of the emerging features of NWW. The topic aims to advance knowledge from different perspectives, while allowing discussions among them to shape a future research agenda, regarding organising and managing for good, in the context of NWW and hybrid workplaces.
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 9: Industry, Innovation, and Infrastructure, Goal 10: Reducing inequalities
Fabrizio Maimone, LUMSA University Rome – f.maimone@lumsa.it
T09_09 – Sustainability at Work: HRM Practices and their Impact on Employees and Firm Outcomes
The growing embracement of sustainable HRM in today’s changing workplace provides excellent research opportunities to study its multifaceted, under-explored outcomes and to contribute to “Transforming Business for Good”. This track explores the impact of sustainable HRM on employee attitudes and behaviors, the interplay of sustainable HRM with other corporate initiatives and changing work practices, and its ultimate link to organisational level outcomes.
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
Konstantina Tzini, CUNEF Universidad – konstantina.tzini@cunef.edu
