Tracks Sponsored by the 2025 Conference Committee. This track welcomes submissions related to our conference theme. This track will also consider submissions which do not fit into other tracks. More information about the conference theme.
SIG OFFICERS
Francesco Capone, francesco.capone@unifi.it – SIG Chair
Niccolò Innocenti, niccolo.innocenti@unifi.it – SIG Co-Chair
Stefania Oliva, stefania.oliva@unifi.it – SIG Programme Chair
GT14_00 – General Track – Managing with Purpose
“Managing with purpose” is a growing topic of interest among both academics and practitioners. At its heart lies the notion of striking a balance between the pursuit of profit and the maintenance of a meaningful and lasting purpose.
It explains how the people involved in the organization can make the difference, giving them a sense of meaning and drawing their support. It is about people coming together to do something they believe in and allowing profit to follow as a consequence of their collective endeavour rather than being an end in itself.
UN Sustainable Development Goals (SDG)
Goal 7: Affordable and clean energy; Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 10: Reducing inequalities; 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
Primary Contact
Francesco Capone – francesco.capone@unifi.it
TRACKS 2025
T14_01 – Artificial Intelligence and Human Values
AI can transform businesses and society by driving innovation, achieving the UN”s SDGs, and enhancing well-being. However, AI pose risks like privacy breaches and biased decision-making. Balancing these benefits and risks requires developing, deploying, and using AI appropriately. Human-centric AI aims to bridge the value gap among stakeholders. This topic aims to attract papers that critically review, develop or advance theory, methodology, or provide empirical evidence on: 1) Aligning human values in AI, 2) Benefits of human-centric AI, 3) Risk assessment of AI, 4) balancing benefits and risks in human-centric AI, 5 ) Impact of human-centric AI on well-being etc.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people; Goal 9: Industry, Innovation, and Infrastructure; Goal 10: Reducing inequalities; Goal 12: Responsible consumption and production; Goal 16: Peace, justice and strong institutions; Goal 17: Partnerships for the goals
Primary Contact:
Surabhi Verma, Department of Economics and Business Economics, Aarhus University – suv@econ.au.dk
T14_02 – Internationalizing with purpose
Today, companies are encouraged to broaden their focus beyond just profitability to create value by addressing the growing array of societal challenges. This outlook also applies to the internationalization of businesses, prompting them to aim for a greater purpose. Consequently, this special track seeks empirical and conceptual papers that explore the concept of ‘internationalizing with purpose. Scholars are encouraged to reflect on various topics, such as the present geopolitical tensions and the trends of deglobalization and decoupling. These factors present obstacles and complexities for companies aiming to internationalize while also striving to achieve broader goals
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 12: Responsible consumption and production; Goal 17: Partnerships for the goals
Primary Contact:
Simone Guercini, University of Florence – simone.guercini@unifi.it
T14_03 – General Management and Management Learning: Science and Education for Purpose
The concept of general management suggests that all organisations are similar enough to be managed in the same way. This idea has been challenged not least by humanistic management perspectives, which emphasise differences in organisational purpose and culture. However, the growing consensus that all organisations should address today”s grand challenges implies the need for shared goals and principles across all types and divisions of organisation. This raises the question of whether our increasing focus on purpose and missions in management implies a general management approach, and if so, how this idea can be translated into an equally holistic management education.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education; Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 13: Climate action; Goal 16: Peace, justice and strong institutions; Goal 17: Partnerships for the goals
Primary Contact:
Steffen Roth, Excelia Business School La Rochelle – strot@me.com
T14_04 – Managing with Purpose through Authenticity
With a growing focus on social and environmental value creation, sustainable transformations are becoming essential, requiring businesses to align their actions and words. Authenticity fosters trust and accountability, which are key components in this shift. The track “managing with purpose through authenticity” aims to advance knowledge and grasp the concept of organizational authenticity in its dimensions, such as brand and product authenticity, authentic leadership, and corporate identity and their role in the transition to a more sustainable and inclusive economy. By understanding and implementing authenticity, organizations can build deeper connections and ensure long-term success in a transparent world.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education; 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
Primary Contact:
Karina Cagarman, Technische Universität Berlin – karina.cagarman@tu-berlin.de
T14_05 – The Responsibilities of Upper Echelons in Managing for Financial and Social Purpose
The theme “managing for purpose” inevitably revolves around the decision makers in organizations who align corporate practices with their organizations” mission statements. Top management teams and directors are afforded managerial discretion that can help or hinder their firm in their pursuit of competitive advantage. They invoke skill sets that include adaptability, effective decision-making, clear communication skills and emotional intelligence. They drive innovation and navigate change with the goals of enhancing organizational financial and social performance. However, there is still more work to be done in unpacking the black box of strategic leadership that incorporates both financial and social objectives.
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 12: Responsible consumption and production
Primary Contact:
Jill Brown, Bentley University – jbrown@bentley.edu