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 (2023-2024):
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: Laura Innocenti, University of L’Aquila, Italy (laura.innocenti@univaq.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 Lugano, Switzerland (monika.maslikowska@usi.ch)
Leadership track Co-chairs: Ceyda Maden, Ozyegin Unversity, Turkiye (ceyda.maden@ozyegin.edu.tr), Monica Zaharie, Babeș-Bolyai University, Romania (monica.zaharie@econ.ubbcluj.ro), Meltem Ceri Booms KU Leuven (meltem.ceribooms@kuleuven.be), Tânia de Matos Gomes Marques, School of Technology and Management CARME, Portugal (tania.marques@ipleiria.pt) and Julianna Grabianowski, Doane University, USA (j.grabianowski@doane.edu)
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)
ORGANISATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT SIG STANDING TRACKS
GT09_00 – Organisational Behaviour General Track
The OB General Track is open to all papers that broadly fall into the domain of Organizational Behaviour but are not covered by the various other tracks of the OB SIG. The OB 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 organizations. The submitted papers might be dealing with the attributes, processes, mechanisms, behaviours, and outcomes within and between individual, interpersonal, group, and organizational 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
Primary Contact
Dr Dinuka B. Herath – d.herath@hud.ac.uk
ST09_01 – Human Resource Management
The standing track covers the complete field of HRM research, promoting theory and research development on important substantive and methodological topics in the field. Papers’ proposals falling within the broad domain of HRM will be considered, spanning from micro HRM to strategic HRM and international HRM subfields. Empirical studies, theoretical contributions, and interdisciplinary research are welcome. The track aims at providing opportunities to reflect on the latest research in the field and strengthen international collaborations.
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
Primary Contact
Laura Innocenti – laura.innocenti@univaq.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
Primary Contact
Monika Maslikowska – monika.maslikowska@psychologie.uzh.ch
ST09_03 – Leadership
Leadership is a popular topic and core construct of interest within the field of organizational behavior, as it is a crucial factor influencing a range of organizational outcomes as well as employee well-being and health (among others). In light of its relevance and prevalence, we have created a specific track within EURAM to collect and curate leadership related research. This leadership track is purposefully broad to appeal to multiple paradigms and approaches spanning numerous EURAM topics. However, given our primary affiliation with the Organisational Behaviour SIG, we especially encourage micro- and multi-level theoretical and empirical papers.
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 17: Partnerships for the goals
Primary Contact
Meltem Ceri-Booms – cerimel@hotmail.com
ORGANISATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT SIG TRACKS
T09_04 – AI, Big Data, Algorithmic Management and Emerging Tech in Human Resources Management, Employment Relations and Organizational Behaviour
Artificial Intelligence (AI), such as robotic technology, algorithmic management software, and AI-based organizational tools, is transforming the way work is allocated, performed and managed. Many firms have introduced analytics based on big data and emerging technologies to create efficiencies and enhance their agility; they have also adopted hybrid working to provide flexibility to their employees’ working locations. While many of these technologies and the new way of working are performance-enhancing at the firm level, the impacts on employees, managers and workplace interactions have not been well explored yet. The consequences for the health and well-being of employees, their willingness to embrace change, job quality, and other work-relevant employee and organizational-level outcomes, are largely unknown. . The track aims to study these relationships with respect to core constructs in the OB, HRM and ERdomains.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people; Goal 8: Decent work and economic growth
Primary Contact:
Yumei Yang, Bournemouth University – yangy@bournemouth.ac.uk
T09_05 – Addressing the interplay of organizational structures and behaviors: aligning the stars
Many attempts have been made to illuminate the interplay of organizational structures and behaviors. However, little is known about hoe structures and behaviors interact to generate purpose-driven management. This topic encourages scholars to reflect critically on the intertwinement of structural and behavioral dynamics in modern organizations. It aims at collecting evidence of the drivers at the interface of organizational structures and behaviors that enable purpose-driven management of any type of organizations. It welcomes contributions that examine the role of organizational structure and design in shaping behaviors, as well as studies focusing on how behaviors shape formal and informal organizational structures.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 10: Reducing inequalities; Goal 16: Peace, justice and strong institutions; Goal 17: Partnerships for the goals
Primary Contact:
Rocco Palumbo, University “Tor Vergata” of Rome – rocco.palumbo@uniroma2.it
T09_06 – Exploring power dynamics in modern-organizations: a multi-level approach
Power is fundamental in organizational relationships, influencing all interactions. Over the past decade, changes in power structures, processes, and arrangements driven by global competition and deregulation have prompted new management models. This shift underscores the need for further research into the evolving dynamics of formal and informal power. Investigating power at micro, meso, and macro levels can reveal whether new power dynamics have replaced traditional ones or if they coexist. This track aims to reinterpret organizational power, combining formal and informal elements, and positive and negative aspects, offering comprehensive insights into modern organizations and their evolving power dynamics
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people; Goal 8: Decent work and economic growth; Goal 10: Reducing inequalities; Goal 17: Partnerships for the goals
Primary Contact:
Roberta Troisi, Università degli studi di Salerno, Department of Political and comunication science – rtroisi@unisa.it
T09_07 – Sustainable HRM and Responsible Ways of Working
Sustainable human resource management has gained traction, particularly amidst evolving workplace trends and the post-COVID-19 era. This research track explores the impact of sustainable HRM and workplace innovation on employee attitudes, behaviors, and organizational-level effects. It aims to uncover the multifaceted outcomes and interplay with corporate sustainability initiatives and the influence of workplace trends like remote work and digitalization. Understanding employees’, work teams’, and managers’ responses to sustainable HRM practices is crucial for achieving organizational goals. This track contributes to fostering innovation for addressing grand organizational challenges by investigating the link between sustainable HRM, workplace innovation, and organizational performance.
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
Primary Contact:
Sylvia Rohlfer, CUNEF University – sylviaroh@hotmail.com
T09_08 – Responsible and Human-centered Artificial Intelligence in Business Ethics – Standards, Processes and Behaviours
This track aims to stimulate the debate on responsible AI in corporate business ethics from an institutional and configurational perspective. The focus is on developing and implementing regulations and standards to ensure responsible AI design and deployment, and on integrating AI into business operations ethically. Emphasis is also placed on the human elements of AI ethics, including individual decision-making and leadership behaviours. The community invites conceptual outlines and empirical approaches from different disciplines that describe the tensions, challenges, coping patterns and pitfalls of responsible and human-centered AI applications considering the impact on decent work, and the reduction of inequalities.
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; Goal 12: Responsible consumption and production; Goal 17: Partnerships for the goals
Primary Contact:
Stefan Güldenberg, EHL Hospitality Business School – stefan.guldenberg@ehl.ch