Call for Papers
We hope you will join us from Tuesday 16 to Friday 19 June 2026 at the School of Business and Law of the University of Agder in Kristiansand, Norway.
Whether you are a long-time member of the EURAM community or submitting for the first time, this page has everything you need: the conference theme, how to choose your track, the authors’ guidelines and our policy on generative AI.
Key dates and essentials
- 1 December 2025: submission platform opens
- 7 January 2026, 2 pm Belgian time: full paper submission deadline
- One paper per track
- One presenting author = one paper
- Every submitting author reviews at least two papers
Conference theme: Navigating High Waters
Recent debate among management scholars has focused on topics such as social inclusion, new work and the democratisation of markets. These matter, in research and in practice, but many firms are facing more pressing challenges right now.
Today’s global challenges are complex and interconnected. They bring paradoxical demands and disruptive changes that are hard to predict. Geopolitical threats, fast-moving technology, demographic shifts and heavy regulation all call for a strategic focus on adaptability.
In an age of disruption, management needs agility, innovation and resilience across every part of the organisation:
- Strategy: major shifts in the (geo-)political environment, market structures, technologies and business models.
- Marketing: fundamental changes to the industry status quo, to how customers and firms interact, and to how products, services and communication channels work.
- Supply chains: unpredictable changes that disrupt the free flow of products and services.
- Human resources: disruption driven by changes in technology and society.
Because these changes are fundamental, they often affect the whole organisation and call for a holistic approach to management.
The theme is relevant to all research on how management can navigate the high waters of disruptive change, including organisational resilience, managing paradoxes, agility, risk management and innovative business models. Read more about the theme.
We warmly welcome your submissions to EURAM 2026 and look forward to seeing you in Agder!
How to submit your full paper
- Choose your track. Explore the tracks of our 13 Strategic Interest Groups (SIGs) and the Conference Theme tracks below, and pick the community that fits your research best.
- Mind the deadline. Papers must be submitted by 7 January 2026, 2 pm Belgian time.
- Follow the authors’ guidelines. Papers that don’t comply are desk-rejected and cannot be resubmitted. See the guidelines below or the full authors’ guidelines.
- Declare any use of generative AI. You’ll complete a short self-declaration form when you submit (details below).
Find your track
New to EURAM? Our SIGs are the building blocks of the Academy. SIG Chairs and Officers nurture communities of scholars working in specific research areas. There are three types of track:
- General Tracks (GT): each SIG’s overarching track, open to any work in the SIG’s area that isn’t covered by its other tracks.
- Standing Tracks (ST): ongoing conversations that continue within a SIG over several years.
- Tracks (T): selected each year through a competitive submission and review process. They may become standing tracks if they prove of continued interest.
Click a SIG below to see its tracks. Not sure which track fits? Feel free to email a track chair.
SIG 01 · Business for Society (B4S)
- GT01_00 – Business for Society General Track
- ST01_01 / ST02_01 – Governance for purpose: Bridging Management and Law for a Responsible Corporation (co-sponsored B4S & CoGo SIGs)
- ST01_02 – Performance measurement and management for sustainability
- ST01_03 – Finance and Economy for Society: Financial Inclusion, Governance and Sustainability
- ST01_04 – Philosophy and business ethics
- ST01_05 – Arts, Culture, Craft & Philosophy for Business and Society
- T01_06 / T06_09 / T12_09 / T13_09 – Action Research in Innovation Management and Management Sciences: Conceptual and Empirical Research Studies (co-sponsored B4S / INNO / RM RP / SM SIGs)
- T01_07 / T06_11 / T14_01 – Innovative Pedagogies for Disruptive Times: Rethinking Management Education for Impact and Radical Change (co-sponsored B4S / INNO / Conference Theme SIGs)
- T01_08 – From AI to digital transformation in the Human+ Era: what are the effects on business for society?
- T01_09 – Humanistic Management and Circular Economy: innovative business models and stewardship to navigate complexities
- T01_10 – Responsible management and transformative innovation for sustainable transitions
- T01_11 – Market, Regulatory, Social, and Technological Disruptions in Climate Solutions and Carbon Management
- T01_12 – Managing Marketing & Technological Disruption for Society – An Emerging Business Perspective
- T01_13 – Between Compliance and Commitment: Measuring and Managing Social Sustainability and Resilience in Supply Chains
- T01_14 – Relationships, Values, and Community-driven (Social) Innovation in Collaborative Ecosystems
- T01_15 – Purpose-driven Organizations in the Digital Age: Leveraging Innovation for a Regenerative Economy
SIG 02 · Corporate Governance (CoGo)
- GT02_00 – Corporate Governance General Track
- ST01_01 / ST02_01 – Governance for purpose: Bridging Management and Law for a Responsible Corporation (co-sponsored B4S & CoGo SIGs)
- ST02_02 – Corporate Governance and Executive Leadership
- ST02_03 – Corporate Governance and Diversity
- T02_04 – Securing talent for uncertain times: diversity, governance and global challenges
- T02_05 – Internal & External Mechanisms of Corporate Governance
- T02_06 – Startup Governance
- T02_07 – Corporate Governance in Today’s Business Environment
SIG 03 · Entrepreneurship (ENT)
- GT03_00 – Entrepreneurship General Track
- ST03_01 / ST06_01 / ST13_01 – Business Model – Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored ENT / INNO / SM SIGs)
- ST03_02 – Entrepreneurship Processes & Digital Technologies
- ST03_03 – Entrepreneurial Cognition and Behaviour
- ST03_04 – Entrepreneurial Finance
- ST03_05 – Entrepreneurship, Regions & Regional Development
- ST03_06 – Social and Sustainable Entrepreneurship
- ST03_07 – Growth Strategies & Internationalization for SMEs
- T03_08 – Entrepreneurial Ecosystems
- T03_09 – Entrepreneurial Profiles
- T03_10 – Academic Entrepreneurship and Entrepreneurship Education
- T03_11 – Designing Futures: Life Design, Positive Psychology, and Entrepreneurial Action for Flourishing, Well-Being & Societal Impact
- T03_12 – Women Entrepreneurs in Times of Disruption: Adapting, Resisting, and Reimagining
- T03_13 – Entrepreneurship as a Cross-Disciplinary Lens
- T03_14 – Early-stage entrepreneurship and entrepreneurial support organizations
- T03_15 – Entrepreneurship and Creativity in Times of Disruption: Navigating Transformations in the Creative Economy
- T03_16 – Macro-preneurship and the Entrepreneurial State: Global Models of Policy-driven Economic Transformation
SIG 04 · Family Business Research (FABR)
- GT04_00 – Family Business Research General Track
- ST04_01 – Behavior, Performance, and Sustainability in Family Firms
- ST04_02 – Family Business in Emerging, Developing, and Transitional Economies
- T04_03 – Ethical Issues in Family Business
- T04_04 – Managing cultural tensions in an era of disruption: Exploring Brand Heritage and Artificial Intelligence in Family firms
- T04_05 – Innovation and Internationalization in Family Firms (IIFF)
- T04_06 – Succession, Legacy and Legitimacy in Family and Royal Enterprises
- T04_07 – Entrepreneurial Behaviour and Value-Based Strategic Decision-Making in Small Family Firms and SMEs
SIG 05 · Gender, Race and Diversity in Organisations (GRDO)
- GT05_00 – Gender, Race and Diversity in Organisations General Track
- ST05_01 – Women & Gender in Work, Organisation & Beyond
- ST05_02 – Diversity issues in cultural context
- T05_03 – Role of Diversity, Equality and Inclusion in Careers and Leadership
- T05_04 – Responsible DEI when facing disruption: What (not) to preach, and how to practice it?
- T05_05 – Migrants at stake: Intersecting exclusion effects of mobility, ethnicity, religion and race
- T05_06 – Queer Perspectives: Sexual Orientation, Gender Identity and the Plurality of Self-Concepts in Organizations
- T05_07 – Disability and Inclusion in an Age of Disruption: Rethinking Work, Participation and Accessibility
SIG 06 · Innovation (INNO)
- GT06_00 – Innovation General Track
- ST03_01 / ST06_01 / ST13_01 – Business Model – Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored ENT / INNO / SM SIGs)
- ST06_03 – Digital Innovation: Strategies, Competencies, Theories, and Practice
- ST06_05 – Innovation for Sustainability, Circularity and Green-tech
- ST06_07 – Open Innovation Engaging Individuals, Communities and Networks
- ST06_08 – Managing Creativity for Innovation
- T01_06 / T06_09 / T12_09 / T13_09 – Action Research in Innovation Management and Management Sciences: Conceptual and Empirical Research Studies (co-sponsored B4S / INNO / RM RP / SM SIGs)
- T06_10 / T13_10 – Innovation ecosystems and platforms: Emergence, construction, and persistence (co-sponsored INNO / SM SIGs)
- T01_07 / T06_11 / T14_01 – Innovative Pedagogies for Disruptive Times: Rethinking Management Education for Impact and Radical Change (co-sponsored B4S / INNO / Conference Theme SIGs)
- T06_12 – Navigating new product development
- T06_13 – University–Industry Collaboration and Knowledge Transfer: Exploring Actors, Processes, and Outcomes
- T06_14 – Managing the unknown: new perspectives for innovation and management science
- T06_15 – Innovation Management in Healthcare: Challenges and Opportunities for Value Creation
SIG 07 · International Management (IM)
- GT07_00 – International Management General Track
- ST07_01 – Global Mobility
- ST07_02 – Management and cultures: Qualitative organizational research
- T07_03 – Responsible Global Leadership: An Emerging Ethics-Based Paradigm for Complex Global Contexts
- T07_04 – International Competitiveness
SIG 09 · Organisational Behaviour and Human Resource Management (OB & HRM)
- GT09_00 – Organisational Behaviour General Track
- ST09_01 – Human Resource Management
- ST09_02 – Team Performance Management
- ST09_03 – Leadership
- T09_04 – Sustainable HRM and Responsible Working in Disruptive Times
- T09_05 – AI, Big Data, Algorithmic Management and Emerging Tech in Human Resources Management, Employment Relations and Organizational Behaviour
- T09_06 – The Evolution of Power in Modern Organisations: A Multifaceted Approach
- T09_07 – Reimagining HRM for the Common Good in a Disruptive Era
- T09_08 – Delving into the interplay of organizational design, structures, and behaviors: aligning the stars
- T09_09 – Navigating the Unknown & Future Making: Innovations in Learning Leadership for Ecosystemic Flourishing
SIG 10 · Project Organising (PO)
- GT10_00 – Project Organising General Track
- ST10_01 – Multi-level Perspectives on Major and Megaprojects
- ST10_02 – Project and Society
- T10_03 – Managing Projects in Public and Non-Profit sectors
- T10_04 – Project Leadership in the Age of Disruption
- T10_05 – Navigating Disruption in Project Environments through Agility, Artificial Intelligence and Digital Transformation
SIG 11 · Public and Non-Profit Management (PM&NPM)
- GT11_00 – Public and Non-Profit Management General Track
- ST11_01 – Accounting, Auditing and Sustainability in Public and Hybrid Organizations
- ST11_02 – Healthcare Management Research
- ST11_03 – Management and governance of culture, heritage and tourism
- T11_05 – Public–Social Enterprise Collaboration: Hybrid Organizations and Cooperatives in a Changing Policy Landscape
- T11_06 – Young people co-producing in public services: Theoretical developments, new approaches and international perspectives
SIG 12 · Research Methods and Research Practice (RM&RP)
- GT12_00 – Research Methods and Research Practice General Track
- ST12_01 – Beyond the Metaphors: Coevolution and Ecosystems in Management
- ST12_02 – Research Methods for Complex Adaptive Systems
- T12_03 – Management History, Theory, and Philosophy
- T12_04 – Performance Management: research methods and research practice
- T12_05 – Inclusive and Creative Management Research
- T12_06 – Navigating different Oceans: Configurational Research in the Age of Complex Management Challenges
- T12_07 – Tourism research and practice: trends and transitions
- T12_08 – Exploring New Horizons: Integrating AI and Machine Learning Methods in Management Research
- T01_06 / T06_09 / T12_09 / T13_09 – Action Research in Innovation Management and Management Sciences: Conceptual and Empirical Research Studies (co-sponsored B4S / INNO / RM RP / SM SIGs)
SIG 13 · Strategic Management (SM)
- GT13_00 – Strategic Management General Track
- ST03_01 / ST06_01 / ST13_01 – Business Model – Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored ENT / INNO / SM SIGs)
- ST13_03 – CENA – Coopetition, Ecosystems, Networks and Alliances
- ST13_04 – Mergers & Acquisitions and Divestitures
- ST13_05 – Microfoundations of Strategy: Dynamic Capabilities, Behavioural Strategy and Knowledge Mechanisms
- ST13_06 – Strategic Ambidexterity: solving the tensions between existing and new processes
- ST13_07 – Strategic Processes and Practices
- ST13_08 – Ecosystems in disruption: Artificial Intelligence, data-driven innovation, and new frontiers
- T01_06 / T06_09 / T12_09 / T13_09 – Action Research in Innovation Management and Management Sciences: Conceptual and Empirical Research Studies (co-sponsored B4S / INNO / RM RP / SM SIGs)
- T06_10 / T13_10 – Innovation ecosystems and platforms: Emergence, construction, and persistence (co-sponsored INNO / SM SIGs)
- T13_11 – Purpose-Driven Strategies, Transformation, Corporate Governance, and Resilience
- T13_12 – Sport Management Responsibility in Times of Disruption
- T13_13 – Supply chain strategies for a sustainable business
- T13_14 – Strategic Performance Measurement In An Age Of Disruption: Enabling Complexity Management And Long-Term Value Creation
SIG 14 · Conference Theme: Navigating High Waters
Visit the Conference Tracks page
- GT14_00 – General Track – Management in an Age of Disruption
- T01_07 / T06_11 / T14_01 – Innovative Pedagogies for Disruptive Times: Rethinking Management Education for Impact and Radical Change (co-sponsored B4S / INNO / Conference Theme SIGs)
- T14_02 – Strategic management as enhanced, disrupted or challenged by generative AI
Authors’ guidelines for full papers
Every paper is screened for compliance before review. Papers that don’t meet the requirements are desk-rejected, and authors cannot submit an updated version, so please read these carefully. The full authors’ guidelines are also available.
Abstracts and full papers are published in e-format; full papers are accessible to registered delegates only. The proceedings carry ISSN 2466-7498 and ISBN 978-2-9602195-8-6.
Eligibility and originality
- Each paper can be submitted to one track only.
- Papers must not have been presented at a previous EURAM conference (unless significantly changed from the original proposal).
- Papers must not be published or accepted for publication before the conference, in print or online, in any form (including online preprints and working papers).
- Only submissions in English are accepted for review.
- When submitting, select at least one UN Sustainable Development Goal (SDG) your research addresses.
Anonymity for blind review
- Remove all identifying information (names, affiliations, acknowledgements) from the text and from the PDF file properties.
- Submissions containing author information are automatically deleted.
- Author details and acknowledgements go in the submission form only.
Format and length
- The whole paper (title page, abstract, main text, figures, tables, references) in one anonymised PDF.
- 10 to 40 pages, including all tables, appendices and references.
- Times New Roman 12 pt, double-spaced, 1-inch (2.5 cm) margins all around.
- Number all pages.
- Abstract of max. 400 words, included both in the PDF and in the submission form.
- 3 to 6 keywords in the submission form.
- Check that the PDF prints correctly and is virus-free.
Submission and after the deadline
- Submit online via the EURAM 2026 submission system, open from 1 December 2025.
- After the deadline, no changes are possible to the title, abstract, authorship, track or paper.
Presenting and reviewing
- One presenting author = one paper. Each person can appear on the programme as presenting author only once, so you can submit and present one paper. You can still be a non-presenting co-author on other papers.
- If your paper is accepted, you or one of your co-authors must be available to present it at the conference.
- By submitting, you agree to review at least two papers in the track you submitted to.
Generative AI: our policy
EURAM does not, in principle, prohibit the use of generative AI to support research. What matters is transparency and responsibility. Here’s how it works for authors, for screening and for review.
Using AI in your paper: disclosure and citation
Any use of AI (to generate ideas or research questions, analyse data, support writing or anything else) must be disclosed transparently in the manuscript, preferably in the literature review and/or methods sections, so it is visible to readers and reviewers.
- You are responsible for the accuracy of any AI-generated material.
- AI tools cannot be listed as authors.
- List the AI tools you used in your bibliography: author of the AI programme, year of the version used (in brackets), name of the AI (in italics), version if applicable (in brackets), publisher if different from the author, and URL if applicable. For example:
Open AI (2024) ChatGPT 4o (version September 2024), https://chat.openai.com
When submitting, the corresponding author completes a self-declaration form stating whether AI was used and, if so, at which steps and why:
- Conceptualisation and literature review
- Design of research and (field) research protocol
- Data collection, field research activities
- Resources and analysis tools
- Data curation, data analysis, formal analysis
- Use of software for data analysis
- Discussion of research results
- Analysis of potential for replication/reproducibility
- Preparation of draft article
- Review of draft versions of the article
- Generation of diagrams/tables/visualisations
- Research project management and project administration
AI-assisted screening of submissions
EURAM uses a generative AI screening tool developed by the University of Agder to check submitted papers for compliance with the authors’ guidelines. This lets reviewers focus on academic quality, keeps formatting checks consistent, and reduces processing time.
- Limited scope: the tool only checks technical compliance (e.g. page count, font, anonymity). It does not assess the quality, merit or content of your research.
- Data security and copyright: it is a proprietary, closed system run in a secure, private environment. Your work is not shared with public AI models, used for training or exposed publicly, and your intellectual property and copyright remain fully protected. Papers are permanently deleted from the tool as soon as screening is complete.
- Human oversight: any paper the tool flags is re-checked manually by a member of the local team before any action is taken. EURAM HQ then contacts the primary author to request edits.
- No automated desk rejections: the tool never makes the final decision. Desk rejection of papers that remain non-compliant after a series of warnings rests with human screeners and the EURAM 2026 Congress Programme Committee.
EURAM and UiA will evaluate how well the tool worked after this process to decide whether to use it, or a similar tool, at future conferences. Questions? Write to us at info@euram.academy.
Peer review: human-only
The double-blind peer review of your work remains entirely human, following established EURAM academic standards. Using AI or Large Language Model (LLM) tools to review conference papers is strictly prohibited, as it would compromise the confidentiality of peer review. Reviewers must not use AI tools to write their review reports.
Decisions and notification
SIG and Track Chairs decide the final status (accept or reject) of each paper based on the reviewers’ comments. EURAM HQ then emails the notification to all authors and co-authors.
NEW! European Management Review Professional Development Workshop
Under the auspices of the EURAM Vice-President for Research, and with the support of the Vice-President for SIGs and the SIG Chairs, European Management Review (EMR) is launching a PDW at EURAM 2026.
The PDW brings together EMR Editors and the authors of conference papers selected by SIGs for the Best Paper or Most Inspirational Paper award, in one-to-one roundtable colloquia. Each editor meets the authors of up to four papers in a dedicated slot during the conference.
It’s a chance to get developmental feedback straight from a journal editor before submitting to a journal. And if you then submit your paper to EMR after incorporating that feedback, EMR commits to sending it into the formal review process (no desk reject).
How to take part: if your paper is accepted, you’ll be able to say whether you wish to join the PDW when you confirm your attendance. If your SIG selects your paper for an award and the SIG Chair nominates it, you’ll be invited.
We look forward to reading your work and welcoming you to Kristiansand.
Warm regards,
On behalf of the Local Organising Committee
Kalanit Efrat, Co-chair
Bjørn Tore Flåten, Co-chair