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 (2025-2027):
Organisational Behaviour and Human Resource Management (OB & HRM) SIG Chair: Antonio Abrantes, TBS Education, France (a.abrantes@tbs-education.fr)
OB & HRM SIG Programme Chair: Alessia Sammarra University of L’Aquila, Italy (alessia.sammarra@univaq.it)
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)
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: Monika Maslikowska, University of Lugano, Switzerland (monika.maslikowska@usi.ch)
Leadership track Co-chairs: Ceyda Maden, Ozyegin Unversity, Turkiye (ceyda.maden@ozyegin.edu.tr), Meltem Ceri Booms KU Leuven (meltem.ceribooms@kuleuven.be)
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
Short description:
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
For more information contact:
Dr Dinuka Herath, University of Huddersfield – d.herath@hud.ac.uk
ST09_01 – Human Resource Management
Short description:
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
For more information contact:
Laura Innocenti, University of L’Aquila – laura.innocenti@univaq.it
ST09_02 – Team Performance Management
Short description:
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 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 12: Responsible consumption and production; Goal 16: Peace, justice and strong institutions; Goal 17: Partnerships for the goals
For more information contact:
Monika Maslikowska, University of Zurich – monika.maslikowska@psychologie.uzh.ch
ST09_03 – Leadership
Short description:
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
For more information contact:
CEYDA MADEN EYIUSTA, Ozyegin University – ceyda.maden@ozyegin.edu.tr
ORGANISATIONAL BEHAVIOUR & HUMAN RESOURCE MANAGEMENT SIG TRACKS
T09_04 – Sustainable HRM and Responsible Working in Disruptive Times
In an era marked by global disruptions, geopolitical instability, rapid digital transformation, demographic shifts, and evolving regulatory demands, organizations are required to rethink how they manage and sustain their workforce. The objective of this research track is to explore sustainable HRM and workplace innovation on employee attitudes, behaviours, and organizational-level effects. Through competitive paper sessions this track provides a platform for advancing research that uncover the multifaceted effects of sustainable HRM and workplace innovation, their interplay with broader corporate sustainability initiatives, people management, and the role in navigating contemporary disruptions such as remote work, AI driven management tools, and digitalization.
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:
Martin Senderovitz, mars@zealand.dk
T09_05 – AI, Big Data, Algorithmic Management and Emerging Tech in Human Resources Management, Employment Relations and Organizational Behaviour
AI and emerging technologies, such as robotics, algorithmic management, and big data analytics, are reshaping how work is allocated, performed, and managed. Many firms now use these tools to boost efficiency, agility, and support hybrid work models. While performance gains are evident, their effects on employees, managers, and workplace dynamics remain underexplored. Key concerns include impacts on health, job quality, autonomy, and fairness in algorithmic decision-making. Ethical issues surrounding transparency and accountability further complicate adoption. This track explores how AI and emerging tech affect core themes in Organizational Behavior (OB), Human Resource Management (HRM), and Employment Relations (ER).
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
Primary Contact:
Yumei Yang, yangy@bournemouth.ac.uk
T09_06 – The Evolution of Power in Modern Organisations: A Multifaceted Approach
In the age of disruption, modern organizations function in a complex and unpredictable environment, dramatically altering the nature of organizational authority. It ranges from major changes in formal and informal internal dynamics to new patterns of external pressures driven by new stakeholder needs. In this perspective, power serves as a metric: organizations can be seen as contemporary because power is influenced by the unpredictable nature of modern times. This track aims to reinterpret organizational power, highlighting its degree of adaptability, combining formal and informal elements, and positive and negative aspects, offering insights into modern organizations and their evolving interdependencies.
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:
Zlatko Nedelko, zlatko.nedelko@um.si
T09_07 – Reimagining HRM for the Common Good in a Disruptive Era
This track on Common Good HRM welcomes scholars to share their insights and research with regard to the sustainable and societal role and purpose of HRM and the conditons and mechanisms which can enable HRM to contribute to organizational, societal and human flourishing.
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; Goal 17: Partnerships for the goals
Primary Contact:
Katharina Chudzikowski, k.chudzikowski@bath.ac.uk
T09_08 – Delving into the interplay of organizational design, structures, and behaviors: aligning the stars
Many attempts have been accomplished to investigate the interplay of organizational structures and behaviors. This topic solicits 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 public sector entities, nonprofit institutions, and firms to address grand societal challenges and achieve resilience. For this purpose, we invite contributions that examine the role of organizational structure and design in shaping behaviors, and the other way around – i.e., how behaviors contribute to constructing 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
Primary Contact:
Rocco Palumbo, rocco.palumbo@uniroma2.it
T09_09 – Navigating the Unknown & Future Making: Innovations in Learning Leadership for Ecosystemic Flourishing
This track invites submissions that explore future-making by learning to navigate the unknown as a mark of leadership. This focus invites also advancing leadership development and management education, to reframe disruption and crises from a focus on ‘error-based learning’ to a space for collective flourishing. We encourage research that examines leadership across units and levels of analysis (individual, group, community, organization, eco-system) to develop the reflexive learning capacity needed to navigate VUCA conditions. We welcome theoretical and empirical studies, as well as innovations – pedagogical and methodological – that demonstrate how futures can be co-created to serve the common good.
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 10: Reducing inequalities; Goal 11: Sustainable cities and communities; Goal 12: Responsible consumption and production; Goal 17: Partnerships for the goals
Primary Contact:
Raysa Rocha, raysa.geaquinto@gmail.com