Call for Papers

Notice: the link to the paper submission platform will be available here in late November.

We hope you will join us from Tuesday 22 to Friday 25 June 2027 at the School of Business and Economics and the Department of Management & Organisation, Vrije Universiteit Amsterdam (VU), The Netherlands.

The EURAM conference theme is

“Rising Above: Embracing Resilience, Reimagining History, and Rethinking Management for a Sustainable Future”.

Contemporary management research stands at a turning point. Many dominant theories of organisations, leadership, and governance were built on assumptions of stability, growth, and control—assumptions increasingly challenged by ecological crisis, social inequality, geopolitical instability, and rapid technological change. While management scholarship has advanced efficiency and value creation, it has paid less attention to resilience, historical responsibility, and long-term sustainability. The task now is not simply to refine existing models, but to rethink the foundations of management theory.

The theme of the European Academy of Management (EURAM) Conference 2027, “Rising Above,” responds to this need. It invites scholars and practitioners to question inherited assumptions and imagine new ways to organise and lead amid persistent uncertainty. “Rising Above” is not about optimism alone, but about transcending conceptual limits that constrain how management engages with today’s grand challenges.

The Netherlands offers a powerful metaphor. Living largely below sea level, Dutch society has long faced water as both a threat and an opportunity. Through collective ingenuity—building dikes, reclaiming land, and pioneering advanced water management—it has demonstrated resilience as an ongoing, socially embedded process. This example inspires three interconnected priorities: embracing resilience, reimagining history, and leading toward sustainability.

First, resilience means the capacity to adapt, innovate, and act decisively in crisis. As disruption becomes the norm, organisations must move beyond incremental change toward bold approaches to governance and leadership.

Second, “Rising Above” calls for critical engagement with history. Management theories and practices reflect past power structures, including colonial extraction and exclusionary systems. Addressing these legacies is essential to aligning economic performance with ethical responsibility and inclusion.

Finally, the theme underscores sustainability. As climate change intensifies, traditional business models fall short. Management must be understood not merely as technical expertise but as a moral and political practice that shapes regenerative, just, and sustainable futures.

We welcome scholars to submit their research to the EURAM 2027 Conference and we look forward to seeing you in Amsterdam.

To submit your full paper to EURAM 2027

I. Explore the tracks sponsored by one of the 14 EURAM Strategic Interest Groups (SIGs) here or by the Local Organising Committee and choose the topic and community that correspond best to your research.

II. Respect the deadlines, especially the paper submission deadline: 12 January 2027, 2 pm Belgian time.

III. Ensure compliance with the authors’ guidelines.

IV. Read the statement about the use of generative Artificial Intelligence (AI) and reply to the questions in the submission form.

I. Explore our SIGs and tracks (for more detail click on the SIG title).

For newcomers to our community: our 14 SIGs are the building blocks of EURAM.

Starting from EURAM 2027, SIG 09 OB & HRM is split into two separate SIGs:

SIG 08 – Human Resource Management
SIG 09 – Organisational Behaviour

Papers can therefore be submitted to these two newly separated SIGs

There are three types of Tracks.

General Tracks are the overarching tracks of the SIGs. Each SIG General Track invites contributions from all areas related to the SIG-specific research area but which are not explicitly covered by other tracks within the SIG.
Standing tracks are ongoing conversations that you can join, and which will continue within a SIG for several years.
Finally, every year some Tracks are selected in a competitive submission and review process (they may become standing tracks in the future if they prove to be of continued interest).

Strategic Interest Groups:

Click on the SIG name to view the complete list of its tracks and the relevant information about each one.

1. Business for Society

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)

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 / T14_01 Innovative Pedagogies for Rising Above: Resilience, History, and Sustainable Futures (co-sponsored B4S / INNO / Conf SIGs)

T01_07 / T02_05 / T03_08 / T10_ 05 / T11_05 / T12_ 03 / T13_10 Action Research in Management: Approaches for Greater Research Impact upon Practice (co-sponsored by B4S & COGO & ENT & PO & PM&NPM & RP&RM & SM 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: Rethinking Management foundations for Societal Grand Challenges

T01_ 10 Rising Above Corporate Social Irresponsibility: Rethinking Management for Resilient Organisations

T01_ 11 Relationships, Values, and Community-driven (Social) Innovation in Collaborative Ecosystems

T01_ 12 Operations, Logistics and Supply Chain Management

T01_ 13 Value Co-creation in Alternative Finance

T01_ 14 Sufficiency and post-growth as new business paradigms

T01_ 15 Spirituality, Religion, and the Pursuit of Wisdom: Reimagining Management for Sustainable Futures

T01_ 16 From Compliance to Transformation: Climate Solutions and Carbon Management across Management Disciplines

T01_ 17 From Reimagining History to Re/membering Futures

2. Corporate Governance

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)

ST02_02 – Corporate Governance and Executive Leadership

ST02_03 – Corporate Governance and Diversity

T02_ 04 / T13_09 Purpose-Driven Strategies, Resilience, Transformation, and Corporate Governance

T02_06 Board Diversity in the Era of DEI Backlash

T02_07 Internal & External Mechanisms of Corporate Governance

T02_08 Information, Accountability and Corporate Governance

T02_09 The ethics and future of Corporate Governance in times of Artificial Intelligence and Climate Change

T02_10 Beyond Good Governance

3. Entrepreneurship

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 – Digital Technologies and Entrepreneurship Processes: From Innovation Lab to Market

ST03_03 – Entrepreneurial Cognition and Behaviour

ST03_04 – Entrepreneurial Finance

ST03_05 – Entrepreneurship, Regions & Regional Development

ST03_06 – Social and Sustainable Entrepreneurship

ST03_07 – SME Growth and Internationalization in a Changing Global Economy

T03_09 Entrepreneurial ecosystems

T03_10 Academic Entrepreneurship and Entrepreneurship Education

T03_11 Women Entrepreneurs’ Resilience: Between Care and Regeneration for a Sustainable Future

T03_12 Reimagining Entrepreneurship in the Arts, Culture and Creative Sectors

T03_13 Female Entrepreneurship

T03_14 Macro-preneurship and the Entrepreneurial State: Global Models of Policy-driven Economic Transformation

T03_15 AI Transformation: Reconfiguring Organizations, Entrepreneurship, Innovation and Ecosystems

T03_16 Authoring the Unbuilt: Entrepreneurship and Deep-Tech Futures

T03_17 Designing Human Futures: Life Design, Flourishing and Human Development Under Uncertainty

4. Family Business Research

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 Reimagining Heritage in Family Firms. Brand Continuity and Identity Renewal

T04_04 Innovation and Internationalization in Family Firms (IIFF)

T04_05 Rethinking Leadership and Succession Transitions in Family Enterprises

5. Gender, Race and Diversity in Organisations

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 Rethinking Careers and Leadership through Gender, Disability and Neurodiversity

6. Innovation

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 / T14_01 Innovative Pedagogies for Rising Above: Resilience, History, and Sustainable Futures (co-sponsored B4S / INNO / Conf SIGs)

T06_10 Bridging Consumer Behaviour and Innovation Management: “Two worlds, one goal”

T06_11 University–Industry Collaboration and Knowledge Transfer: Exploring Actors, Processes, and Outcomes

T06_12 Managing the unknown: rethinking innovation and management science

T06_13 Innovation Management and Human-centric design in Healthcare Services: Challenges and Opportunities for Value Creation

T06_14 Innovation ecosystems and platforms: Emergence, construction, and persistence

T06_15 Managing New Product Development in a Changing World

7. International Management

GT07_00 – International Management General Track

ST07_01 – Global Mobility

ST07_02 – Management and cultures: Qualitative organizational research

ST07_03 – International Competitiveness

8. Human Resource Management

GT8_00 – Human Resource Management General Track

T08_01 Sustainable HRM and Responsible Work in Disruptive Times

T08_02 Rethinking HRM: Common Good HRM, Employee Well-being, Resilience, and Organisational Sustainability

T08_03 Rethinking people management in decentralised contexts

T08_04 Psychological Safety Across Cultures and Contexts: Leadership, Teams and Organizations

T08_05 Rising Through People: HRM, Organisational Culture, Human Capability, and Readiness for Sustainable AI Transformation

T08_06 Sustaining Well-being in Boundaryless, Digital and Hybrid Workplaces

9. Organisational Behaviour & Human Resources Management

GT09_00 – Organisational Behaviour General Track

ST09_01 – Team Performance Management

ST09_02 – Leadership

ST09_03 – AI, Big Data, Algorithmic Management and Emerging Tech in Managing People

T09_04 Distance, Voice and Good Work in Digital Collaboration

T09_05 Adverse Organisational Environments: Antecedents, Processes, and Employee Outcomes

T09_06 Behavioral public administration: delving into the roots of organizational behaviors in the public sector

T09_07 Human, Artificial, and Organizational Cognition

10. Project Organising

GT10_00 – Project Organising General Track

ST10_01 – Multi-level Perspectives on Major and Megaprojects

ST10_02 – Projects and Society

ST10_03 – Reimagining projects through responsible AI, agile, and sustainable digital transformation

T10_04 / T11_04 Managing Projects in Public and Non-Profit sectors (co-sponsored PO / PM NPM SIGs)

T10_06 Rising above convention: New ways of leading and working in projects

11. Public & Non-Profit Management

GT11_00 – Public and Non-Profit Management General Track

ST11_02 – Healthcare Management Research

ST11_03 – Collaborative and Hybrid Governance

T10_04 / T11_04 Managing Projects in Public and Non-Profit sectors (co-sponsored SIGs PO / PM NPM SIGs)

T01_07 / T02_05 / T03_08 / T10_ 05 / T11_05 / T12_ 03 / T13_10 Action Research in Management: Approaches for Greater Research Impact upon Practice (co-sponsored by B4S & CoGo & ENT & PO & PM&NPM & RP&RM & SM SIGs)

T11_06 Digital Transformation in the Public Domain: Theory, Evidence and International Comparisons12.

12. Research Methods and Research Practice

GT12_00 – Research Methods and Research Practice General Track

ST12_01 – Beyond the Metaphors: Coevolution and Ecosystems

ST12_02 – Research Methods for Complex Adaptive Systems

T12_ 04 Management History, Theory, and Philosophy

T12_ 05 Qualitative Restudies: Retheorizing Organizations in a Changing World

T12_ 06 Tourism research and practice: trends and transitions

T12_ 07 Performance Management: research methods and research practice

13. Strategic Management

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 and Resilience in an Age of Disruption

ST13_07 – Strategic Processes and Practices

ST13_08 – Ecosystems in a Changing World: Innovation, Governance, and Resilience

T02_ 04 / T13_09 Purpose-Driven Strategies, Resilience, Transformation, and Corporate Governance

T13_11 Strategic Performance Management and Control: rising above for resilience, sustainability, and long-term value creation

T13_12 Rethinking Sport Management for a Sustainable Future

T13_13 The Next Competitive Advantage: Inquiry-Driven Management in the Age of AI

T13_14 Supply Chain Strategies for Sustainable, Resilient and Responsible Business

T13_15 Social Evaluations and Organizational Resilience: Navigating the Theoretical, Contextual, and Methodological Frontiers

14. Conference Theme: Navigating High Waters

GT14_00 – General Track – Rising Above

T01_06 / T06_09 / T14_01 Innovative Pedagogies for Rising Above: Resilience, History, and Sustainable Futures (co-sponsored B4S / INNO / Conf SIGs)

T14_02 Exploring Sustainability Agency – An evolving multi-theoretical, multi-level and interdisciplinary field of study

T14_03 Craftsmanship in Management: Rethinking Quality, Expertise and Sustainable Organising

T14_04 Artificial Intelligence and Learning: Rethinking Resilience Organizing

T14_05 Beyond Bouncing Back: Strategy, AI and Organisational Ecosystem Resilience

II. Deadline

Please respect the deadlines, especially the paper submission deadline: 12 January 2027, 2 pm Belgian time.

III. Authors’ Guidelines for Full Papers

Click here to view the authors’ guidelines.

IV. New format at EURAM 2027

The EURAM Conference is all about community, networking, and inclusivity!

A new format will be available at the EURAM 2027 conference, making full use of both paper session formats. Alongside Competitive Paper Sessions (CPS), track chairs could assign extra papers that would otherwise be rejected to Paper Development Sessions (PDS).

Papers presented at the conference are placed by track chairs into one of two session types:

Competitive Paper Session (CPS), traditional formal presentation of three papers.
Paper Development Session (PDS), no formal presentation, discussion-based sessions of four to six papers. Authors will get structured feedback and strengthen the paper in a smaller, discussion-focused setting.

Authors are informed of their assigned format at the time of the notification, March 11, 2027.

V. Statement about the use of generative Artificial Intelligence (AI) in scientific writing of papers

Click here to view the authors’ guidelines and the statement about the use of AI.

VI. AI-assisted screening for paper submissions

EURAM will be utilising a generative AI screening tool, developed by the University of Agder, to screen the submitted papers. Important clarifications

Limited scope: The AI tool is used exclusively for technical screening of compliance with the authors’ guidelines, e.g., page count, font, and anonymity. It does by no means assess the academic quality, merit, or content of the authors’ research.
Data security and copyright protection: The AI tool operates as a proprietary, closed-source system developed by the University of Agder, meaning submissions are processed in a secure, private environment. The authors’ research content is not shared with public AI models, incorporated into any training datasets, or exposed to the public domain. The authors’ intellectual property and copyright remain fully protected throughout the screening and reviewing process. Additionally, all papers uploaded to the AI screening tool are permanently destroyed immediately following the completion of the screening process.
Human oversight guaranteed: Any submission flagged by the AI tool for potential non-compliance will be manually (re)screened by a member of the conference local team to verify the assessment before any action is taken. Primary authors will then be contacted by EURAM HQ to edit their papers as needed.
No automated desk rejections: The AI screening tool does not make final decisions about the desk rejection of papers that have not been brought into compliance with the authors’ guidelines, following a series of warning messages sent to the primary author by EURAM HQ. The final decision-making about the desk rejection of papers remains entirely in the hands of human screeners and the EURAM 2026 Congress Programme Committee.

Why is the preliminary screening of papers important The preliminary screening of papers against the authors’ guidelines ensures that reviewers can concentrate on evaluating the academic quality and contribution of the authors’ research. It also helps ensure consistency in applying formatting guidelines while reducing administrative processing time. Should you have any questions or concerns about this process, please do not hesitate to contact us at info@euram.academy

VI. Blind, peer reviewing of papers The double blind, peer review process for evaluating the scientific contribution and quality of the authors’ work remains completely human-driven, following established EURAM academic standards. The use of AI or Large Language Models (LLM) tools to review papers from an academic standpoint submitted to the EURAM conference is totally prohibited, as it would jeopardise the confidentiality of the peer-review process, which is a cornerstone of the academic system.

Reviewers must not use AI tools to generate their review reports.

VII. Decision making and final status of papers SIG and Track chairs are tasked with allocating a final status (accept or reject) to each reviewed paper based on the comments provided by the reviewers. EURAM HQ will then send out the notification email to all authors and co-authors. Should you have any hesitation on which track to select for your paper, you may wish to contact a track chair by email to find the best fit for your submission.

EURAM and UiA will evaluate the effectiveness of the AI tool used for paper screening at the end of this process to determine whether it – or a similar tool – will be implemented for future conferences.

VIII. European Management Review – Professional Development Workshop

Under the auspices of the EURAM Vice-President for Research, and with the support of the EURAM Vice-President for SIGs and the SIG Chairs, European Management Review (EMR) is launching a PDW that will be held at the EURAM 2026 conference.

The PDW will be structured in one-to-one colloquia between one EMR Editor and the author(s) of conference papers selected by SIGs for either the ‘best paper’ award or the ‘most inspirational paper’ award. Each EMR editor will engage with the authors of maximum four papers in a roundtable format in a designated slot at the conference.

The PDW aims to offer EURAM members an additional service to help authors improve their papers before the initiation of a submission and review process at a journal. Direct discussions with a journal editor can be of much value for improving the quality of the research reported in a paper. In addition, should the author(s) of a paper submit their work to EMR after incorporating the developmental feedback from the designated editor at the PDW, EMR commits to entering the paper into the formal review process (i.e., no desk reject) at the journal.

Procedure for participating

Upon acceptance of your paper for the conference, when asked to confirm your presence at the conference, you will have opportunity to indicate whether you wish to participate in the PDW should your paper be identified as best/inspirational paper by your SIG and the SIG chair nominates it for the PDW.

Best wishes,

On behalf of the Local Organising Committee,

David P. Kroon, Co-chair

Svetlana Khapova, Co-chair

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