SIG OFFICERS (2026-2027):
Chair
Antonio Abrantes (TBS Education), a.abrantes@tbs-education.fr
General Track Chair
Dinuka Herath (University of Huddersfield), D.Herath@hud.ac.uk
Team Performance Track Chair
Monika Maslikowska (University of Zurich ), monika.maslikowska@usi.ch
Leadership track Co-chairs
Ceyda Maden (Ozyegin University), ceyda.maden@ozyegin.edu.tr
Meltem Ceri-Boom (KU Leuven), meltem.ceribooms@kuleuven.be
AI, Big Data, Algorithmic Management and Emerging Tech in Managing People
Yumei Yang (Bournemouth University), yangy@bournemouth.ac.uk
ORGANISATIONAL BEHAVIOUR 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):
For more information contact:
Dr Dinuka Herath, University of Huddersfield – d.herath@hud.ac.uk
ST09_01 – 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_02 – 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
ST09_03 – AI, Big Data, Algorithmic Management and Emerging Tech in Managing People
Short description:
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
For more information contact:
Yumei Yang, Bournemouth University – yangy@bournemouth.ac.uk
Best regards,
T09_04 Distance, Voice and Good Work in Digital Collaboration
Short description:
Digital and remote collaboration reshapes how people experience work, knowledge sharing, and collective performance. This topic invites OB research on how distance in digitally mediated collaboration affects employees, leaders, teams, and organizations. We welcome conceptual, empirical, and methodological contributions on cognitive, socio-relational, operational, and engagement-related distances in remote working and collaboration; competence development at different levels; and people management practices and organizational actions to facilitate such collaborations. The topic aims to advance OB theory and practice by examining how organizations can diagnose, understand, and bridge distance to cultivate organizational resilience while creating inclusive, participatory, and sustainable forms of digital work.
UN Sustainable Development Goals (SDG):
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:
Sylvia Rohlfer , IMC University of Applied Sciences Krems, sylviaroh@hotmail.com
T09_05 Adverse Organisational Environments: Antecedents, Processes, and Employee Outcomes
Short description:
This standing track examines how adverse organisational environments emerge, unfold, and affect employees and organisations. It invites theoretical, empirical, methodological, and interdisciplinary work on workplace toxicity and related harmful conditions, with attention to antecedents, processes, boundary conditions, and outcomes across individual, interpersonal, team, leadership, and organisational levels. The track welcomes micro- and macro-organisational behaviour perspectives and fosters dialogue on how adverse environments are sustained, interrupted, or repaired, advancing scholarship that supports healthier, fairer, and more productive workplaces.
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 16: Peace, justice and strong institutions
For more information contact:
Rahman Khan , Paris School of Business, rahmankhan_86@yahoo.com
T09_06 Behavioral public administration: delving into the roots of organizational behaviors in the public sector
Short description:
Public value generation depends on how well public servants make sense of their jobs in the public sector workplace. Poor understanding of individual tasks and roles undermines the public servants’ participation in creating public value and sets the ground for public value contamination. Inadequate acknowledgement and comprehension of the antecedents, mechanisms, and outcomes of organizational behaviors prevent us from effectively steering public sector entities, driving them towards sustainable and reliable public value creation. The topic is intended to advance and/or criticize what we know in the broad domain of behavioral public administration, nurturing a dialogue between scholars and practitioners.
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 10: Reducing inequalities;Goal 11: Sustainable cities and communities;Goal 16: Peace, justice and strong institutions;Goal 17: Partnerships for the goals
For more information contact:
Rocco Palumbo , University “Tor Vergata” of Rome, rocco.palumbo@uniroma2.it
T09_07 Human, Artificial, and Organizational Cognition
Short description:
What is organizational cognition? Why study it? The coming of age of various forms of advanced artificial intelligence challenges established practices and knowledge domains. This means that scholars should now attempt to make sense of new configurations where organizing takes shape. These are environments where a mix of human and artificial agents can interact but maintain separate individualities, the mix between them generates a new cyborg entity, or where different layers shift between human/artificial/organizational. Does the study of new organizational configurations and dynamics call for a revival in cognition research? This topic is set to answer this compelling question.
UN Sustainable Development Goals (SDG):
Goal 3: Good he
For more information contact:
Davide Secchi , Paris School of Business, d.secchi@psbedu.paris