Dear colleagues,
Please consider the extended deadline - April 30th - for the
8TH COLLOQUIUM ON ORGANISATIONAL CHANGE & DEVELOPMENT
"INSPIRATION DESPERATELY NEEDED! TACKLING THE HIDDEN ASSUMPTIONS OF CHANGE"
GHENT (Belgium), SEPTEMBER 12-13, 2013
www.eiasm.org
CO-ORGANISED WITH Vlerick Business School Belgium
Chairpersons
Ruth Alas, Estonian Business School, Estonia
Christopher J. Rees, University of Manchester, UK and Beijing University
of Technology
Ralf Wetzel, Vlerick Business School, Belgium
Keynote Speaker
Prof. Dr. Nils Brunsson, Uppsala University, Sweden
Please submit your abstract at
www.eiasm.org/frontoffice/event_announcement.asp?event_id=963
Until April 30th 2013
Background
?Nothing is more stable today, than change.? This collocation is not only
a common expression for a rather passive acceptance of dynamism, but
arguably is a fatal description of the discourse of organisational change
management. For while the conditions of organising have changed
dramatically throughout the last 50 years (rising intransparancy and
instability, acceleration, new forms of work and organisational design,
reduced use of hierarchy, etc.) and still breathe the spirit of the
pioneers of management, an increasingly loud voice of criticism expresses
these sentiments as a diagnosis for the state of research and practice in
the field of organisational change. The theoretical foundations of the
field seem, to some, to be rather weak and unclear while the variety of
perspectives applied to the subject is rather low despite the burgeoning
number of related academic publications designed to shed light on both
theory and practice. In essence, if it were a country, organisational
change would be seen by many as a failing State. Yet, what if the high
ratio of failed change efforts is less grounded on weakly skilled
employees but rather on flaws in the hidden assumptions surrounding
organisational change? In the myriad of academic publications and
organisational change interventions, what is being overlooked and ignored?
Which cognitive and pragmatic tools should we abandon before we exert even
more harm on organisations, employees and the wider society? The 8th
colloquium of organizational change and development strives to open up the
Pandora?s box of organisational change. We aim to explore what assumptions
about organisational change need to be challenged, revised and even
abandoned. We are therefore looking for contributions, which challenge
mainstream ways of thinking about the theory and practice of
organisational change and ideally offer insights into alternative
directions. Since its original conception eight years ago, the Chairs of
this colloquium have sought to garner a wide range of views about the
theory and practice of organisational change, that is, a broad access to
the topic of organizational change has always been an important and highly
appreciated tradition of the colloquium. Thus, while placing this year?s
focus upon exposing the hidden assumptions of organisational change, the
event is open to all contributions discussing current trends and specific
challenges in organisational change theory and practice. As a guide only,
papers are invited primarily, but not exclusively, on the following
topics:
- constraints of current thinking of organisational change
- new approaches to observing and to managing change
- societal change and organisational development
- lessons learned from organisational change in public and non-business
organisations
- new organisational forms and challenges to organizational change
- theoretical and philosophical foundations of management and
organizational change
- organisational change in a time of austerity
- the enabling and restricting role of management development in change
management
- the contribution of the HRM function to change management interventions
- arts and aesthetics as sources for inspiration and improvement in
organisational change
- innovation and the process of change management
- the role of norms, values and ethical aspects on change management
- entrepreneurship and change management
- the management of organisational change with reference to product
development and marketing
- influence of spirituality on change management
- diversity and organizational change and development
- the role of communication in change management projects
- the psychology underpinning organizational change and development
- the impact of organizational change on employees
- functions and benefits of resistance to organizational change
Due to the chosen focus, we are very open to contributions which even can
vary in style of presenting an intriguing argument.
Please submit your abstract at
www.eiasm.org/frontoffice/event_announcement.asp?event_id=963
Until April 30th 2013
VENUE Vlerick Business School (Ghent Campus)
Reep 1
9000 Gent
Belgium
ADMINISTRATION
Ms. Cristina Setyar
EIASM Conference Manager
EIASM
PLACE DE BROUCK?RE-PLEIN - 31
1000 BRUSSELS - BELGIUM
Tel: +32 2 226 66 69 - Fax: +32 2 512