Please find below details of a new Human Relations Special Issue call for papers:
The changing nature of managerial work
Read the full call for papers here:
http://www.tavinstitute.org/humanrelations/special_issues/Managerial%20work.html
Guest Editors:
William M Foster, University of Alberta, Canada
John Hassard, University of Manchester, UK
Jonathan Morris, Cardiff University, UK
Julie Wolfram Cox, Monash University, Australia
Themes to be addressed by this special issue:
Three aspects of the changing nature of managerial work are especially worthy of enquiry: First, the new pace of managerial work (working time, work intensification, work−life balance); second, the new environment of managerial work (job security, managerial careers, labour market reform); and third, the new social dynamics of managerial work (job identification, organizational identity, work commitment).
Questions that researchers might consider, but are not limited to, in developing their papers:
- Have traditional models of organizational governance been altered? And is the context of ownership important here; for example, does a move to neo- or post-bureaucracy imply different management control strategies?
- Who, what and where are the managers? Are corporate elites, for example, increasingly distanced from the work of more junior managers, and if so, are there new classes of managers emerging in corporate systems?
- Does research on emergence of managers from non-traditional settings (e.g. BRIC economies) challenge traditional approaches, or are we witnessing convergence, hybridization or even condensation of traditional management styles? Are there significant institutional differences, for example, in national patterns of managerial work, or are there pressures to converge? Does management in non-traditional or emerging organizational forms challenge conventional theories?
- To what extent are 'new' (or post-bureaucratic) organizational forms representative of contemporary business and management structures, or are they mainly confined to knowledge-based, high technology companies?
- Are there significant differences among managers at different organizational levels in terms of the above issues (senior, middle and junior) and to what extent do these differences intersect with age, gender and racial identifications?
- Has what managers do at work changed? What is the subject of managerial work after the management of processes, outputs and outcomes?
- What is the nature of managerial work within new organizational forms such as social enterprises, micro enterprises and new social movements?
Contributors should note:
· This call is open and competitive, with the submitted papers being subject to double-blind review by experienced scholars in the field.
· Submitted papers must be based on original material not accepted for publication by, or under consideration for publication with, any other journal or publication outlet.
· For empirical papers based on data sets from which multiple papers have been generated, authors must provide the guest editors with copies of all other papers based on the same data to ensure a unique intellectual contribution is being made.
· The guest editors will select a limited number of papers to be included in the special issue. Other papers submitted to the special issue may be considered for publication in other issues of the journal at the discretion of the Editor-in-Chief.
· To be considered for this special issue, submissions must fit with the Aim and Scope of Human Relations (http://www.tavinstitute.org/humanrelations/about_journal/aims.html) as well as this call for papers.
· Papers should also adhere to the submission requirements: http://www.tavinstitute.org/humanrelations/submit_paper.html.
· Papers should be submitted through the online system: http://mc.manuscriptcentral.com/hr.
· Please indicate in your covering letter that your article is intended for this special issue.
Submission deadline: 31 January 2017; please do not submit before 1 January 2017
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WHY PUBLISH IN HUMAN RELATIONS?
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Human Relations is an A* journal – the highest category of quality – in the Australian Business Deans Council (ABCD) Journal Quality List 2013. It is also ranked 4 in the Chartered Association of Business Schools (CABS) Academic Journal Guide 2015. Human Relations is a top 5 interdisciplinary social sciences journal:
2-year impact factor: 2.398 - Ranked: 35/185 in Management and 5/95 in Social Sciences, Interdisciplinary
5-year impact factor: 3.187 - Ranked: 37/185 in Management and 3/95 in Social Sciences, Interdisciplinary
Source: 2014 Journal Citation Reports® (Thomson Reuters, 2015)
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OTHER CALLS FOR PAPERS
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Special issue: Conceptualising flexible careers across the life course – submit by 01 March 2016
http://www.tavinstitute.org/humanrelations/special_issues/Global%20supply%20chains.html
Special issue: Global supply chains and social relations at work – submit by 30 April 2016
http://www.tavinstitute.org/humanrelations/special_issues/Global%20supply%20chains.html
Special issue: Politicization and political contests in contemporary multinational corporations – submit by 30 September 2016
http://www.tavinstitute.org/humanrelations/special_issues/Politics%20and%20MNCs.html
Special issue: Organizing feminism: Bodies, practices and ethics – submit by 30 November 2016
http://www.tavinstitute.org/humanrelations/special_issues/Organizing%20feminism.html
Human Relations welcomes critical reviews and essays:
- Critical reviews advance a field through new theory, new methods, a novel synthesis of extant evidence, or a combination of two or three of these elements. Reviews that identify new research questions and that make links between management and organizations and the wider social sciences are particularly welcome. Surveys or overviews of a field are unlikely to meet these criteria.
- Critical essays address contemporary scholarly issues and debates within the journal's scope. They are more controversial than conventional papers or reviews, and can be shorter. They argue a point of view, but must meet standards of academic rigour. Anyone with an idea for a critical essay is particularly encouraged to discuss it at an early stage with the Editor-in-Chief.
Best wishes,
Claire Castle
Managing Editor, Human Relations
Email: c.castle@tavinstitute.org