Apologies for any cross-posting but we want bring to your attention a call for papers for a special topic forum in the Academy of Management Review
AMR Special Issue
Guest Editors:
Karen L. Ashcraft
Giuseppe (Joe) Labianca
David Lepak
Gerardo Okhuysen
Vicki Smith
Kevin Steensma
Topic: Theories of work and working today
As work changes, as organizations explore alternative ways for structuring work and workplaces, and as individuals approach work in novel ways, it is important to understand the implications of these changes for management theory and practice. This call for papers on "Theories of work and working today" seeks to expand on these themes by encouraging scholarship to:
• examine how well our existing theories and assumptions about management research apply in these emerging work environments;
• revisit and revise existing theory, assumptions, or perspectives to more accurately reflect the challenges and realities of these emerging work contexts; or
• evaluate and propose new conceptual frameworks to better understand work.
The basis for this call for papers is that the nature of work, working, managing work, and work relationships continues to evolve. For example, the notions of network based organizations, virtual workplaces, and temporary organizations all represent fundamentally different perspectives on how organizational entities operate. This evolution challenges management theory by continually changing the assumptions under which organizations do their work.
o The field of management has historically had an implicit assumption of geographical proximity and temporal continuity among workers. But the increased availability and affordability of information technologies around the globe has provided a catalyst to revisit how organizations are structured: Work places are not limited to a single location, but can span the world through virtual workplaces, telecommuting relationships, and other forms of technology-aided interaction. From a theoretical perspective, how well do our theories recognize and account for the potential of technology aided interactions? Are there new issues that arise that are not accounted for in existing theories that stem from the types of interaction?
o The nature of the work that organizations perform has also changed. Historically, conceptions of management were rooted in the realities of manufacturing firms, with assembly lines and physical products. But many organizational outputs today have few or no physical traces, and instead involve abstract knowledge or ephemeral experiences. The creation of new financial products, the delivery of medical care, charitable activities, and the co-production of fun in amusement parks each represents conceptions of work that are not always reflected in theories of management. These forms of work, which involve innovation, applied expertise, and the integration of consumers into the organization across boundaries demand different forms of management theorizing.
o Closely related, researchers have increasingly recognized the blending of traditional and non-traditional employees, the increased use of contingent and contract labor, reliance on volunteer employees, and other forms of relationships that challenge the traditional notion of the employee-employer relationship. And with increased variety in the relationship between workers and organizations, it is possible that how we view fundamental concepts in management literature might take on different meaning. For example, does turnover operate in the same fashion or have the same meaning with a growing emphasis on contract workers? Is commitment an attitude that is equally relevant for different types of workers in different types of work arrangements? How do communication forms and practices shift in accord with these new employment relations and configurations. At a more abstract level, what does it mean "to work" for the individual and for an organization?
o The social and political context of work is also continually changing. At one extreme, globalization opens collaborative opportunities but also places competitive demands on individuals and organizations that were unthinkable a few decades ago due to the ease of offshoring work or creating global supply chains. These changes necessitate a new view of defining organizational boundaries and new forms of managing within and across those boundaries. At the same time, the marginalization of some social groups and the privilege of others in developing and advanced societies continually affect arrangements of work in organizations and professions. As old patterns shift and new ones emerge, implications for diversity in occupations and organizations abound; and these may impact managerial practice, the individual-organizational relationship, and the very meaning of work. Increasing diversity in society and the workplace also presents challenges for managers, who must navigate the implications of those differences to advance the work of the group or organization.
It is important to note that this call for papers is not soliciting predictions, speculation, or normative statements about the future. Rather, we are looking for theoretical contributions that address issues related to new forms of work and new workplaces. For this special call, changes in the workplace should not simply be a contextual setting, but should serve as the primary ground for theoretical development and contribution.
We envision potential topics from multiple levels of analysis and drawing from multiple disciplines. A small sample of some potential topics are:
The practice of managing
• Do leadership traits and styles vary in their impact and effectiveness in these emerging forms of work environments and relationships?
• Which HR systems are most effective across different work environments?
• Which performance metrics are most relevant for different work arrangements and alternative structural models?
• How does coordination happen in workplaces when demands are fluid?
• Which organizational and interorganizational structures are most appropriate for various work demands?
• What is the role of planning and decision making when work products are emergent?
• What are the implications of virtual work arrangements such as telecommuting, video conferencing, and cloud collaboration for organizational climate and performance?
• How must individuals and organizations network their interactions to accomplish their goals in a more fluid, global business environment?
• How do changes in the character of work interact with changes in the meaning/interpretation of work (e.g., organizational, occupational, and individual identity) and with what consequences for managing organizations, practicing occupation, and claiming/maintaining professions?
• What new strategic challenges and opportunities emerge in these contexts and how do these impact competitive dynamics among organizations?
• What is the role of work relative to other resources as a basis for competitive advantage?
The individual / group perspectives
• What impact do emerging forms of work roles and relationships have for how groups and teams operate?
• Does the notion of a group or team have different function and meaning as membership includes individuals from various backgrounds due to the demands of the work?
• What is an employment relationship? What factors influence how individuals perceive their relationship with organization(s)?
• Does turnover have a similar meaning and process in emerging work contexts?
• What is the role of loyalty and commitment in different work contexts? Is it equally valued by employees in different work arrangements? Is it equally desired by organizations for different groups of workers?
• To what extent should leaders be involved in the interactions and flows that occur both within work groups, and between work groups and the broader environment?
• How is individual identity influenced by the emergence of different work roles and relationships?
• What role, if any, does personality play in how individuals operate in these emerging work environments?
Some Broader Considerations
• What is work? What constitutes work?
• What is the impact of emerging trends in work, working, and work arrangements on professions and occupations?
• Are there alternative considerations for how we think about power and conflict when the organizational boundary becomes blurred?
TIMELINE
1) We will accept manuscripts starting on July 1, 2011 and ending on August 1, 2011. Contributions should follow the direction for manuscript submission described in "information for Contributors" in the front of each issue of AMR and on the AMR web page.
2) For queries about submission, contact AMR's managing editor, Susan Zaid. For questions regarding the content of this Special Topic Forum, write to one of the guest editors: Karen L. Ashcraft, Giuseppe (Joe) Labianca, David Lepak, Gerardo Okhuysen, Vicki Smith, Kevin Steensma
Giuseppe (Joe) Labianca
Gatton Endowed Associate Professor of Management
Gatton College of Business & Economics
LINKS -- International Center for Research on Social Networks in Business
University of Kentucky
Lexington, KY 40506
859-257-3741 (office)
404-428-4878 (mobile)
http://linkscenter.org/