Dear Colleague
This is to invite you to submit to the Special Issue of the Journal of Managerial Psychology
Journal of Managerial Psychology
Call for Papers
Special Issue
Multigenerational Challenges:
integrating younger and older ages in
managing the organisation
Deadline for submission: 15 October 2013
· Manuscripts should be submitted as an email Word attachment to
rebecca.coatswith@ashridge.org.uk by October 15th, 2013.
· Please indicate clearly, both in the email heading and on your paper, that your submission is for "JMP".
Guest Editors:
Dr. Victoria Culpin, Dean of Faculty and Director of Research, Ashridge Business School, UK
Professor Carla Millar, Fellow, Ashridge, UK and
Professor, International Marketing & Management, University of Twente, NL
Kai Peters, CEO of Ashridge Business School, UK
Businesses and organisations throughout the world are facing the challenges of employing a workforce that is ageing, that now needs to work longer than anticipated, often feeling less motivated due to the uncertainties of government policies and business strategies alike. Whether it is the pensionable age or the level of the pension, criteria for leaving work or for staying in work, these uncertainties pose challenges for any company and organization, including ageing Western and younger Eastern sub-populations, and cross-generational and cross-cultural working between them.
Developed country-based company leaders' and managers' concerns have shifted from considering options for their own and their employees' "early retirement" to the issue of what age they will eventually be able to retire at. Emerging/developing country-based companies must address the issue of integrating fast-growing Generation Y populations into workforces led and managed during their modernisation phases by people with much different (often more traditional cultural) life experiences. Many global and globalising leaders and managers are simultaneously addressing both of these issues. We are in an era during which multi strand leadership and management development is taking a more prominent role, with companies and organisations having to adapt their policies on career management and HRM. In an era during which employees everywhere are concerned with well-being at personal, organisational and general economic and society levels, an era in which more than ever a company's largest assets consist of its people, it is timely and appropriate to gather both the research and experiences of academics and professional practitioners in this domain.
The developed world is undergoing a remarkable transformation as its societies age, and the impact of this will ripple through all sectors of the global economy. In the West, leadership and management of an increasingly ageing workforce will pose new challenges for managers and to the structures and working practices of their organisations. There has, to date, been no substantive research on the impact of these demographic changes on the practice of management in the developed world and the implications for the next generation of its leaders and managers.
Simultaneously, emerging and developing countries (led by, but not limited to, the BRICS economies), are undergoing rapid industrialisation and modernisation. These efforts have been, and mostly continue to be, led and managed by generational cohorts with little or no histories (or training) within their own countries of company leadership and management development. Younger people (sometimes called Generation Y, and born in the late 70's and early 80's) are increasingly entering emerging and developing country workforces with different expectations and assumptions than those of the people leading and managing their companies. There is, to date, little substantive research on (optimizing) the effectiveness and of cross-generational working in companies within emerging/developing countries.
Finally, there is, to date, a dearth of research on how globalising companies are leading and managing simultaneously the challenges of different changing demographics in developed, emerging and developing country environments.
The main issues and questions arising (relevant to the Journal of Managerial Psychology) are:
· How to create novel psychological approaches to managing an ageing and multi-generational workforce: how to manage 'longer generations' / senior talent management / end of career transitions / creative use of older generation during transitions
· new visions on career management and the psychological contract in the changing organisational environment
· generation Y and e-management
· new theories of both motivation and leadership issues, namely the motivation of the younger generation to manage older generations well and the motivation of older generation to manage/mentor the younger generation or be managed by them
· the psychology of well-being at work / well-being of generations in the organisation and organisational restructuring / emotions in organisations / workplace happiness
· Leadership in flourishing in the 21st century : supporting growth and prosperity in the workplaces of tomorrow
· Implications for employee engagement: the heart of positive organisations/ meaningful work
· Interaction of increasing multi-generational work and the changing role of women in management / work-life balance
· Cultural differences in ageing and dealing with an older generation
· Challenges for management development for the multi-generation at work
· What developed, emerging and developing country-based leaders and managers can learn from each other about multi-generational working
Specifically, we are seeking submissions that address one or more of these topics, either theoretical or experiential. Papers must have a major focus on challenges for multi-generational organisations and should appeal to both academics and practitioners. Theoretical papers should include a section on the practical implications for those working in organisations.
Review Process and Submission
· All manuscripts will be double-blind reviewed.
· Manuscripts should follow the style guidelines of the Journal of Managerial Psychology
· Manuscripts are submitted with the understanding that they are original, unpublished works and are not being submitted elsewhere
· Manuscripts should be submitted as an email Word attachment to
rebecca.coatswith@ashridge.org.uk by October 15th, 2013.
· Please indicate clearly, both in the email heading and on your paper, that your submission is for "JMP".
· Paper details:
o First page: manuscript title and names, institutional affiliation, and contact information for each of the authors.
o Second page: manuscript title and brief (100 word maximum) biography of each of the authors.
o Third page: manuscript title and brief (250 word maximum) abstract of the paper.
o Fourth page and following: manuscript title followed by the text of paper.
o Third, fourth, and pages following should have no reference to, or name(s) of, the author(s) of the paper.
o The paper is between 4000 and 5000 words in length.
This special Issue is linked to the AIRC3 conference that took place at Ashridge in July 2013.
However, the SI is by no means limited to AIRC3 papers. For the Special Issue we welcome both
1. original papers addressing the theme of this journal Special Issue, and
2. (revisions of) any papers that have been presented and discussed at the above conference
All papers must be submitted afresh to rebecca.coatswith@ashridge.org.uk, indicating both in the email heading and on the paper clearly that the submission is for "JMP", by the deadline of 15th October 2013.
Looking forward to hearing from you
Vicki Culpin, Carla Millar and Kai Peters..
Prof. dr. Carla C.J.M. Millar
Professor, International Marketing & Management
University of Twente
School of Management & Governance
PO Box 217, 7500 AE Enschede
The Netherlands
0031 53 489 5355
c.millar@utwente.nl
Fellow, Ashridge
Berkhamsted, Herts HP4 1NS, UK
0044 1442 84 1175
0044 20 7402 4700
carla.millar@ashridge.org.uk
Europrofile NL
De Timmerij
Breestraat 38
3811 BK Amersfoort
The Netherlands
0031 33 462 7343
carlamillar.eu@gmail.com