AIRC3
<v:shapetype stroked="f" filled="f" path="m@4@5l@4@11@9@11@9@5xe" o:preferrelative="t" o:spt="75" coordsize="21600,21600"><v:stroke joinstyle="miter"></v:stroke><v:formulas><v:f eqn="if lineDrawn pixelLineWidth 0"></v:f><v:f eqn="sum @0 1 0"></v:f><v:f eqn="sum 0 0 @1"></v:f><v:f eqn="prod @2 1 2"></v:f><v:f eqn="prod @3 21600 pixelWidth"></v:f><v:f eqn="prod @3 21600 pixelHeight"></v:f><v:f eqn="sum @0 0 1"></v:f><v:f eqn="prod @6 1 2"></v:f><v:f eqn="prod @7 21600 pixelWidth"></v:f><v:f eqn="sum @8 21600 0"></v:f><v:f eqn="prod @7 21600 pixelHeight"></v:f><v:f eqn="sum @10 21600 0"></v:f></v:formulas><v:path o:connecttype="rect" gradientshapeok="t" o:extrusionok="f"></v:path></v:shapetype><v:shape style="Z-INDEX: 251659264; POSITION: absolute; TEXT-ALIGN: left; MARGIN-TOP: 33.35pt; WIDTH: 86.4pt; HEIGHT: 54.6pt; VISIBILITY: visible; MARGIN-LEFT: 499.05pt; LEFT: 0px;" type="#_x0000_t75"><v:imagedata o:title="" src="file:///C:\Users\B215~1\AppData\Local\Temp\OICE_5385B36E-6A71-49E9-BA33-22CA67388308.0\msohtmlclip1\01\clip_image001.emz"></v:imagedata> <w:wrap anchory="page" anchorx="page"></w:wrap></v:shape> Ashridge International Research Conference 2013
2pm July 19th – 2pm July 21st 2013
AIRC3 – An intimate multidisciplinary international conference linking select academics and professionals
Call for Papers
The AIRC3 is linked to Special Issues of a number of peer reviewed journals: further information to follow on the website www.ashridge.org.uk/airc3 and journal websites
Multi-generational Challenges
Integrating the age into manAGEment and organisation
The 3rd Ashridge International Research Conference
19th -21st July 2013
Ashridge Business School, Berkhamsted [near London], UK
Conference Chairs:
Professor Carla Millar, Fellow, Ashridge Business School and Professor, University of Twente
Dr. Vicki Culpin, Director of Research, Ashridge Business School
Philip Mix, Director of Ashridge Consulting, Ashridge Business School
DEADLINE FOR SUBMISSIONS: May 1st 2013
Information on acceptance for conference papers by June 1st 2013
Businesses and organisations throughout the world are facing the challenges of employing a workforce that is ageing. Concerns of company leaders and managers in the western world 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. 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 MNCs, 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.
As its societies age the developed world is undergoing a remarkable transformation, 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 been little or no substantive research on the impact of these demographic changes on the practice of management and the implications for the next generation of its leaders and managers.
Simultaneously, emerging 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 them. There is little substantive research on (optimising) the effectiveness and of cross-generational working in companies within emerging economies.
Finally, there is, to date, a dearth of research on how MNCs and globalising companies are leading and managing simultaneously the challenges of different changing demographics in developed and emerging and developing country environments.
The timing of AIRC3 aims to address this range of research deficiencies, to lay the groundwork for the development of theory, as well as to offer practical advice and approaches.
Within the framework of
Multi-generation Challenges:
Integrating the age into manAGEment and organisation
the issues below are some of the topics the conference may cover, but of course acceptance of submissions is not limited to these:
· leadership and novel approaches to managing ageing and multi-generational workforces
· managing 'longer generations' / senior talent management / end of career transitions / creative use of older generation during transitions
· new visions on career management 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 generations to manage/mentor the younger generation or be managed by them
· well-being at work / well-being of generations in the organisation and organisational restructuring / emotions in organisations / workplace happiness
· flourishing in the 21st century : leading and supporting growth and prosperity in the workplaces of tomorrow
· employee engagement: the heart of positive organisations/ meaningful work in the multi-generational organisation
· the interaction between the growth of multi-generational patterns and the changing role of women in management / work-life balance
· voluntary development
· multi stakeholder societies and ageing related change
· stakeholder led innovation and strategy for managing the longer generation / the change the organisation needs to make outside its own boundaries / public affairs
· public policy for multi-generational challenges in the organisation
· global challenges/ national prosperity in this context
· cultural differences in ageing and dealing with an older generation in the organisation
· the interaction of technology development, ageing and well-being and the multi-generational workforce
· technology and innovation as solution drivers
· corporate governance, non-executive directors and the ageing generation
· pensions and the link with organisational well being
· challenges for management development/education for the multi-generation at work
· what developed and emerging or developing market-based leaders and managers can learn from each other about multi-generational working
Special Issues of peer reviewed journals
The Ashridge International Research Conference 2013 is linked to Special Issues of a number of peer reviewed journals, submissions for which have to be made separately.
Final decisions re journal SIs will be communicated in due course and include
· Journal of Organizational Change Management [see www.ashridge.org.uk/airc3/jocm]
· Journal of Public Affairs [see www.ashridge.org.uk/airc3/jpa]
AIRC3 offers dialogue among colleagues and timely feedback and peer review on your papers before the submission deadlines for the individual journal Special Issues.
We welcome the submission of original full papers, advanced work in progress, as well as
policy papers and research based proposals for panels on the conference theme.
Please submit to rebecca.coatswith@ashridge.org.uk indicating AIRC3 on the email heading.
Deadlines and review process
· Deadline for the submission of full papers, advanced work in progress,
or panel proposals for the conference 1st May 2013
· Decision on acceptance for the conference 1st June 2013
· Deadline submission revised papers for
Conference Proceedings 1st July 2013
· Deadline for submission for Journal SIs 15th September /1st Oct 2013
Submission
· All manuscripts will be double-blind reviewed.
· Papers are submitted with the understanding
o that they are original, unpublished works
o that they are not being submitted elsewhere and
o that [one of] the author[s] will attend the conference and present the paper
· For submission details please see www.ashridge.org.uk/AIRC3/submissions
· Submissions can be made electronically online or as email attachment (Word).
· Submission details can be accessed at http://www.Ashridge.org.uk/AIRC3. Please follow the link 'submissions' and clearly indicate that your submission is for the conference.
· Manuscripts should follow the style guidelines of the Journal of Organizational Change Management.
· Details :
o First page: manuscript title and name of author[s], 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
AIRC3 – An intimate multidisciplinary international conference linking select academics and professionals