Symposium/Workshop on Video Methods at the University of Warwick

warwick_logoVideo methods have become an important means through which strategy and organization scholars generate meaningful theoretical conclusions. Especially strategy-as-practice scholars have openly embraced video technologies in their methodological repertoire.

Despite the growing interest in video methods, scholars still face a number of key challenges that might limit the possibilities for reaping the benefits of video technology in strategy and organization research. Such challenges span the entire research process, from the matching of sites, research questions, and research designs, to data collection, data analysis, and the reporting of results.

To help PhD students and early-career scholars find solutions to some of these challenges, Ila Bharatan and and Davide Nicolini will offer a symposium/workshop on “Advances in Video Methods of Organizational Research: An International Symposium and Peer Assistant Workshop” (read more).

The symposium/workshop will take place on March 19–20, 2019, at the University of Warwick in Coventry, UK. It includes keynote speeches by experts in video methods such as Jon Hindmarsh, Rick Iedema, Curtis LeBaron, Nick Llewellyn, and Philippe Sormani.

The deadline for applications is January 15, 2019. For further information on the application procedure and the content of the symposium/workshop, read more here.

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Organization Studies: Special Issue Call for Papers

Open Organizing in an Open Society? Conditions, Consequences and Contradictions of Openness as an Organizing Principle


Editors: Leonhard Dobusch, Georg von Krogh, Violetta Splitter, Peter Walgenbach, Richard Whittington

Submission Deadline: Nov 30, 2019

The CfP as PDF including references can be found here.

Openness has become a powerful norm within contemporary societies (Tkacz, 2012): communities and citizens want both to know “what is going on” and to “have a say” in what affects their daily lives. Organizations are responding by adopting more open practices, for example by introducing greater transparency of information, enhancing upwards and downwards accountability and increasing inclusion by dissolving internal and external boundaries. The call for more openness has a range of implications for organization design, decision-making, control systems and culture. As an organizing principle, openness fundamentally changes what organizations are, how they function and how they interact with their environments. But openness also seems to stand in contrast with existing understandings of organizational confidentiality, competitive advantage, and classical notions of authority. Across these aspects of organizational openness, this special issue aims to theorize the conditions, consequences and contradictions of organizational openness.

Continue reading

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SMS Strategy Practice IG Election: Vote Now!

The Strategy Practice IG of the Strategic Management Society invites its members to vote for:

  • An Associate Program Chair–candidates: Gaurab Bhardwaj and Eric Knight
  • Two Reps-at-Large: J Ignacio Canales, Saeed Khanagha, Luz Rivas, Torsten Schmid, Candace TenBrink, and Matthias Wenzel

The deadline of the election is November 30. Vote now!

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SAP IG at AOM 2019: Call for Papers and Symposia

AOM2019extendedlogo(1)A message from Virpi Sorsa, the SAP IG Program Chair


The Strategizing Activities and Practices (SAP) interest group invites intellectually bold and stimulating research for submission to the 79th Academy of Management’s annual meeting 2019, held in Boston (United States of America). Over the past few years, the SAP interest group has established an inclusive and diverse community that sheds light on the everyday practices and activities that constitute strategy work in the established and more contemporary organizations. Some of the key questions for the SAP interest group are what, when, why, and how organizational leaders carry out strategic work –and how this work matters.

“Understanding the Inclusive Organization”, the theme of the AOM 2019, is particularly relevant for SAP research. Organizations actively engage in consultation and co-strategizing with both internal and external stakeholders. In inclusive organizations strategizing consists of empowering employees and the public, working collaboratively across organizational and sectoral boundaries, and finding ways to work together to solve problems and implement solutions. This may be called as “Open strategizing” in SAP research and such strategizing promotes transparency and inclusion, external and internal visibility of information about an organization’s strategy as well as inviting different stakeholders to voice their views and engage in finding meaning in organizational activities. Open strategizing challenges those conceptions of strategic management that emphasize secrecy over transparency, competition over cooperation, and mystification and technologization over concretization and communication. Thus SAP is calling for a new wave of scholarship that not only enriches extant theories but also develops new concepts and frameworks. The thematic stance of AOM 2019 therefore, offers a particularly exciting opportunity to develop SAP research toward understanding the inclusive organization!

We encourage the submission of conceptual and empirical studies that focus on the specific conference theme, works that address other issues within the general domain of the SAP Interest Group and those that explore the intersections of SAP with fellow divisions such as BPS, OMT, ODC, RM, TIM and MOC. We also warmly invite symposia that seek to change the conversation on existing scholarly approaches and develop new questions and ways of looking at phenomena. Keeping the importance of “Understanding the Inclusive Organization” in mind, we strongly encourage the submission of manuscripts that appeal to wider audience beyond the SAP community by building linkages with other divisions and interest groups.

The submission deadline for the 79th AOM Annual Meeting is Tuesday, January 15, 2019 at 5:00 PM ET (NY Time). Paper and symposia submissions must be made through the AOM Submission System (opens late November 2018). Please carefully review all the submission information and formatting instructions especially before submitting symposia. The scholarly program takes place from Sunday, August 11 through Tuesday, August 13.

Last but certainly not the least, allow us to emphasize that strong scholarship requires good reviews. Reviewing peers’ works is a fundamental process through which knowledge advances in a community. If you are submitting to the SAP Interest Group this year, please also consider reviewing for SAP! For more information on Strategizing Activities and Practices, kindly please visit the SAP Interest Group website.

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AOM 2019: Call for PDW Submissions


The Strategizing Activities and Practices (SAP) interest group invites creative and forward looking proposals for the professional development workshops (PDWs) to be held during the 2019 AOM conference at Boston, USA.

The key questions for the SAP interest group are what, when, why, and how organizational members carry out strategic work –and how this work matters. SAP research has thus great potential to speak to the theme of the AoM 2019: “Understanding the Inclusive Organization.”As the workforce of any organization is becoming more diverse and heterogeneous and employee’s sense of belonging to the organization diminishes due to shorter employment and virtual ways of working, the creation of inclusive organizations and practices is on the top of the agenda of many international development organization (e.g., UN, IMF, G20) as well as global companies. In strategy-making, these efforts are reflected in a growing trend towards “open strategy” that encourages participation in strategic work by all organizational members, not just top management. An important enabler of open strategy are new digital technologies that allow employees to contribute their ideas and concerns and strategic leaders to engage with these concerns on a wider scale than in traditional ways of communicating and participating. These changes are challenging our existing conceptions of strategy work and call for the development of new concepts, frameworks and new methodologies.At the same time, the theme of the “Inclusive Organization” also invites us as academics to reflect on our own practices and how they can become more inclusiveby paying greater attention to and engaging with ways of doing research in developing countries and the concerns of minority groups. The thematic stance of AOM 2019 therefore, offers a particularly exciting opportunity to develop and design PDWs that help in exploring both inclusiveness in strategy work and in academic research. Some possible themes include:

  • Developing new conceptual and methodological tools to explore and theorize open strategy, participation in strategy making and power relations that marginalize certain voices in strategy making
  • Exploring ways for academics to create and foster more inclusive practices
  • Providing doctoral students and early career scholars with tools to navigate the changing academic environment

PDWs at AOM conferences offer a fertile platform for explorations outside the traditional presentation formats in the main conference. These workshops can take on various forms such as paper development sessions, career networking and development meeting, methodological bootcamps or group discussion sessions. As such, ground for generative dialogues and collective knowledge creation and sharing, among the participants, is offered.

The PDW sessions will be held between 8:00am Friday, August 9th, and 8:00pm Saturday, August 10th2019. Keeping the importance of the “Inclusive Organization” in mind, we strongly encourage PDWs that appeal to a wide range of audiences beyond the SAP community by building linkages with other divisions and interest groups. Please indicate potential co-sponsors in the submission document (e.g., OMT, BPS, ODC, MC, RM, TIM). The minimum duration of a PDW is 2 hours, but submitters are welcome to request a duration of 1.5 hours if they feel it would better serve the workshop, session flow, and attendee engagement. The 1.5 hour duration request must be documented in the uploaded proposal document itself at the time of submission and the PDW Chair will subsequently reduce the duration to 1.5 hours on the submitter’s behalf.

The deadlines for submission is Tuesday, January 15, 2019 at 5:00 PM ET (NY Time). All submissions must be made through the AOM submission web-site at system opens on November 27th). Please carefully review all the submission guidelines and formattinginstructions before submitting and indicate potential co-sponsors (e.g., STR, OMT, ODC, RM, MOC, TIM etc.) in the submission document.

Submitters are strongly encouraged to discuss potential PDWs with SAP PDW chair, Katharina Dittrich (


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Lecturer/Senior Lecturer Position in Digital Strategy at Lancaster University

CA49CBD0-266F-4B4F-A6E6-4B476FD7E2FDThe Department of Entrepreneurship and Strategy at Lancaster University is recruiting a Lecturer/Senior Lecturer in Digital Strategy (read more). As announced:

We are seeking colleagues with research interests in the theory, development and practice of Digital Strategy. In particular, we welcome applications of scholars interested in one or more of the following research areas: Digital Strategy, Digital Transformation, Strategic Management of IT, Technological Innovation, Digital Business Models, or any other field relevant to digitalization. We look for candidates that are developing, or have the potential to develop, a strong international reputation for publication in the field of Digital Strategy.

As part of the Department you will also contribute to teaching at undergraduate and postgraduate level. The Department offers an excellent environment for research and teaching and from which to develop your academic career.

Further details on the job description, person specification, and procedures for applying online can be found here. The deadline for applications is November 20, 2018.

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ORM Feature Topic: “Templates in Qualitative Research Methods”

Shared by Anne Smith

Background and Purpose

One of the core strengths of qualitative research methods is that there is muchvarietyamong different approaches, for example, with regard to the underlying epistemological and ontological traditions(Bansal, Smith, & Vaara, 2018, Gephart, 2004), the data and materials that can be analyzed (e.g., text, numbers, pictures, graphs, audio files, movies, objects, etc.), the content thatvis assessed (e.g., the discourse between people or in the media, team dynamics and processes, narratives of people’s life or experiences, etc.), or the way in which the data are treated and coded. In addition, qualitative research methods are flexible and adaptable. Qualitative research tradition norms encourage researchers to engage in bricolage and adapt the methodsto their respective research question, the sample, or the context in which they collect data (e.g., Denzin & Lincoln, 2017; Gehman et al. 2018; Glaser & Strauss, 1967; Yin, 2017). This can entail adaptations in data collection procedures or differences in data analysis (e.g., the specific coding approach chosen). In that way, qualitative research methods represent a very powerful tool for researchers because the researcher can mold them to the needs of the data and the sample.

However, recent trendsin the field of management have been worrisome. One of the core concerns expressed by journal editors (e.g., Michael Pratt, Bill Harley, Bob Gephart, Mikko Ketokivi, Pratima Bansal, Wendy Smith, and Eero Vaara) is that the field seems to be coming to some form of convergence on a templatefor qualitative research. This means that there now seems to be an expectation of what qualitative research methods should look like, what they should entail, and how they should be written up. This greatly limits the power of qualitative research methodsfor discovery, exploration, and refinement.

Part of the underlying issues is that when it comes to qualitative research, many researchers and reviewers are unable to clearly articulate what rigor means, how it should be operationalized, and how trustworthiness in the application of the method can be established. Worse, many researchers seem to assume that rigor in qualitative research should follow the same definitions and operationalizationsas rigor in quantitative research to create trustworthiness of the findings and conclusions (e.g., Harley, 2015). The inability to define and understand rigor in qualitative research has led to a number of issues that need resolution. These include, among many others, the mechanistic application of templates for conducting qualitative research; the increasing role of qualitative researchers as glorified reporters of participant perceptions and experiences rather than interpreters and critical evaluators of underlying tensions, dynamics, and processes; the selection of quantifying qualitative data over delving deeply into the rich qualitative data; or the preference for certain qualitative methodologies and approaches over others without fully evaluating their respective merits and purposes. The time is ripe that we step back, reevaluate, and reset current trends regarding how the field applies qualitative research methods.


The goal of the current feature topic is to stimulate conversationamong management researchersaboutthese contemporary trends and tensionsand elicit thoughts about ways forward, away from template convergence and toward a diversity of approaches. We want to demonstrate how many of the challenges that qualitative researchers face on a day-to-day basis can be reframed and integrated into overarching developments in qualitative researchin particular and our field’s approach to scientific inquiry more generally. In this feature topic, we want authors to discuss issues regarding standardization and rationalization trends as they relate to formalized research design. In addition, in the feature topic, we want to (a) highlight and celebrate the diversity and flexibility of qualitative research methods(e.g., ethnography, grounded theory, case studies, and discourse analysis) for application to a broad spectrum of management topics and (b) discuss recent advances and developments with regard to these commonly used qualitative methods. This involveshighlighting traditions for different methods, introducing new developments for each methodology to showcase the diversity and utility of these approaches, and providing guidance for the application of these methods. We would also like to see discussions of differences in discipline conventions; for example, are there different conventions in the way that a particular methodology (e.g., case analysis) is used in operations management versus organizational behavior versus entrepreneurship versus international business? To explore this question, we invite researchers from diverse disciplinary backgrounds, research topics, and educational backgrounds as well as diverse qualitative method expertise.


The feature topic will contain papers by invitation and papers by submissionto this open call for papers. The invited papers currently cover topics related to: existing author motivations to use templates; how do templates develop and how are they maintained; relationship between templates, rigor, scientific reasoning, and the unintended (negative) consequences for theorizing and scientific advancement; and devising scientific, rigorous, and innovative approaches to qualitative research that improve transparency and theoretical development.

Authors interested in submitting a contribution to this open call for papers are thus encouraged to choose topics other than the ones already covered by the invited papers. Open topics include but are not limited to the following questions: Are these trends toward convergence in qualitative research creeping, or do they have a strong foothold in other disciplines? Has there been pushback against this convergence, and if so, how? Is the move to templates driven by stage of career, doctoral training, country of origin, and so on?

Interested authors are advised to keep the length of their submissions to 30 pages (double spaced), including references, tables, and figures, and follow ORM’s general formatting guidelines.

Submission deadline: April 30, 2019
Projected publication date: Late 2020 or early 2021

Please contact Tine Köhler with any questions regarding this feature topic. Email:


Bansal, P., Smith, W. K., & Vaara, E. (2018). New ways of seeing through qualitative research. Academy of
Management Journal, 61(4), 1189-1195.
Denzin, N. K., & Lincoln, Y. S. (2017). The SAGE handbook of qualitative research (5th ed.). Thousand Oaks,
CA: Sage Publications.
Gehman, J., Glaser, V. L., Eisenhardt, K. M., Gioia, D., Langley, A., & Corley, K. G. (2017). Finding theorymethod
fit: A comparison of three qualitative approaches to theory building. Journal of Management
Inquiry, 27(3), 284-300.
Gephart, R. P., Jr. (2004). Qualitative research and the Academy of Management Journal. Academy of
Management Journal, 47(4), 454-462.
Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative theory. New
Brunswick, NJ: Aldine Transaction.
Harley, B. (2015). The one best way? “Scientific” research on HRM and the threat to critical scholarship.
Human Resource Management Journal, 25(4), 399-407.
Yin, R. K. (2017). Case study research and applications: Design and methods. Thousand Oaks, CA: Sage

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