Call for Papers
Leveraging Intersections in Management Theory and Practice
A Special Issue of Journal of Management and Governance
Paolo Aversa, City, University of London, United Kingdom
Cristina Bettinelli, University of Bergamo, Italy
Gabriella Levanti, University of Palermo, Italy
Arabella Mocciaro Li Destri, University of Palermo, Italy
Pasquale Massimo Picone, University of Palermo, Italy
The legitimacy of management scholars in society increasingly rests on their ability to create social and economic value by finding solutions and offering effective guidance to leaders in firms and institutions based on sound evidence and rigorous research (Currie et al., 2016; Tihanyi, 2020). The current pandemic underscores the role firms may play for society and its challenges, as well as the limitations of managerial action alone in the face of such global societal challenges (Ferraro et al., 2015). Even in the sphere directly connected to their competitive positions, firms are faced with unprecedented uncertainties regards technology, demand and institutions which render resource orchestration increasingly complex (Kumaraswamy et al., 2018). Contemporary stakeholder legitimation processes have modified the very notion of firm performance, forcing it to evolve towards a multidimensional concept (Kotlar et al., 2018), able to account for sustainability and societal impact alongside economic and technical aspects. In the field of management, it has been argued that in order to produce useful theories (Markides, 2011) in this context, research needs to adopt “bold ideas” and “less conventional approaches” (Colquitt and George, 2011: 432), mixing technical and social elements, on the one hand, and becoming interdisciplinary, on the other (Eisenhardt et al., 2016; George et al., 2016).
This special issue aims to focus on the demands and potential benefits for management scholars
of conducting “less conventional or unconventional research” that lies at the intersection between
dimensions that traditionally create a divide between communities and theories. We call for both conceptual studies regarding the ways to bridge chasms in management and empirical papers addressing phenomena through the adoption of different approaches. A more fine-grained understanding of these topical issues turns important for management scholars aiming to produce impactful studies that may be “useful” to guide managers, consultants and policymakers tackling complex firm and societal challenges.
In particular, this special issue is intended to catalyze investigation on the challenges and benefits of conducting research through the lenses that emerge in the liminal area at the intersection between fields that traditionally do not mix, but that bear unprecedented potential of contribute to the understanding of the complexity of the major societal, economic, and business challenges managers and policymakers are facing today. We welcome studies “conducted at the intersection” from the realms of innovation management, marketing management, strategic management, international management, corporate governance, supply chain, operations management, and entrepreneurship, as well as encourage fertile cross-disciplinary inquiry between these or other academic fields.
We are particularly keen in seeing submissions of high-quality work that leverages on research
conducted at the following intersections:
• between different disciplinary backgrounds;
• between different theories or paradigms;
• between different levels of analysis;
• between different methodological approaches;
• between management studies and research tools and wider societal issues; and
• between management theory and practice.
The SIMA-Sinergie Annual Conference entitled “Leveraging Intersections in Management Theory
and Practice” is scheduled to take place virtually from the University of Palermo, Italy, on 9th -10th11th June 2021, where it will be possible to present and discuss papers eligible for the submission to this Special Issue. However, we ought to make it clear that the submission to and/or presentation of papers at the SIMA-Sinergie Annual Conference by no means will guarantee authors a preferential path to publication as the submission to this Special Issue is independent from the conference. All authors concerned with submitting their papers to this special issue are required to adhere to the regular JMG submission procedure and the deadlines that are outlined below. The authors of the papers that pass a first round of review will be invited to a workshop that will take place virtually from the University of Palermo, Italy, tentatively in the Spring of 2022.
The closing date for submissions to this special issue is 31st December 2021.
Manuscripts should be submitted online. Authors’ registration and access will be available at http://www.editorialmanager.com/mago/default.aspx, starting from 1st November 2021. When submitting your manuscript, you will be asked to specify whether it is for a regular issue or one of
the named special issues, so please select the “Leveraging Intersections” option. The format of the papers must follow the JMG’s submission guidelines.
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. All papers will be reviewed in accordance with JMG’s standard doubleblind review process. Publication is expected by the end of 2022.
The Guest Editors welcome enquiries in advance of submission and declarations of interest. Enquiries can be sent to the attention of the two Special Issue Guest Editors that follow: Arabella Mocciaro Li Destri, email@example.com and Pasquale Massimo Picone, firstname.lastname@example.org.
Colquitt, J. A., & George, G. (2011). Publishing in AMJ—part 1: topic choice, 432-435.
Currie, G., Davies, J., & Ferlie, E. (2016). A Call for University-Based Business School to “Lower
their Walls” Collaborating with other Academic Departments in Pursuit of Social Value. Academy of Management Learning and Education, 14(4), 742-755.
Eisenhardt, K. M., Graebner, M. E., & Sonenshein, S. (2016). Grand challenges and inductive methods: rigor without rigor mortis. Academy of Management Journal, 59(4), 1113-1123.
Ferraro, F., Etzion, D., & Gehman, J. (2015). Tackling grand challenges pragmatically: Robust action revisited. Organization Studies, 36(3), 363-390.
George, G., Howard-Grenville, J., Joshi, A., & Tihanyi, L. (2016). Understanding and tackling societal grand challenges through management research. Academy of Management Journal, 59(6), 1880-1895.
Kotlar, J., De Massis, A., Wright, M., & Frattini, F. (2018). Organizational goals: Antecedents, formation processes and implications for firm behavior and performance. International Journal of Management Reviews, 20, S3-S18.
Kumaraswamy, A., Garud, R., & Ansari, S. (2018). Perspectives on disruptive innovations. Journal of Management Studies, 55(7), 1025-1042.
Markides, C. (2011). Crossing the chasm: How to convert relevant research into managerially useful research. The Journal of Applied Behavioral Science, 47(1), 121-134.
Tihanyi, L. (2020). From “That’s Interesting” to “That’s Important”. Academy of Management Journal, 63(2), 329-331.