It was marvellous to see so many new and familiar faces in Tokyo on the theme of Wabi-Sabi! The focus on traditional Japanese aesthetics, philosophy and the tea ceremony was almost as invigorating as my first experience of matcha ice-cream! Following the many interesting papers presented at the conference, the organisers are looking forward to receiving submissions to the associated Culture and Organisation Special Issue. Scossy is also now en route to a more ambiguous and ghostly realm with next year’s conference organisers, who will host in York, UK in 2019.
There are a few interesting items enclosed in this newsletter about forthcoming events, including details of the new SCOS Special Events Fund and requests for submissions to the SCOS book. We hope attendees appreciated the re-institution of the AGM at the conference, but for those who missed the news regarding board changes the details have been included below. Christina will be taking on the membership newsletters from now on, so please send any items or news to her for future circulation at email@example.com
Item 1 CfP Culture & Organisation Special Issue on Wabi-Sabi
Item 2 SCOS Special Events Fund. Initial deadline for applications: 15th October 2018
Item 3 SCOS Book Call for submissions (short papers, reflections, poetry or alternatives!) deadline: 21st December 2018
Item 4 Summary of SCOS Board info from AGM
Item 5 Call for Sub-Theme proposals @ CMS 2019 at the Open University, UK. deadline: 1st Sept 2018
Item 6 The Open University Business School, UK, has several PhD studentships available for a February 2019 start, including one co-supervised by Jo Brewis and Cinzia Priola (Department of People and Organizations).
Item 7 Special Issue on Circular Economy in Culture and Organization (Deadline for submissions 15 November 2018)
Laura & Christina . ?
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Item 1 CfP Culture & Organisation Special Issue on Wabi-Sabi
Call for Papers: Wabi-sabi (侘寂): Imperfection, incompleteness and impermanence in organizational life
Volume 26, issue 3, 2020
Following on from the highly successful combined SCOS/ACSCOS Conference held at Meiji University in Tokyo Japan from August 17-20 2018, we welcome submissions to a Special Issue of Culture and Organization on the subject of ‘Wabi-sabi (侘寂): Imperfection, incompleteness and impermanence in organizational life’.
Wabi-sabi is an approach to life based on accepting the transience and imperfection of the world. As a Japanese aesthetic derived from Buddhism, wabi-sabi embraces the wisdom that comes from perceiving beauty in impermanence and incompleteness. What might the flawed, faulty, and weathered have to do with formal organisations, obsessed as they seemingly are with continually striving for perfection? Could informal and emergent organisations represent the wabi-sabi ideal? Is perfection, as an antithesis of wabi-sabi, embedded in managerial efforts such as striving for continuous improvement, setting ‘stretch’ targets, managing the performance of ideal employees, promoting organizational cultures of excellence, and even the romanticized perfect bodies of employees? (Hardy and Thomas, 2015) Is it then the case that the managerial aesthetic of organizations is the antinomy of wabi-sabi? (Taylor, 2013).
The idea for this Special Issue is to explore how the wabi-sabi aesthetic can offer a counterpoint to the forms of idealization that dominate so much of managerial and organisational thinking. This is an exploration of how ideas from an ancient Eastern tradition might fruitfully be brought to bear on organisational issues, challenges and problems (Lowe, et al. 2015). Wabi-sabi as a theme explores the imperfect idea of a dividing crack between ‘the East’ and ‘the West’ that we hope the Special Issue will illuminate with the sort of effervescent creativity and fluid thinking that characterises Culture and Organization.
We invite submissions that consider any of the possibilities through which principles of transience and imperfection are present in, or can be made relevant to, organisational life. Central to this is how organisations have long been understood as exemplars of containment that can wilfully defy recognition of the importance of transience, flux, and fluidity. Such standpoints negate or minimise the significance of difference and undecidability leading to deleterious effects on organisational life such as overdetermined measurement systems and quality regimes. Undoing the desire for rock-solid certainty might just prove to be essential for developing ethical openness to others (Levinas, 2007; Pullen and Rhodes, 2014). Is it then possible that wabi-sabi’s emphasis on transience and imperfection offers a path appreciating ethical relations and challenging oppressive organizational regimes that violate humanity? Or could it lead to worse outcomes?
This Special Issue is an opportunity for scholars to engage with Asian concepts and ideas in a creative and inclusive way that has traditionally epitomised the ethos of Culture and Organization and SCOS conferences, and to carry on from a previous edition of Culture and Organization on the theme of ‘East is East’ (Vol. 21, Issue 5, 2015). More broadly we also welcome submissions on themes to do with impermanence, imperfection and incompleteness from other philosophical traditions, where these are relevant to organisational studies. Contributors may find inspiration from the following list of potential themes:
• The desire for perfection in organisations, careers, and lives
• Mindfulness, organising, managing, leadership, and followership
• Western philosophy’s engagement with Eastern philosophy through, for example, Schopenhauer, Nietzsche, Heidegger, and Irigaray, as well as Eastern philosophy’s engagement with Western philosophy, for example Nishida, Watsuji, and Yuasa, and its implications for organisations
• The idealization of Japanese management practice in Western management theory, in for example kanban (lean just-in-time process), jidoka (stop everything!), babyoke (automated mistake proofing) and poka yoke (mistake proofing)
• Imperfection as a new organizational ideal
• Undecideability and the ethics of not-knowing in organisational life
• Living imperfect lives at work
• Imperfection as lack, critiques of patriarchal organisation
• Western preoccupations with completeness and totality as it relates to organizational studies
• An organisational aesthetics of im/perfection and transience
• Eastern and Western ideals of beauty and cultural perfection in organizational life, for instance, gendered robots at work
• Symbols of imperfection, imperfect bodies, and the monstrous as they relate to organisational ethics and experience
• The politics and ethics of organisational failure; ugly failures and beautiful failures
• Impermanence and organising
• Global transitions and transience of workers and careers
• Simplicity and/or quietness in organizations
• Enlightenment (satori) and leadership discourse
• Desolation and solitude or liberation from the material world and the rejection of organisations
• Inspiration for wabi-sabi expressed in the arts (music, flower arrangements, gardens, poetry, food ceremonies) and organisational issues
This list is intended to be indicative only. Innovative interpretations of the call are encouraged. With its long tradition of interdisciplinary approaches, C&O invites papers that draw insights and approaches from across a range of social sciences and humanities. In addition to scholars working in management and organization studies we welcome contributions from anthropology, sociology, philosophy, politics, art history, communication, film, gender and cultural studies. We welcome papers from any disciplinary, paradigmatic or methodological perspective as long as they directly address the theme of wabi-sabi and organizational life.
The Special Issue editors are Janet Sayers (Massey University, Auckland, New Zealand), Masayasu Takahashi (Meiji University, Tokyo, Japan), Masato Yotsumoto (University of Nagasaki, Sasebo, Japan), Toshio Takagi (Showa Women’s University, Tokyo, Japan), Thomas Taro Lennerfors (Uppsala University, Sweden), and Barbara Plester (University of Auckland, New Zealand).
Submission and informal enquiries
Please ensure that all submissions to the special issue are made via the ScholarOne Culture and Organization site at http://mc.manuscriptcentral.com/gsco. You will have to sign up for an account before you are able to submit a manuscript. Please ensure when you do submit that you select the relevant special issue (Volume 26, Issue 3) to direct your submission appropriately. If you experience any problems, please contact the editors of this issue.
Style and other instructions on manuscript preparation can be found at the journal’s website: http://www.tandfonline.com/toc/gsco20/current. Manuscript length should not exceed 8000 words, including appendices and supporting materials. Please also be aware that any images used in your submission must be your own, or where they are not, you must already have permission to reproduce them in an academic journal. You should make this explicit in the submitted manuscript.
Manuscripts must be submitted by February 1st 2019.
Prospective authors are invited to discuss manuscript ideas for the special issue with the guest editors before the deadline for submissions. They can be reached via e-mail at email@example.com.
Hardy, C. and Thomas, R. 2015. “Discourse in a Material World.” Journal of Management Studies 52: 680-696.
Levinas, E. 2007. “Sociality and Money.” Business Ethics: A European Review 16 (3): 203-207.
Lowe, S., Kainzbauer, A., Tapachai, N. & K.-S Hwang. 2015. “Ambicultural Blending Between Eastern and Western Paradigms: Fresh Perspectives for International Management Research.” Culture and Organization 21 (4): 304-320.
Taylor, S. 2013. “The Impoverished Aesthetic of Modern Management: Beauty and Ethics in Organisations.” Aesthetics and Business Ethics, Issues in Business Ethics Series Vl, 41: 23-35.
Pullen, A., & C. Rhodes. 2014. “Corporeal Ethics and the Politics of Resistance in Organizations.” Organization 21 (6): 782-796.
Item 2 SCOS Special Events Fund. Initial deadline for applications: 15th October 2018
The SCOS philosophy is ‘serious fun’. Serious, because we are dedicated to the development of unusual and groundbreaking ideas in the analysis of organized life. Fun, because our members provide a continual source of enthusiasm, support and inspiration for each other. For SCOS, the social side of our activities is an essential – indeed indistinguishable – element of our intellectual and practical endeavors.
To encourage the development of often marginalized perspectives on organized life, and the ethico-political promises of such perspectives, the SCOS Board is delighted to offer funding for ‘special events’. The Special Events Fund will be offered every year although the total amount disbursed will depend on the surplus available. Events should challenge and blur the boundaries of conventional thinking in keeping with the SCOS ethos of ‘serious fun’.
Information for Proposers
SCOS wishes to support creative and/or innovative activities that reflect the SCOS ethos and which would struggle to be supported elsewhere. We do not wish to limit your imagination as to what forms activities should take; they could range from a workshop to the collaborative production of a film or artwork. As an example, when the Fund operated previously, it paid for a one-day workshop in Bristol where the participants made dolls in response to Hélène Cixous’s Laugh of the Medusa. Our criteria for a successful proposal are therefore:
· The extent to which the event echoes the SCOS intellectual ethos: a critical and reflexive interest in the interlinked issues of organizational symbolism, culture and change, articulated in the broadest possible sense and informed by our commitment to unusual, inter- and trans-disciplinary understandings of organization and management explored where appropriate via innovative, qualitative research methodologies.
· We are more likely to fund events which conventional sources (eg UK ESRC or the EU) would not fund – simply put, the more original, innovative and downright out there your event is, the better!
· Applications should speak to the ways in which the event will be inclusive, collegial and supportive, especially of younger researchers and those from locations less well represented in our existing network.
· Relatedly, we will assess the extent to which the funds required will be used to maximize attendance/participation, so as to potentially enlarge SCOS membership. As such it is advised that applications are specific about how the funding will do so.
· Events which are already well supported by institutional or other sources of funding, or where other sources of funding have seemingly not been exhausted, will in all likelihood not receive SCOS special events funding.
· We will NOT fund academic time, but practitioner time could be supported if appropriate.
· Applications will be compared to each other and the most deserving according to these criteria will attract funds.
• SCOS members are invited to apply for awards in the range of £500 to £2,000 for each event.
• The Board will consider applications twice per year at the April and November Board meetings. The deadline for the April meeting is the 15th of Marchand the deadline for the November meeting is the 15th of October.
• Successful applicants should hold the event and spend the funds awarded within 12 months of notification of the award.
• If an application is turned down, the applicant(s) can revise their bid and resubmit for a following deadline. We wish to encourage this as a development opportunity.
The application details required are as follows:
· Organizers of event (names and contact details, institutional affiliation/s).
· Host institution and/ or location of event (if different).
· Date/s of event.
· Description of event including number of participants, theme, whether it is intended for a specific audience (eg doctoral students, early-career researchers etc.).
· Amount sought and reasons for seeking SCOS funding (ie, what will the money be used for?).
· Details of any other funding that has already been secured and/ or applied for, or details of why funding from other sources is not available.
· Explicit indication as to how the funding sought will benefit SCOS in terms of encouraging attendance from doctoral students, early career researchers and those from locations less well represented in our existing network, so as potentially to enlarge our membership in future.
· An indication of how the event relates to the intellectual activities of SCOS.
· Applications should be no more than 500 words long. The Board will only consider one application per event.
Please email applications to Thomas Lennerfors, Chair of SCOS at firstname.lastname@example.org. Any queries can also be sent to this address. Applicants will be informed of the results within two weeks of each meeting, unless further details are required by the Board in order to reach a final decision. Successful applicants are required to use SCOS branding, which will be supplied, and prepare a report/account to be used in SCOS media promotion.
We look forward very much to receiving your applications.
THE SCOS BOARD
Item 3 Call for member Contributions to the SCOS book
After several years of SCOSsy soul-searching, Thomas and the rest of the board have collected a range of submissions and materials on the past(s), present(s), and future(s) of SCOS. These curated materials will form the basis of a book to be launched at the York conference. While many notable (even infamous?) scossers such as Antonio Strati, Silvia Gherardi, Jo Brewis, Alf Rehn, Peter Case, Monika Kostera, et al. have contributed, we would love to receive further submissions from members. Why not explore your embodied experiences to tell us about SCOS possibilities, your memories of the history of ACSCOS, or imagination about the future of JSCOS?
Open for a range of contributions, reflective pieces, normative ideas, manifestos, art, poetry, photos, theoretical musings, we would love to hear from you. Submissions need not be onerous or lengthy SCOS-crocodiles, usually a written contribution is about 2-5 A4 pages. In our most delightful dreams we hope for anything on topics as diverse as:
• The meaning of SCOSsy knowledge
• Imaginings of a SCOS community
• Visions of a Dragon
• The Invisible life/lives of scholarship
• Research passions
• Intellectual misfits and scholarly homes
• Academic Arts
• Fun, flippancy and functionalism
• Potential and limitations of metaphorical studies
Item 4 Summary of SCOS Board info from AGM
At the conference in Tokyo we presented a brief summary of the roles of the board positions and who was in them, as well as some up to date information about what different people are doing. The list of board members can be found on the website here: http://www.scos.org/scos-board/
The constitution is linked on the same page and this outlines the roles to some degree. The board generally meet three times a year (once at the conference) and aim to facilitate the running of SCOS, keeping members informed, and promoting conference organising.
SCOS acquires money from a levy included in conference fees/donations and spends money on the journal subscriptions for members and bursaries for student conference attendance plus refreshments for board meetings and small gifts for conference organisers. At present a surplus is funding the special events fund. The website has been re-vamped recently and Scott along with the new social media officers Bob and Caroline would love to feature news and articles from members so don’t hesitate to get in touch with any content you would be happy to share!
The 11th International Critical Management Conference
PRECARIOUS PRESENTS, OPEN FUTURES
The Open University, Walton Hall, Milton Keynes, UK
27th – 29th June 2019
CALL FOR SUB-THEME PROPOSALS
The Department for People and Organisations at the Open University Business School, in collaboration with VIDA, the Critical Management Studies Association, will host the International CMS conference in 2019 around the theme of ‘Precarious Presents, Open Futures’. This theme invites theoretical and empirical analysis of what it means for societies and organizations to be ‘open’ in the 21st century, what currently constitutes radical political, economic, cultural, historical and ethical openness, and how this openness is under attack from renewed discourses of individualized privilege and closure as well as physical violence.
It was once claimed that the new millennium would mark the ‘end of history’, characterized by the permanent victory of the free market and liberal democracy anticipated by neo-liberalism. Yet these triumphant visions have been profoundly challenged by the global financial crisis and the growing populist demand for radical change across the ideological spectrum. Rising inequality and the growth of the precarious economy, marked by zero hour contracts and other unstable and insecure working arrangements, have meant that for many, modern working life is tainted by material insecurity and psychological anxiety. Faith in democracy is being abused by the spread of oligarchy and the troubling return of nativism, racism and nationalism. Our identities are threatened in a present where personal data are routinely harvested and exploited, as exemplified by many recent scandals. And all of these concerns are exacerbated by fear of a hi-tech, automated, dystopian future of mass unemployment.
Still, these uncertainties may also prove to be the catalyst for creating new opportunities to profoundly reshape and reorganize our economies, politics and societies. Neoliberalist assumptions, once held sacred, are now threatened by new ideas, such as a universal basic income, while seemingly entrenched elites may be at risk. ‘Industry 4.0’ – a potentially unholy mix of the Internet of Things, cloud computing, artificial intelligence and cyber-physical systems, predicted to revolutionize manufacturing – is a very daunting possibility. However, it might be supplemented, dramatically transformed, even supplanted by ideas of ‘democracy 4.0’ and ‘development 4.0’. Perhaps we can reimagine contemporary management thinking and organizations so that they are as radically ‘empowering’ as they are ‘smart’, challenging dominant interwoven paradigms based on patriarchy, racism, ethnic discrimination, ageism, homophobia, transphobia, ableism and colonialism.
For these reasons, it is more urgent than ever to ask: who is influencing these new histories and how do, and can, critical management academics participate in them? How can they be further democratized and owned by the many rather than the elite few, the 99% and not the 1%? In the western world, developments like the election of Donald Trump, Brexit, and Theresa May’s ‘confidence and supply’ agreement with the Irish Democratic Unionist Party reveal a distinct politics of closure and exclusion in regard to geographic borders, ‘facts’ and hard-won progress around expanding social inclusion. On the other hand, in the southern hemisphere the election of Jacinda Ardern, a committed feminist who is passionate about the eradication of child poverty and homelessness, calls for a questioning of taken for granted, western-centric approaches to politics as well as an amplification of New Zealand’s voice on the global stage.
At stake, then, is a resurgent need to radically reconceive the meanings and practices associated with openness. It is also vital that we critically assess how and in what ways they might actually be(come) open, rather than simply giving the appearance of openness. Open source creation, collaboration and information are recalibrating the potential for personal and collective interactions and knowledge sharing across the globe. In short, then, how can participants in CMS contribute to transforming our precarious presents into possibilities for genuinely open futures?
For the 2019 conference, we therefore invite stream and workshop proposals from diverse disciplines as well as interdisciplinary proposals which critically unpack new concepts including – but not limited to – digital inclusion, decolonizing data management, trans-human management, alternative human-animal relations, opensource organizations, virtual progress, global solidarity and mobile organizing. These concepts (and many others) allow for an exploration of how technologies and emerging forms of organization can subvert established identities, and open the space for new and marginalized voices to shape our presents and futures. We are also interested in proposals, again from diverse disciplines within and without the field of management studies, that engage with the contemporary production and organization of knowledge – specifically its openness to alternative perspectives and traditionally marginalized voices – as well as how emerging techniques and technologies associated with ‘open information’ are reinforcing old or fostering new forms of ideological and social closure. Proposals which engage with the broader sociopolitical, economic and technological changes outlined above and how CMS can respond to them in order to help shape more open societies are equally welcome. These would require reflection on our own role as researchers, educators and intellectual activists, as well as the (changing) role of universities in producing both closures and openness in the contemporary context. Just as importantly, we are committed to ‘opening up’ how a conference is organized and managed, creating collaborative spaces for constructive knowledge sharing between academics, activists, practitioners, artists and policy makers, inter alia. These could include activist-led ‘unstreams’ or ‘noworkshops’, performances, art sharing sessions and interactive installations involving virtual technology and mobile games.
Proposals should include an outline of the proposed sub-theme (500-750 words), as well as a short description of the team of convenors, including their backgrounds and experience. Ideally, convenors for streams will be drawn from different continents and disciplines, and be gender-balanced. We would also like to encourage the inclusion of early-career academics and Doctoral students as part of convener teams. We expect most of the submissions to be linked with the overall conference theme, but other submissions are welcome as long as they are likely to appeal to the wider CMS community and beyond. We are keen to encourage proposals from the range of management studies disciplines (accounting and finance, human resource management, industrial relations, marketing and consumption, organization studies, international business, etc.) and related disciplines including – but not limited to – sociology, human geography, cultural studies, anthropology and psychology. Cross-/multi-/interdisciplinary proposals are very much encouraged.
Please note that we will apply the principle of progressive stacking in the event that we receive more proposals than we can accommodate for the conference. This approach means that convenor teams including members of non-dominant gender, racial, ethnic, sexual, age, ability and regional groupings will be given priority over other teams whose proposals are deemed to be of an equally high standard.
The deadline for submission of sub-theme proposals is 1st September 2018. Please send these to the local organizing committee at OUBS-CMS2019@open.ac.uk. Convenors will be notified by 29th September 2018 of the outcome of their submissions. Any questions can be directed to the same email address.
Open University PhD Studentships
For the academic year beginning 1 February 2019 we are inviting applications for a number of full-time funded PhD studentships.
The studentships are based at the Milton Keynes campus and students are normally expected to live within commuting distance of Milton Keynes. The studentships cover tuition fees, a generous research training support grant and a stipend (circa £14,533 per annum) for 36 months.
In order to be considered for a funded studentship your application should preferably be based on an advertised project. Examples of projects recently advertised are listed further below.
Applications must include the following:
· a 1000 word proposal which indicates your knowledge of the literature, methods and likely approach to your project of interest
· a covering letter indicating your suitability for the project
· a completed application form
· certificates with transcripts, if possible, confirming your professional qualifications relevant to your application
Applicants for the PhD programme should have minimum qualifications of an upper second class honours degree 2:1 (or an equivalent) and usually a specialist masters in a subject relevant to the intended study with a strong research element.
Applicants who speak English as a foreign language and/or are applying for a Tier 4 visa must have achieved SELTS (Secure English Language Test) from a UK Border Agency-approved provider at level B2 or above in the Common European Framework of Reference for Languages (CEFR), in all four elements (reading, writing, listening, speaking).
We also welcome full-time and part-time self-funded applications in topics in business and management, dependent on supervision availability.
The deadline for applications is 5pm GMT on Monday 8th October 2018.
Interviews will form part of the selection process and will be held on 17th, 18th or 23rd October in person (or via web conference if required). PhD candidates are expected to give a 15 minute presentation about their proposal, followed by a question and answer session.
PhD project titles we are offering are listed below and you can find out more by clicking on the individual links:
Centre for Policing Research and Learning (CPRL)
· CPRL 01 The Experiences of LGBTQ and Professionals Working in Criminal Justice Organisations
Centre for Voluntary Sector Leadership (CVSL)
· CVSL 02 The contribution of leadership in small and medium charities navigating change and transition
Department of Accounting and Finance (DAF)
· DAF 03 A Comparison of Socially Responsible Investing and Sharia Complaint Funds
Department of People and Organisations (DPO)
· DPO 04 The experiences of transpeople in the UK labour market
· DPO 05 Grassroots spaces of recovery
· DPO 06 tbc
Department of Strategy and Marketing (DSM)
· DSM 07 Music and Consumer Response to Advertising
Department of Public Leadership and Social Enterprise (PuLSE)
· PuLSE 11 Exploring enterprise, learning and growth from craft workshops to makerspaces
· PuLSE 12 Promoting environmental sustainability in SMEs the role of intermediaries
· PuLSE 13 Economic Citizenship and Governance in Brexit times
· PuLSE 14 Understanding the relationship between identity and ethics in collaborative settings
Contested Realities of the Circular Economy
This special issue of Culture and Organization invites contributions that question the Circular Economy in innovative ways. This special issue aims at bringing together critical, interpretive and theory-driven papers that go beyond the often repeated, but largely a-historical, a-practical, and a-theoretical, claims that the Circular Economy will help organizations solve 21st century problems. There is, for example, a rich history of economic and social practices (think of the frugality of survival practices during various wars) that could be seen as precursors of the Circular Economy, and one might ask: If such practices have been around for some time, why have they not been able to address the questions the Circular Economy aims to answer? Likewise, the Circular Economy has a lot to say about materials and their flows, but very little about humans and the social dimension of circular activities.
We welcome contributions that address the organisational and social aspects of the Circular Economy, including questions of power, process, and labour; its cultural aspects, including symbolic, political, and historical dimensions; its theoretical aspects, including how the Circular Economy relates to organizational theories of sustainability, change, and materiality; and its ethical aspects, including questions of justice, Otherness, and responsibility. Here is an indicative, arbitrary and in no way exhaustive list of possible topics:
• Ethnographies of organizational transitions to the Circular Economy, including specific aspects of such transitions, such as product design, restorative and regenerative strategies, and the development of circular business models.
• People at work in the Circular Economy: organizational, local, regional, and global approaches.
• The Circular Economy and innovation, for example recycling techniques, technologies, information technology and social media.
• Organizing materials in a circular economy, from mines to landfills (and the atmosphere) via storehouses and homes.
• Scales of circularity: micro-, meso- or macro-loops?
• The Circular Economy and systemic transformations of consumption.
• Circular-economic governance: soft, strict, or otherwise (e.g., nudge), exploring, in particular, the role of incentives and legislation.
• The Circular Economy and master-metaphors: from utopias to dystopias, from socialism to sustainable development, and from the myth of the eternal return to the Anthropocene.
• The management of externalities in the Circular Economy.
• The Circular Economy experience of countries at war, for example Nazi Germany, but also of countries under embargo, for example Cuba.
• Regional differences in the Circular Economy, for example between the “Global North” and the “Global South”; circular economy and de-globalization.
• Examining the discursive development of the Circular Economy, focusing on the roles of key organizations and institutions, such as the Ellen McArthur Foundation, McKinsey, the European Union and the World Economic Forum.
• Deconstructing the Circular Economy discourse, for example, how the European Union connects the Circular Economy to safety as much as environmental sustainability.
• The Circular Economy as aesthetic, but also as play, derision, irony, and provocation.
• How the contemporary circular economy fails.
• The Circular Economy as paradign shift.
Qualitative papers that open new spaces of reflection and understanding of the Circular Economy in organizations are welcome, regardless of their theoretical sources of inspiration. Innovation in writing and composing style are also welcome. In addition to scholars working in management and organization studies we therefore welcome contributions from – inter alia - anthropology, sociology, philosophy, politics, art history, communication, film, gender and cultural studies.
Please ensure that all submissions to the special issue are made via the ScholarOne site. You will have to sign up for an account before you are able to submit a manuscript. Please ensure when you do submit that you select the relevant special issue (Volume 26, Issue 2) to direct your submission appropriately. If you experience any problems, please contact the editors of this issue.
Style and other instructions on manuscript preparation can be found at the journal’s website. Manuscript length should not exceed 8000 words, including appendices and supporting materials. Please also be aware that any images used in your submission must be your own, or where they are not, you must already have permission to reproduce them in an academic journal. You should make this explicit in the submitted manuscript.
Manuscripts must be submitted by November 15th 2018.
Prospective authors are invited to discuss manuscript ideas for the special issue with the guest editors before the deadline for submissions.
• Guest Editor: Hervé Corvellec, Lund University
• Guest Editor: Steffen Böhm, University of Exeter
• Guest Editor: Alison Stowell, Lancaster University
• Guest Editor: Francisco Valenzuela, Nottingham Trent University