SCOS Update November
Hello Scossers!
Look at that lovely dreich weather outside the door. The water streams down the window in rivulets reflecting the lamps of the offices in sheets of sparkling light. Where we are all working very hard and not being distracted by the weather at all! Four significant items for you in today's member's digest.
1) Culture & Organization CfP: Professor Heather Höpfl, 1948-2014: Eine Gedenkschrift
2) Creating ethical and inclusive spaces in CMS
3) GWO Stream Women & High-growth entrepreneurship (deadline extended to 10th November)
4) AHRC PhD Funding Midlands3Cities Doctoral Training Partnership 2016
Best Wishes ☔
Laura
Look at that lovely dreich weather outside the door. The water streams down the window in rivulets reflecting the lamps of the offices in sheets of sparkling light. Where we are all working very hard and not being distracted by the weather at all! Four significant items for you in today's member's digest.
1) Culture & Organization CfP: Professor Heather Höpfl, 1948-2014: Eine Gedenkschrift
2) Creating ethical and inclusive spaces in CMS
3) GWO Stream Women & High-growth entrepreneurship (deadline extended to 10th November)
4) AHRC PhD Funding Midlands3Cities Doctoral Training Partnership 2016
Best Wishes ☔
Laura
Item 1:
C&O Call for Papers – Professor Heather Höpfl, 1948-2014: Eine Gedenkschrift
Call for papers for a special issue of Culture and Organization, Volume 23, issue 2, March 2017
This special issue of Culture and Organization will be a memorial publication for our much missed friend and colleague Heather Höpfl, who died on the 3rd of September 2014. Heather was Chair of the Standing Conference on Organizational Symbolism from 1995 to 1998 and co-editor of Culture and Organization from 2002 to 2008.
It is impossible to capture the virtuosity, breadth, extraordinary beauty and intellectual power of Heather’s writings, and we certainly do not attempt to do so in what follows. What we want to do instead is ask for contributions which celebrate, commemorate and continue Heather’s profound impact on organization studies, and we sketch out some of the interconnected themes which might animate these papers below.
· Accounts, accounting, memory and remembrance
· Aesthetics and art
· Archetypes, symbols and symbolism
· Architecture, design, place and space
· Artistic, literary, visual and ethnographic methodologies
· Authorship and authority
· The body, gender and identity
· Dirt, contamination and excess
· Emotions and passions, reason and rationality
· Feminism, phenomenology, poststructuralism and/ or psychoanalysis
· Leadership, leaders and leading
· Mothering, mothers, maternity and the matrix
· Poetic and subversive writing
· Resistance and opposition
· Theatre and the theatrical, spectacle, the dramaturgical and the dramatistic
· Theology, spirituality and belief systems
· Values, virtues and valuations
Of course many of these themes are well-travelled in organization studies, due in large part to Heather’s influence. They have also formed the basis for previous contributions to – and indeed special issues of – Culture and Organization. As such, it is worth us clarifying that contributions for this Gedenkschrift must clearly and explicitly lay out how they take up and continue Heather’s intellectual legacy, as opposed to writing about these various themes in a less precisely focused sense. Authors can also ‘unpick’ any of the themes we have identified above to excavate one particular issue in depth.
As always, and also because of the interdisciplinarity that always characterized Heather’s work, 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 …. etcetera. Contributions can be theoretical, empirical and/ or methodological.
Guest editors
This issue will be edited by the Culture and Organization editorial team, Jo Brewis (University of Leicester, UK), Rebecca Meisenbach (University of Missouri, US), Ann Rippin (University of Bristol, UK), Annette Risberg (Copenhagen Business School, Denmark), Janet Sayers (Massey University, New Zealand) and David Sköld (Uppsala University, Sweden).
Submission and informal enquiries
Papers should be submitted through the Culture and Organization ScholarOne site at http://mc.manuscriptcentral.com/gsco. Please ensure when you do submit that you select the relevant special issue (volume 23, issue 2) to direct your submission appropriately.
The deadline for manuscript submission is 1st December 2015.
Style and other instructions on manuscript preparation can be found on 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.
Please direct informal enquiries to Jo Brewis at j.brewis@le.ac.uk
--------------------------------------------------------------------------------------------------------
Item 2:
Creating ethical and inclusive spaces in CMS
Recent interactions at CMS meetings have led to concern that there are instances of sexism and sexual harassment taking place within the CMS community. In the context of academic work, concerns about gender and power are often unspoken, and such practices are sometimes considered the norm. This is a troubling irony given the significance that our Division accords to issues of power when they arise in other organizational contexts.
The AoM Code of Ethics states that “AoM members do not engage in unfair discrimination based on age, gender, gender identity, race, ethnicity, culture, national origin, religion, sexual orientation, disability, socioeconomic status, or any basis proscribed by law.” The code adds that the organization and its members are “committed to providing academic and professional work environments that are free of sexual harassment and all forms of sexual intimidation and exploitation.” (AOM Code of Ethics, 2006, p. 2) The document goes on to state that:
“AoM members do not engage in sexual harassment. Sexual harassment is sexual solicitation, physical advances, or verbal or nonverbal conduct that is sexual in nature, occurs in connection with the member’s Academy activities either: (1) is unwelcome, offensive, or creates a hostile environment, and the member knows or is told this; or (2) is sufficiently severe or intense as to be abusive by a reasonable person in the context. Sexual harassment can consist of a single intense or severe act or of multiple persistent or pervasive acts.”
As we know from countless organizational examples, codes are no guarantee of ethical behaviour and can have the opposite effect, by enabling complacency and taking responsibility away from individuals for their own ethical decision making. However, we believe that the AoM Ethics Code provides a useful starting point through which we can start to surface these concerns within the CMS Division.
A counterargument to this might be that sexism is potentially found throughout the AoM and therefore the CMS community should no more take it upon itself to address this issue than any other Division. We accept that these practices are likely to be widespread. However, our primary focus and concern is with shaping what happens within the CMS community. As a Division, our central purpose involves challenging oppression and domination. It would therefore be hypocritical if we did not seek to transform oppressive and exploitative behaviours in our own community, while at the same time making it our primary task to enable their transformation through critique in the contexts which we study.
While it cannot be expected that all members of the CMS community will always act in the interests of challenging power and domination in their everyday organizational lives, surely the very concerns of the CMS Division mean that there is a shared ethical and political commitment to creating and maintaining spaces where practices such as sexual harassment are deemed unacceptable? This is crucial to maintaining and reinvigorating the CMS community by attracting younger and newer scholars of all genders, many of whom are actively looking for spaces where such oppressive and exploitative practices are challenged. And yet tragically, it is often these most junior and least powerful members of the CMS community who are the target of sexism, sexual harassment and other sorts of gendered violence.
A further counterargument that might cause us to shy away from this issue is that we cannot expect CMS members to behave better than anyone else. This is related to the notion that within all organizational communities there will be occasions of transgression. Yet this argument gets dangerously close to the ‘few bad apples’ rationale which we see operating in other organizations, as the establishment seeks to externalize and resolve a problem by scapegoating and sacrificing a single individual. Once the perpetrator has been expelled, the organization can declare the problem resolved. As we know, this fails to tackle the cultural and structural conditions that give rise to this behavior and, all too often, it is just a matter of time before it rears its ugly head again.
So, what is to be done? Together with members of the International CMS Board and organisers of the 2015 CMS conference we want to generate an institution-level response to this issue. We therefore intend to establish a role of ‘Representative for Ethics and Inclusion’. Sarah Gilmore, a former Representative-at-Large for the CMS Division who has extensive experience in dealing with gender and diversity issues in organisations in her earlier career, has agreed to take on this role for a two year period, after which this will become an elected position. Over the coming months, we will be exploring ways of developing this role so it provides a practical channel through which issues of concern, with special regard to academic power imbalances, such as between supervisor and doctoral student, can be raised and discussed. This is crucial, for it is in remaining hidden and unspoken that these issues are allowed to flourish.
Yet this should not imply that by investing a single individual with responsibility for these issues, they have been addressed. Instead, it remains an ongoing individual and collective task to be attentive in challenging gendered violence and everyday sexism, including practices which some may consider trivial, as the source of an underlying oppression of women in the academy. Finally, while we hope that the creation of a Representative for Ethics and Inclusion will provide a practical focus on sexism and gender, we also hope that this initiative will speak to all and any concerns about equality, justice and integrity in CMS.
CMS Division Executive: Emma Bell, Paul Donnelly, Nadia de Gama, Patrizia Hoyer, Nimruji Jammulamadaka, Mark Learmonth, Raza Mir, Jonathan Murphy, Banu Ozkazanc-Pan, Latha Poonamallee and Scott Taylor
--------------------------------------------------------------------------------------------------------
Item 3:
GWO Stream Women & High-growth entrepreneurship (deadline extended to 10th November)
Women & high-growth entrepreneurship: transformation or persistence of gender stereotypes?
Stream Convenors
Stéphanie Chasserio, SKEMA Business School, FRANCE
Christina Constantidinis, Tudor Institute, LUXEMBOURG
Corinne Poroli, SKEMA Business School, FRANCE
Renaud Redien-Collot, Novancia Business School, FRANCE,
Janine Swail, Nottingham University Business School, ENGLAND
There is now an extant and sophisticated literature informing a feminist gendered critique of the position and place of women within the entrepreneurship field. However, this confirms that relatively few women pursue entrepreneurial careers and for those who do, gender related constraints affect their efforts as business owners (Calas, Smircich and Bourne, 2009). Addressing concepts of power more explicity, Mulholland (1996) argues that the entrepreneurship literature has never concerned itself with exploring the power relations of economic structures, assuming instead a relationship between the qualities of an entrepreneur (leadership, risk-taking, rational planning) and a stereotype of male rationality. This is particularly pertinent when examining women-led growth businesses pursuing high growth strategies. As Hearn and Collinson (1996) argue, when women reach new frontiers we either observe the consolidation of gender stereotypes or the emergence of new ones such as aggressive masculinity or ‘female leader-bashing’. We contend that these behaviours represent subtle forms of power that serve to undermine women’s success and limit business development and growth, and that ultimately call into question the legitimacy of women entrepreneurs and their growing organisations.
In this stream, we seek contributions that show how women entrepreneurs navigate, resist and transform power relations; how women entrepreneurs challenge the status quo and develop innovative practices within their organisations.
We call for papers that explore critically the gender dynamics characterizing the realities of women leaders heading growth businesses. Insights can be gained from a number of directions; for example, lack of visibility and role models; lack of legitimacy and expert voices; and lack of influence and networks disqualify women in their attempts to further their firms’ success (Langowitz and Minitti, 2007; Calas, Smircich and Bourne, 2009). Moreover, limited gender integration, both quantitatively and qualitatively within private equity both hinders and inhibits women’s search for significant financial support and ultimate public achievement. In the banking industry, women’s under- representation, negatively preconceived representations and limited mutual exposure of men and women discourages any significant shift in perceptions and embedded values (Blair-Loy, 2001). In combination, this impacts on perceptions of higher risk. Moreover, many women leaders who are supported by the financial community do not always perceive the assistance as positive (Marlow and Patton, 2005). We invite theoretical contributions or theoretically informed empirical papers (qualitative and quantitative) that explore the challenges and difficulties encountered by women entrepreneurs. With the aim of advancing our understanding of women’s low participation, we seek to identify and explore new forms of entanglement between managerial and entrepreneurial domains, revealing either persistent or novel forms of gendered power dynamics. We welcome research which illustrates women entrepreneurs’ resistance, highlighting strategies developed by women entrepreneurs which aim to counter gendered power dynamics in managing high growth businesses.
Abstracts of approximately 500 words (ONE page, WORD NOT PDF, single spaced, excluding any references, no headers, footers or track changes) are invited by 1st November 2015 with decisions on acceptance to be made by stream leaders within one month. All abstracts will be peer reviewed. New and young scholars with 'work in progress' papers are welcomed. Papers can be theoretical or theoretically informed empirical work. In the case of co-authored papers, ONE person should be identified as the corresponding author. Note that due to space restrictions, multiple submissions by the same author will not be timetabled. In the first instance, abstracts should be emailed to: rrediencollot@novancia.fr Abstracts should include full contact information, including your name, department, institutional affiliation, mailing address, and e-mail address. State the title of the stream to which you are submitting your abstract. *Note that no funding, fee waiver, travel or other bursaries are offered for attendance at GWO2016*.
--------------------------------------------------------------------------------------------------------
Item 4:
AHRC PhD Funding Midlands3Cities Doctoral Training Partnership 2016
The School of Management, University of Leicester seeks expressions of interest from prospective research students for the 2016 AHRC Doctoral Training Partnership research funding. The deadline for AHRC funding applications is Tuesday 12 January 2015. For more information about the Midlands 3 Cities Doctoral Training Centre and for details of eligibility, funding and research supervision areas please see below and visit the consortium’s website www.midlands3cities.ac.uk. Studentships will normally be for up to three years for full-time study, or up to six years for part-time study.
Areas of expertise
The School of Management is inviting applications from students whose research falls within the following research areas:
– Aesthetics of consumer culture
– Arts management and the creative industries
– Critical marketing research on cultural production and consumption
– Cultural memory
– Cultural studies of science and technology
– Culture and organization
– Digital economy and digital culture
– Ecology and ethics
– Economic history
– Economy and television
– Environmental humanities
– Gender and sexuality
– History of political economy
– History of work and employment
– Innovation studies
– Media and social movements
– Neuroscience, philosophy and organization
– Political economy of contemporary art
– Political philosophy and cultural studies
– Popular culture
– Postcolonial studies and organization
– Unemployment and culture
How do students apply?
Potential applicants should be encouraged to use the supervisor search tool on the M3C website to identify a possible supervisory team in their research area: http://www.midlands3cities.ac.uk/midlands-3-cities/research-opportunities/research-opportunities.aspx in combination with the School of Management staff research interest pages: http://www2.le.ac.uk/departments/management/postgraduate/research/staffinterests . Once you have identified potential supervisors please register your interest with the School of Management PGR Director Dr Dimitris Papadopoulos at dp241@le.ac.uk by 10 November 2015 the latest. Please note that we are unable to consider late expressions of interest or direct applications without having received beforehand your expression of interest by this deadline.
How will applications be processed?
Send expressions of interest by 10 November 2015 to dp241@le.ac.uk. We will contact prospective students and potential supervisors soon after that to discuss the preparation of a complete application. The deadline for the submission of completed application forms to the University and to the AHRC consortium is 12 January 2016. Interviews will take place in January 2016. The award of studentships will be based purely on excellence of applications following the normal AHRC criteria. Successful candidates will be offered a place to study at the University and will be supported for AHRC award consideration if the application is deemed strong enough. Students will be notified of their success by 23rd March 2016.
Who is eligible to apply?
AHRC funding in the Midlands3Cities Doctoral Training Partnership is currently only open to UK and EU students. Please note, that EU students who have not lived in the UK for three years prior to the start of their degree might only be eligible for partial funding. For more information, see: www.midlands3cities.ac.uk.
What preparation is available for students?
On Wednesday 11 November 2015, the University of Leicester will host a workshop to help prepare students to submit a research proposal. The workshop will take place from 1:30-3:30pm in the Peter Williams Lecture Theatre in the Fielding Johnson Building (South Wing). For further details to book a place Click Here.
Dr Dimitris Papadopoulos
Reader in Sociology and Organisation
PhD Programme Director
University of Leicester
School of Management
Ken Edwards Building 328
University Road
Leicester LE1 7RH
UK
C&O Call for Papers – Professor Heather Höpfl, 1948-2014: Eine Gedenkschrift
Call for papers for a special issue of Culture and Organization, Volume 23, issue 2, March 2017
This special issue of Culture and Organization will be a memorial publication for our much missed friend and colleague Heather Höpfl, who died on the 3rd of September 2014. Heather was Chair of the Standing Conference on Organizational Symbolism from 1995 to 1998 and co-editor of Culture and Organization from 2002 to 2008.
It is impossible to capture the virtuosity, breadth, extraordinary beauty and intellectual power of Heather’s writings, and we certainly do not attempt to do so in what follows. What we want to do instead is ask for contributions which celebrate, commemorate and continue Heather’s profound impact on organization studies, and we sketch out some of the interconnected themes which might animate these papers below.
· Accounts, accounting, memory and remembrance
· Aesthetics and art
· Archetypes, symbols and symbolism
· Architecture, design, place and space
· Artistic, literary, visual and ethnographic methodologies
· Authorship and authority
· The body, gender and identity
· Dirt, contamination and excess
· Emotions and passions, reason and rationality
· Feminism, phenomenology, poststructuralism and/ or psychoanalysis
· Leadership, leaders and leading
· Mothering, mothers, maternity and the matrix
· Poetic and subversive writing
· Resistance and opposition
· Theatre and the theatrical, spectacle, the dramaturgical and the dramatistic
· Theology, spirituality and belief systems
· Values, virtues and valuations
Of course many of these themes are well-travelled in organization studies, due in large part to Heather’s influence. They have also formed the basis for previous contributions to – and indeed special issues of – Culture and Organization. As such, it is worth us clarifying that contributions for this Gedenkschrift must clearly and explicitly lay out how they take up and continue Heather’s intellectual legacy, as opposed to writing about these various themes in a less precisely focused sense. Authors can also ‘unpick’ any of the themes we have identified above to excavate one particular issue in depth.
As always, and also because of the interdisciplinarity that always characterized Heather’s work, 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 …. etcetera. Contributions can be theoretical, empirical and/ or methodological.
Guest editors
This issue will be edited by the Culture and Organization editorial team, Jo Brewis (University of Leicester, UK), Rebecca Meisenbach (University of Missouri, US), Ann Rippin (University of Bristol, UK), Annette Risberg (Copenhagen Business School, Denmark), Janet Sayers (Massey University, New Zealand) and David Sköld (Uppsala University, Sweden).
Submission and informal enquiries
Papers should be submitted through the Culture and Organization ScholarOne site at http://mc.manuscriptcentral.com/gsco. Please ensure when you do submit that you select the relevant special issue (volume 23, issue 2) to direct your submission appropriately.
The deadline for manuscript submission is 1st December 2015.
Style and other instructions on manuscript preparation can be found on 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.
Please direct informal enquiries to Jo Brewis at j.brewis@le.ac.uk
--------------------------------------------------------------------------------------------------------
Item 2:
Creating ethical and inclusive spaces in CMS
Recent interactions at CMS meetings have led to concern that there are instances of sexism and sexual harassment taking place within the CMS community. In the context of academic work, concerns about gender and power are often unspoken, and such practices are sometimes considered the norm. This is a troubling irony given the significance that our Division accords to issues of power when they arise in other organizational contexts.
The AoM Code of Ethics states that “AoM members do not engage in unfair discrimination based on age, gender, gender identity, race, ethnicity, culture, national origin, religion, sexual orientation, disability, socioeconomic status, or any basis proscribed by law.” The code adds that the organization and its members are “committed to providing academic and professional work environments that are free of sexual harassment and all forms of sexual intimidation and exploitation.” (AOM Code of Ethics, 2006, p. 2) The document goes on to state that:
“AoM members do not engage in sexual harassment. Sexual harassment is sexual solicitation, physical advances, or verbal or nonverbal conduct that is sexual in nature, occurs in connection with the member’s Academy activities either: (1) is unwelcome, offensive, or creates a hostile environment, and the member knows or is told this; or (2) is sufficiently severe or intense as to be abusive by a reasonable person in the context. Sexual harassment can consist of a single intense or severe act or of multiple persistent or pervasive acts.”
As we know from countless organizational examples, codes are no guarantee of ethical behaviour and can have the opposite effect, by enabling complacency and taking responsibility away from individuals for their own ethical decision making. However, we believe that the AoM Ethics Code provides a useful starting point through which we can start to surface these concerns within the CMS Division.
A counterargument to this might be that sexism is potentially found throughout the AoM and therefore the CMS community should no more take it upon itself to address this issue than any other Division. We accept that these practices are likely to be widespread. However, our primary focus and concern is with shaping what happens within the CMS community. As a Division, our central purpose involves challenging oppression and domination. It would therefore be hypocritical if we did not seek to transform oppressive and exploitative behaviours in our own community, while at the same time making it our primary task to enable their transformation through critique in the contexts which we study.
While it cannot be expected that all members of the CMS community will always act in the interests of challenging power and domination in their everyday organizational lives, surely the very concerns of the CMS Division mean that there is a shared ethical and political commitment to creating and maintaining spaces where practices such as sexual harassment are deemed unacceptable? This is crucial to maintaining and reinvigorating the CMS community by attracting younger and newer scholars of all genders, many of whom are actively looking for spaces where such oppressive and exploitative practices are challenged. And yet tragically, it is often these most junior and least powerful members of the CMS community who are the target of sexism, sexual harassment and other sorts of gendered violence.
A further counterargument that might cause us to shy away from this issue is that we cannot expect CMS members to behave better than anyone else. This is related to the notion that within all organizational communities there will be occasions of transgression. Yet this argument gets dangerously close to the ‘few bad apples’ rationale which we see operating in other organizations, as the establishment seeks to externalize and resolve a problem by scapegoating and sacrificing a single individual. Once the perpetrator has been expelled, the organization can declare the problem resolved. As we know, this fails to tackle the cultural and structural conditions that give rise to this behavior and, all too often, it is just a matter of time before it rears its ugly head again.
So, what is to be done? Together with members of the International CMS Board and organisers of the 2015 CMS conference we want to generate an institution-level response to this issue. We therefore intend to establish a role of ‘Representative for Ethics and Inclusion’. Sarah Gilmore, a former Representative-at-Large for the CMS Division who has extensive experience in dealing with gender and diversity issues in organisations in her earlier career, has agreed to take on this role for a two year period, after which this will become an elected position. Over the coming months, we will be exploring ways of developing this role so it provides a practical channel through which issues of concern, with special regard to academic power imbalances, such as between supervisor and doctoral student, can be raised and discussed. This is crucial, for it is in remaining hidden and unspoken that these issues are allowed to flourish.
Yet this should not imply that by investing a single individual with responsibility for these issues, they have been addressed. Instead, it remains an ongoing individual and collective task to be attentive in challenging gendered violence and everyday sexism, including practices which some may consider trivial, as the source of an underlying oppression of women in the academy. Finally, while we hope that the creation of a Representative for Ethics and Inclusion will provide a practical focus on sexism and gender, we also hope that this initiative will speak to all and any concerns about equality, justice and integrity in CMS.
CMS Division Executive: Emma Bell, Paul Donnelly, Nadia de Gama, Patrizia Hoyer, Nimruji Jammulamadaka, Mark Learmonth, Raza Mir, Jonathan Murphy, Banu Ozkazanc-Pan, Latha Poonamallee and Scott Taylor
--------------------------------------------------------------------------------------------------------
Item 3:
GWO Stream Women & High-growth entrepreneurship (deadline extended to 10th November)
Women & high-growth entrepreneurship: transformation or persistence of gender stereotypes?
Stream Convenors
Stéphanie Chasserio, SKEMA Business School, FRANCE
Christina Constantidinis, Tudor Institute, LUXEMBOURG
Corinne Poroli, SKEMA Business School, FRANCE
Renaud Redien-Collot, Novancia Business School, FRANCE,
Janine Swail, Nottingham University Business School, ENGLAND
There is now an extant and sophisticated literature informing a feminist gendered critique of the position and place of women within the entrepreneurship field. However, this confirms that relatively few women pursue entrepreneurial careers and for those who do, gender related constraints affect their efforts as business owners (Calas, Smircich and Bourne, 2009). Addressing concepts of power more explicity, Mulholland (1996) argues that the entrepreneurship literature has never concerned itself with exploring the power relations of economic structures, assuming instead a relationship between the qualities of an entrepreneur (leadership, risk-taking, rational planning) and a stereotype of male rationality. This is particularly pertinent when examining women-led growth businesses pursuing high growth strategies. As Hearn and Collinson (1996) argue, when women reach new frontiers we either observe the consolidation of gender stereotypes or the emergence of new ones such as aggressive masculinity or ‘female leader-bashing’. We contend that these behaviours represent subtle forms of power that serve to undermine women’s success and limit business development and growth, and that ultimately call into question the legitimacy of women entrepreneurs and their growing organisations.
In this stream, we seek contributions that show how women entrepreneurs navigate, resist and transform power relations; how women entrepreneurs challenge the status quo and develop innovative practices within their organisations.
We call for papers that explore critically the gender dynamics characterizing the realities of women leaders heading growth businesses. Insights can be gained from a number of directions; for example, lack of visibility and role models; lack of legitimacy and expert voices; and lack of influence and networks disqualify women in their attempts to further their firms’ success (Langowitz and Minitti, 2007; Calas, Smircich and Bourne, 2009). Moreover, limited gender integration, both quantitatively and qualitatively within private equity both hinders and inhibits women’s search for significant financial support and ultimate public achievement. In the banking industry, women’s under- representation, negatively preconceived representations and limited mutual exposure of men and women discourages any significant shift in perceptions and embedded values (Blair-Loy, 2001). In combination, this impacts on perceptions of higher risk. Moreover, many women leaders who are supported by the financial community do not always perceive the assistance as positive (Marlow and Patton, 2005). We invite theoretical contributions or theoretically informed empirical papers (qualitative and quantitative) that explore the challenges and difficulties encountered by women entrepreneurs. With the aim of advancing our understanding of women’s low participation, we seek to identify and explore new forms of entanglement between managerial and entrepreneurial domains, revealing either persistent or novel forms of gendered power dynamics. We welcome research which illustrates women entrepreneurs’ resistance, highlighting strategies developed by women entrepreneurs which aim to counter gendered power dynamics in managing high growth businesses.
Abstracts of approximately 500 words (ONE page, WORD NOT PDF, single spaced, excluding any references, no headers, footers or track changes) are invited by 1st November 2015 with decisions on acceptance to be made by stream leaders within one month. All abstracts will be peer reviewed. New and young scholars with 'work in progress' papers are welcomed. Papers can be theoretical or theoretically informed empirical work. In the case of co-authored papers, ONE person should be identified as the corresponding author. Note that due to space restrictions, multiple submissions by the same author will not be timetabled. In the first instance, abstracts should be emailed to: rrediencollot@novancia.fr Abstracts should include full contact information, including your name, department, institutional affiliation, mailing address, and e-mail address. State the title of the stream to which you are submitting your abstract. *Note that no funding, fee waiver, travel or other bursaries are offered for attendance at GWO2016*.
--------------------------------------------------------------------------------------------------------
Item 4:
AHRC PhD Funding Midlands3Cities Doctoral Training Partnership 2016
The School of Management, University of Leicester seeks expressions of interest from prospective research students for the 2016 AHRC Doctoral Training Partnership research funding. The deadline for AHRC funding applications is Tuesday 12 January 2015. For more information about the Midlands 3 Cities Doctoral Training Centre and for details of eligibility, funding and research supervision areas please see below and visit the consortium’s website www.midlands3cities.ac.uk. Studentships will normally be for up to three years for full-time study, or up to six years for part-time study.
Areas of expertise
The School of Management is inviting applications from students whose research falls within the following research areas:
– Aesthetics of consumer culture
– Arts management and the creative industries
– Critical marketing research on cultural production and consumption
– Cultural memory
– Cultural studies of science and technology
– Culture and organization
– Digital economy and digital culture
– Ecology and ethics
– Economic history
– Economy and television
– Environmental humanities
– Gender and sexuality
– History of political economy
– History of work and employment
– Innovation studies
– Media and social movements
– Neuroscience, philosophy and organization
– Political economy of contemporary art
– Political philosophy and cultural studies
– Popular culture
– Postcolonial studies and organization
– Unemployment and culture
How do students apply?
Potential applicants should be encouraged to use the supervisor search tool on the M3C website to identify a possible supervisory team in their research area: http://www.midlands3cities.ac.uk/midlands-3-cities/research-opportunities/research-opportunities.aspx in combination with the School of Management staff research interest pages: http://www2.le.ac.uk/departments/management/postgraduate/research/staffinterests . Once you have identified potential supervisors please register your interest with the School of Management PGR Director Dr Dimitris Papadopoulos at dp241@le.ac.uk by 10 November 2015 the latest. Please note that we are unable to consider late expressions of interest or direct applications without having received beforehand your expression of interest by this deadline.
How will applications be processed?
Send expressions of interest by 10 November 2015 to dp241@le.ac.uk. We will contact prospective students and potential supervisors soon after that to discuss the preparation of a complete application. The deadline for the submission of completed application forms to the University and to the AHRC consortium is 12 January 2016. Interviews will take place in January 2016. The award of studentships will be based purely on excellence of applications following the normal AHRC criteria. Successful candidates will be offered a place to study at the University and will be supported for AHRC award consideration if the application is deemed strong enough. Students will be notified of their success by 23rd March 2016.
Who is eligible to apply?
AHRC funding in the Midlands3Cities Doctoral Training Partnership is currently only open to UK and EU students. Please note, that EU students who have not lived in the UK for three years prior to the start of their degree might only be eligible for partial funding. For more information, see: www.midlands3cities.ac.uk.
What preparation is available for students?
On Wednesday 11 November 2015, the University of Leicester will host a workshop to help prepare students to submit a research proposal. The workshop will take place from 1:30-3:30pm in the Peter Williams Lecture Theatre in the Fielding Johnson Building (South Wing). For further details to book a place Click Here.
Dr Dimitris Papadopoulos
Reader in Sociology and Organisation
PhD Programme Director
University of Leicester
School of Management
Ken Edwards Building 328
University Road
Leicester LE1 7RH
UK