SCOS Update November 2016 Addendum

And the content keeps rolling in SCOSSers! A few addendum items to our most recent mailing.

supplement 1 Professor of Organization Studies vacancy in Utrecht
supplement 2 CfP Special Issue in Organization Studies
supplement 3 CfP Philosophy of Management Special issue God/god and management
supplement 4 CfP Journal of Genius and eminence -The Hero’s Journey: A Tribute to Joseph Campbell and his 30th Anniversary of Death
supplement 5 CfP CMS 2017 Conference stream Emotions, objects and meaning in organizations

Best, Laura.

Supplement 1 – New position, Professor ‘Organization Studies’ (0.5 – 1.0 FTE)

Job description
The Utrecht University School of Governance (USG) is seeking to appoint a Full Professor for the new Chair ‘Organization Studies’. This Chair will, in research and education, apply a critical perspective to the question of how organizations deal with societal issues (e.g. inequality, diversity, sustainability, technological innovation, public service, leadership, integrity) and contribute to creating public value.

The Chair holder will conduct, facilitate and stimulate research that delves into questions about the societal role and responsibilities of organizations and their stakeholders, and how these organizations deal with these questions internally. The focus is on the role of public administrators, supervisors, and managers and how their influence is embodied, materialized, objectified, and institutionalized. The Chair will contribute to the joint research strategy entitled ‘Public Matters: Co-Creating Public Value’, which USG has developed for the period 2016- 2020.

The Chair will aspire toward multidisciplinary and interdisciplinary research by way of joint activities with the Chairs of other departments within the Faculty of Law, Economics, and Governance, such as in the fields of strategy, entrepreneurship, leadership, accountability, societal change and conflict solving. In the same way, the Chair will look for connections with research in the field of the strategic themes of the university, in particular with regard to ‘Institutions for Open Societies’ as well as with the focus areas that are partly derived from the Faculty of Law, Economics, and Governance, in particular those of Professional Performance, Sport & Society, and Cultures, Citizenship and Human Rights.

The Chair has a leading role in teaching and supervision, contributes to the department’s curriculum development at BSc, MSc and PhD levels, and plays an active role in the leadership and administrative duties of the department and/or faculty.

The Chair holder is an authoritative and recognized specialist in the field of organization science and actively participates in the topical debates about theoretical, methodological, and societal issues in the field.

The Chair holder conducts and encourages innovative and creative research and has the capacity to reflect critically on the dominant meanings that are attributed to ‘governance’ and ‘organizing’. She or he links theoretical reflection to practical relevance and is able to form and maintain partnerships that contribute to the solving of societal issues by using the knowledge available in the Chair.

Candidates must have an excellent track record in research, teaching and leadership. The Chair holder is expected to:

have a PhD degree in Organization Science, Public Administration, Social Sciences or a closely related subject;
have a disciplinary specialization in organization science and is able to link her/his expertise to the field of public administration science;
have an international network that is of use to the further internationalization of the research and education in the field of the Chair;
be at the international leader in the field of expertise or be a promising talent in the field, with a corresponding production quality that is being utilized by peers, and other proof of recognition from the international academic community;
be able to develop promising, indirect funding applications and to successfully complete the subsequent research programmes;
be able to acquire, carry out, and supervise contract research and/or consultancy assignments;
be able to supervise young people, in particular PhDs, in their research activities and to ensure the successful completion of their research degree;
be able to provide attractive teaching activities within the field of the Chair;
hold the Basic Teaching Qualification, the Senior Teaching or Research Qualification, or a similar qualification, or is considered to be able to obtain this in the short term;
have experience in administrative and management roles, preferably at a university;
be a team player with a personality that combines commitment and loyalty with a critical-constructive attitude toward the organization, colleagues, and students. Utrecht University employs a system of quality assessment for teaching and research, with consequences for career development. This system implies that, in addition to having a PhD in a relevant field of research, an eligible candidate also possesses appropriate senior level academic teaching and senior research qualifications; the faculty may use an assessment as an instrument in the selection procedure.

In view of the composition of the USG professorial body, women are particularly invited to apply for this position.

We offer a position as full professor at 1.0 FTE for a period of five years. A part-time basis is negotiable and we also offer the possibility to share the position in 2 x 0,5 FTE.

The gross salary varies, depending on previous qualifications and experience, between € 5,260 and € 7,659 per month (scale H2 of the Collective Labour Agreement of the Dutch Universities). Salaries are supplemented with a holiday bonus of 8% and a year-end bonus of 8.3% per year. In addition, there are outstanding secondary benefits such as an excellent pension plan, a partially paid parental leave, and flexible employment conditions. For more information visit ‘Working at Utrecht University’:

About the organization
A better future for everyone. This ambition motivates our scientists in executing their leading research and inspiring teaching. At Utrecht University, the various disciplines collaborate intensively towards major societal themes. Our focus is on Dynamics of Youth, Institutions for Open Societies, Life Sciences and Sustainability. In addition to these overall themes, the university stimulates interdisciplinary research through ‘focus areas’, such as the focus area Professional performance. Utrecht University is well-connected to society and contributes to todays and tomorrows societal challenges.

The Utrecht School of Governance (USG) is one of the departments of theFaculty of Law, Economics and Governance (LEG). USG’s research, education, and consultancy are characterized by interdisciplinary and multidisciplinary cooperation and focuses on the governance and organization of public issues. This cooperation allows for versatile research approaches based on a strong disciplinary embedding in the public administration and organization science. To this end, the USG academic staff is divided into the two sections of ‘Organization and Management’ and ‘Public Governance and Management’.

Additional information
An executive search exercise is being undertaken by Perrett Laver to assist the recruitment committee.

Perrett Laver may be contacted for informal enquiries and questions about the post on:

+44-20-7340-6273 or

Applications can be uploaded at quoting reference number 2669. Closing date for applications is 9am CET on Monday 5th December 2016.

Applications should consist of a covering letter explaining motivation and qualifications for the position and a full curriculum vitae, including a list of publications.

Applications will be considered by the recruitment committee and preliminarily shortlisted candidates will subsequently be invited for informal conversations with the University, after which a formal shortlist of candidates will be invited for interview and campus visits.

Selection of and negotiations with the preferred candidate will take place thereafter.

The application deadline is

Supplement 2
Organization Studies
Call for Papers for a Special Issue on
Spirituality, Symbolism and Storytelling

Guest Editors

Marianna Fotaki, Warwick Business School, University of Warwick

Yochanan Altman, Middlesex University Business School

Juliette Koning, Business School, Oxford Brookes University

Deadline: November 30, 2016


The global crises of the past decade – economic, financial, food, energy, health, migration, security, and trust in the political systems – have called into question extant institutional and organizational configurations. These crises have also exposed the weaknesses of the dominant imaginaries underpinning such configurations and symbolic norms they come to represent. The necessity to mobilize collective abilities of organizations to pursue pathways challenging currently dominant modes of representation and meaning is more relevant than ever. The turn to ancestral visions, cultural myths and spiritual narratives, as well as to philosophy, theology and anthropology as foundation disciplines and to ethnography and storytelling as base methodologies, marks the search for new ways and approaches to re-think and re-imagine, re-write and re-examine the role of organizations, organizing and managing in society.

Different axial cultures, most profoundly Greek antiquity (Marini, 1992; Solomon, 2004), ancient Hebrew, Buddhist, Confucian (Bellah and Joas, 2012) heritages as well as native American (Julien, Wright and Zinni, 2010) and other oral traditions, have informed our worldviews in deep and lasting ways. The past carries with it a double potentiality: exemplary (positive) bearings on the present and future, as well as troubled and troubling (negative) warnings. Accounting for these traditions is particularly important given the diversity of the globalized workforce and the composition of the student body in our classrooms; and it could provide new valuable insights for organizational development, e.g. by promoting different and ‘other’ forms of leading, managing and organizing, drawing from the well of ancient wisdoms.

The objectives of this special issue are to critically and reflexively comment on these insights, with the aim to stimulate debates on how to rethink and rewrite ‘organizations’ through drawing on the spiritual, symbolic/imaginary and mythical to rediscover/devise old/new languages to think, imagine and create organizations.

At the same time we would also like to problematize the potential consequences of calls for an increased role of spirituality in management and leadership that are often heard, in terms of their harnessing and distortion for instrumental purposes (Case and Gosling, 2010), while being alert to the ensuing debate about faith in the workplace (e.g. Mittroff and Denton, 1999) or on Post-Secularism (Calhoun, Mendieta and VanAntwerpen, 2013) and searching for non-judgmental ways to engage with this important growing phenomenon (Lips-Wiersma and Mills, 2014).

Last but not least, the turn to holistic narratives with their utopian aspirations yet all too often dystopian implications, raises once more the issue of the so-called ‘legitimacy’ of modernity and of the conditions for a reflexive critical discourse capable to deconstruct the existing alienating institutional imaginaries (Wright et al. 2013; Komporozos-Athanasiou and Fotaki, 2015) while providing the means for enabling healing, growth, prosperity and well-being.

We seek high-quality papers that offer first and foremost theoretical contributions to organization theory (organization studies) and/or develop rigorous innovative methodologies with the aim to increase our knowledge and understanding of organizational processes and practices as well as of organizing and managing. We would give preference to cutting-edge ethnographic, anthropological, and/or historical contributions, but do not exclude any approach. Articles that critically examine both theoretically and empirically the various aspects of spirituality, imagination and symbolic activities in organizations and management are welcome.

We invite contributions on the following broad questions:

· What could be the role, function and meaning of spirituality in organizations in promoting sustainability, in explicating organizational practices, and in ethical decision-making processes?

· In which ways may past principles and ideologies of organizing and managing embedded in wisdom traditions, be meaningful for/to today’s challenges (managerialism, VUCA[1], precarity, institutional (in)justice,) in organizations?

· What are the spatial configurations, embodiment, expressive manifestations and symbolic representations of spirituality in/of organizing and managing?

· How can spiritual and symbolic imaginaries as expressed in stories and/or through storytelling offer alternative discourses to address new and different organizational configurations as well as critical assessments on the themes of performance, survival and legitimacy in present-day organizations?


Please submit papers through the journal’s online submission system, SAGE track at, create your user account (if you have not done so already), and for “Manuscript Type” please choose the corresponding Special Issue. All papers that enter the reviewing process will be double-blind reviewed following the journal’s normal review process and criteria. You will be able to submit your paper for this Special Issue between the 1st and 30th of November 2016. Because of the intervening holidays, Initial Editorial Decisions will be relayed to author(s) by the 30th of January 2017. Please note that participation in the workshop is highly recommended (but not a prerequisite) if you intend to submit a paper to the Special Issue.

Administrative support and general queries

Sophia Tzagaraki, Managing Editor, Organization Studies:


Bellah, R. and Joas, H. (Eds.) (2012) The Axial Age and its Consequences. Cambridge, Mass: Harvard University Press.

Calhoun, C., Mendieta, E. and VanAntwerpen, J. (Eds.) (2013) Habermas and Religion. Cambridge: Polity.

Case, P. and Gosling, J. (2010) The spiritual organization: Critical reflections on the instrumentality of workplace spirituality. Journal of Management, Spirituality and Religion, 7 (4): 257-282.

Julien, M. Wright, B. and Zinni, D. M. (2010) Stories from the circle: Leadership lessons learned from aboriginal leaders The Leadership Quarterly 21, 114-126.

Komporozos-Athanasiou, A. and Fotaki, M. (2015) A theory of imagination for organization studies using the work of Cornelius Castoriadis. Organization Studies, 36 (3): 321-342.

Lips-Wiersma, M. and Mills, A.J. (2014) Understanding the basic assumptions about human nature in workplace spirituality: Beyond the critical versus positive divide. Journal of Management Inquiry, 23 (2): 148-161.

Marini, F. (1992) The uses of literature in the exploration of public administration ethics: The example of Antigone. Public Administration Review, 52 (5): 420-426.

Mitroff, I. and Denton, E. (1999) A Spiritual Audit of Corporate America: A Hard Look at Spirituality, Religion, and Values. San Francisco: Jossey-Bass.

Solomon, R. (2004) Aristotle, ethics and business organizations. Organization Studies, 25 (6): 1021-1043.

Wright, C., Nyberg, D., De Cock, C. and Whiteman, G. (2013) Future imaginings: Organizing in response to climate change. Organization, 20 (5): 647–658.

[1] Volatility, Uncertainty, Complexity and Ambiguity

Supplement 3

Call for Papers – Philosophy of Management

Special Issue: God/god and Management

Graham K. Henning PhD, Associate Professor of Management, Adelphi University, NY

Mark Dibben PhD, Associate Professor of Management, University of Tasmania and Visiting Professor, Centre for Process Studies, Claremont School of Theology, CA

In order to further efforts to establish management, itself, as a subject worthy of philosophical and theological analysis this call for papers is established.

We recognize that the use of the word God/god is fraught with all kinds of challenges. It is with that in mind that we invite authors and researchers to submit on a broad spectrum of understandings to a special issue of the Philosophy of Management Journal, on the question of ‘God/god and management’.

While there is a growing body of literature addressing the relation of spirituality/religion and business, it generally takes the perspective of the social sciences, and little recent attention has been paid to philosophical and theological perspectives that may address the influence/confluence/importance/relevance of the existence or not of God/god to management. The reality, belief or concept of God/god can be addressed from all possible perspectives from the Buddhist non-dual to the personal god of Christianity, from polytheism to monotheism, from ancient to postmodern conceptions, from various gendered and non-gendered forms, from the philosophical to the theological, and the various atheistic forms.

We recognize that ontological/metaphysical and epistemological issues have ethical as well as other implications for management practice, but the focus of this issue is rather more on the ontological/metaphysical and epistemological elements. Thus, papers should not be focused on ethical questions, unless these arise from ontological or epistemological issues. This approach clearly ties God/god (reality, belief, concept) to management. Lastly, for our immediate purposes, management is exclusively construed to be about managing (and leading) people and the organization.

In conjunction with the special issue, and also open to others wanting to explore these ideas, we will be proposing a stream on ‘God/god and management’ for the 2017 Philosophy of Management conference. This will give all a chance to workshop, explore further, and develop their ideas with like-minded participants.

Abstracts of no more than 1000 words should be sent to both special issue editors by February 1, 1017. Subsequently invited papers should then be submitted to the journal by October 1, 2017. All papers will go through the journal’s usual double blind review process. Please direct informal inquiries to the special issue editors.

Supplement 4

Journal of Genius and Eminence

Special Issue

The Hero’s Journey

A Tribute to Joseph Campbell and his 30th Anniversary of Death

Joseph Campbell (1904-1987) is one of the most influential and innovative mythographer of the 20th century. His outstanding life-time achievement is the working out of a single great story, the essence of (all) heroic stories. In his foundational work “The hero with a thousand faces” (1949), he calls this the monomyth which is regarded as universal across time and space. Therefore, Campbell was less interested in cultural and regional differences but more in the discovery of the similarities and the common ground of myths. He was deeply influenced by Carl Jung’s conceptualization of the “archetype” (1959) and by Heinrich Zimmer’s mythological Indian studies (1946). Campbell’s ideas were disseminated to a larger, non-academic audience by an interview series with Bill Moyers which was broadcasted one year after his death and published as “The power of myth” (1988). His influence on popular culture, like on script writing for the first Star Wars film, is undoubted. However, his multi-layered work has till now not received a widespread impact on the academic community (Rensma, 2009).

Campbell’s comparative observations lead to the development of the hero’s journey which describes the stages of the transformation that heroes seem to commonly share. In a nutshell, the hero’s journey is the insightful illustration or holistic metaphor for the monomythical framework. Regarded as a flexible model, the hero’s journey has the power for the creation of infinite varieties of shapes and progressions of the different stages (Voytilla, 1999). It is a narrative pattern that can appear physically as well as emotionally or psychologically. Over the past thirty years, Joseph Campbell’s hero’s journey has been introduced into various academic and professional areas and domains. Christopher Vogler (1998) uses it for narrative analysis and composition of films and plays. The hero’s journey has been developed further to a gestalt therapeutic workshop concept by Paul Rebillot (1993) and a broader psychological approach which focuses on the hero as a universal transformative archetype by Carol Pearson (1991). Trobisch et al. (2012) have extended the journey to a principle which can be activated especially in organizations.

With this call, we wish to engage the potential of the hero’s journey through interdisciplinary and cross-methodological approaches. Researchers with diverse backgrounds or research interests as well as scientifically interested practitioners open-minded to critical approaches are invited to participate. We welcome theoretical, conceptual, artistic, spiritual, empirical and peripheral contributions that revisit Campbell’s theory and the ongoing legacy of the monomyth as well as papers which apply the hero’s journey to new fields or in an innovative way. Themes include, but are not restricted to:

the correlation between heroes and geniuses,

common and different features between eminence and ordinary hero’s journeys,

various forms of the hero’s journey,

the group as the hero and its journey,

the impact of the hero’s journey on various professional areas and domains,

creativity, innovation and transformation in the context of the hero’s journey.

Submission details for our journey

15.01.17 Extended abstract (maximum 1200 words) which clearly states the contribution of the article to the special issue

15.04.17 Paper submission

15.04.-15.09.17 Reviewing, revising and editing of papers under consideration

30.10.17 Publication of the Special Issue

Further information concerning the call for papers is available from Stephan Sonnenburg (guest Editor), Karlshochschule International University. Please submit your extended abstract to him:


Campbell, J. (1949, 2008 3rd edition). The hero with a thousand faces. Novato: New World Library.

Campbell, J. (1988, 1991). The power of myth, with Bill Moyers. New York: Anchor Books.

Jung, C. G. (1959, 1969 2nd edition). The archetypes and the collective unconscious, translated by R. F. C. Hull. Princeton: Princeton University Press.

Pearson, C. S. (1991). Awakening the heroes within: Twelve archetypes to help us find ourselves and transform the world. New York: HarperOne.

Rebillot, P. (1993). The call to adventure: Bringing the hero’s journey to daily life. San Francisco: Harper Collins.

Rensma, R. (2009). The innateness of myth: A new interpretation of Joseph Campbell’s reception of C. G. Jung. New York: Continuum.

Trobisch, N., Denisow, K., Scherübl, I., and Kraft, D. (2012). Heldenprinzip: Kompass für Innovation und Wandel. Berlin: Universität der Künste Berlin.

Vogler, C. (1998, 2007 3rd edition). The writer’s journey: Mythic structure for writers. Studio City: Michael Wiese Productions.

Voytilla, S. (1999). Myth and the movies: Discovering the mythic structure of 50 unforgettable films. Studio City: Michael Wiese Productions.

Zimmer, H. (1946, 1992 8th edition). Myths and symbols in Indian art and civilization, edited by Joseph Campbell. Princeton: Princeton University Press.

The Journal of Genius & Eminence is Edited by Mark A. Runco ( Information is available from the Editor or the publisher (
Supplement 4
Emotions, objects and meaning in organizations.
10th International Critical Management Studies (CMS) Conference
CMS 2017 July 3 –5, Liverpool, UK
Carolyn Hunter, University of York,;
Lara Pecis, Lancaster University, Email:;
Ilaria Boncori, University of Essex,

For over 30 years the ideas of emotional management, emotional work and emotional labour(Hochschild, 1983) have been used in organisation studies to explore how emotions are linked to power and control (Hancock and Tyler, 2001; Fineman, 1999, 2008), the body (Hassard et al, 2000) and experiences of customers, colleagues and communities, bosses and workplaces. This has been characterized as a shift from “bounded rationality” (cf. Simon, 1976) to “bounded emotionality” (Mumby and Putnam, 1992). Traditionally emotions have been studied within service interactions (see Ladhari and Bigné, 2016), where the customer appears to be driving emotional management (Hochschild, 1983), and this has been expanded into the study of aesthetic labour and bodily displays of emotion (Hassard et al, 2000). Yet, there are new possibilities for understanding emotions outside of service interactions, in particular in the knowledge economy in areas such as academia, professional industries and the creative industries. For these fields, concepts of creativity, innovation and knowledge are key and reliant on the employees’ expertise. However, the worker’s own emotions and the link to the context, in particular the objects which relate to that context, are often under explored. Gagliardi (1990, iv) highlights how in organizations objects ’speak, although we seldom listen, and through them we communicate and act, even if unawares”. Sensemaking explored through objects can shed light on organizational meaning since these often combine personal, emotional, aesthetic and instrumental signifiers (Rafaeli and Vilnai-Yavetz,2004).

As a result, this stream focuses on how objects, emotions, and practices, embedded in knowledge work,are interrelated and how people make sense of these relations in the organisational context.Linking to the conference theme of ‘Crisis’, we aim to explore how objects and emotions relate to each other, as well as to times and places of change. Ahmed (2014; 2010) has argued that emotions often become ‘sticky’ as objects become associated with particular affects upon us, including pain,fear, shame, love and happiness. This stream investigates how objects and emotions relate within a range of industries, but specifically those associated with services or knowledge work. This call invites papers which explore how objects which are essential to labour might shape the experience of workers, and reflect power relations which are embedded within social relations in the workplace and wider society. We encourage contributions on emotions in organisations from a variety of critical perspectives,looking for new directions which explore how objects in organisations become associated with emotion and affect.

This may include:
○Emotions and affect: emotional objects, ‘sociability’ of emotions between objects
○Clothing: Emotions related to clothing associated with gendered, ethnic or religious social categories; clothing and power relations; clothing and the body; uniforms and office wear.
○Technology: IT, the internet, mobile devices and wearable technology; organisation of emotions, affect and the body through technology ○Materiality: the relation between emotions, socio-materiality, power and control
○Bodily emotional engagement with objects: touch and sensations; emotional impressions on the body
○Objects, emotions, and leadership practices: the role of objects in shaping leaders, their work practices and emotions
○Exploring a range of ‘positive’ and ‘negative’ emotions: happiness, joy, achievement; anger, frustration, disappointment; enchantment and disenchantment; problematizing and exploring the distinction between positive and negative emotions.

Ahmed, S. (2010) The Promise of Happiness. Durham: Duke University Press.
Ahmed, S. (2014) The Cultural Politics of Emotion. 2nd Edition. Edinburgh: Edinburgh University Press.
Fineman, S. (1999) ‘Emotion and organizing’ in S.R. Clegg, C. Hardy and W. Nord (eds) Handbook of Organization Studies, London, Sage.
Fineman, S. (2008) The Emotional Organization: Passions and Power. Oxford: Blackwell Publishing Ltd.
Gagliardi, P. (Ed.) (1990) Symbols and Artifacts: views of the corporate landscape.
Hancock, P. and Tyler, M. (2001) Work, Postmodernism and Organization: A Critical Introduction.London: Sage.
Hassard, J. Holliday, R. and Willmott, H. (2000) Body and Organization. London: Sage.
Hochschild, A. (1983) The Managed Heart. Berkeley: University of California Press.
Ladhari, R., & Bigné, E. (2016). Guest Editorial Special Section-Emotions in service interactions.Journal of Service Theory and Practice, 26(5), 530–533.
Mumby, D. K., and Putnam, L. A. (1992). The politics of emotion: A feminist reading of bounded rationality. Academy of Management Review, 17: 465–486.
Rafaeli, A., and Vilnai-Yavetz, I. (2004)”Emotion as a connection of physical artifacts and organizations.”Organization Science 15 (6): 671-686.
Simon, H. A. (1976). Administrative behavior: A study of decision-making processes in administrative organization (3rd ed.). New York: Free Press.

Please send abstracts or any questions to: Carolyn Hunter at
Abstracts should be 500 words, A4 paper, single spaced, 12 point font.

Abstract submission deadline:January 31st, 2017
Notification of paper acceptance: February 15th, 2017

Corresponding convenor: Dr Carolyn Hunter, University of York,;
Dr Lara Pecis, Lancaster University, Email:;
Dr Ilaria Boncori, University of Essex,

Carolyn Hunter is Lecturer in Organisation Theory and Behaviour at York Management School,University of York. She has particular expertise in humour, play and fun corporate cultures; organisational space; gender, emotions and embodiment; and the creative industries. Currently she is investigating the working lives of children’s authors as an example of precarious and insecure employment.Email: Lara Pecis is a lecturer in Organisation Studies at Lancaster University Management School. Her work focuses on issues of gender in innovation, knowledge intensive organisations, and emotions in relation to innovation and ICT usage. Her work is informed by a number of theoretical perspectives,including sociomaterial and practice-based approaches, agential realism, and post-structural feminism. Her most recent research investigates the role of mobile technologies in organizations and their effects on employees’ behaviour and well-being. Lara’s work has been published in Human Relations. Email:
Ilaria Boncori is a Senior Lecturer in Management, Marketing and Entrepreneurship at the University of Essex. Her research interests currently focus on emotions, gender and sexuality in organization, equality & diversity, and academic careers inter alia. She is particularly interested in the use of ethnographic and qualitative methods. Ilaria is a Senior Fellow of the Higher Education Academy and a Fellow of the Leadership Foundation. Email: