ACHTUNG: Entf\u00e4llt!<\/p>\n
Vom 20. bis 24. April 2020 findet obiges Seminar am IUC Dubrovnik<\/a> statt. Prof. Dr.<\/abbr> Wenzel Matiaske gestaltet den Kurs gemeinsam mit Prof. Dr.<\/abbr> Simon Fietze<\/a> von der Syddansk Universit\u00e4t (D\u00e4nemark) und Prof. Dr.<\/abbr> Sylvia Rohlfer<\/a> vom Colegio Universitario de Estudios Financieros (CUNEF, Spanien).<\/strong><\/p>\n Aus dem Workshop soll ferner auch eine Special Issue der Zeitschrift Management Revue<\/a> gespeist werden.<\/p>\n Over the past four decades, scholars from employment relations, human resource management, organisational behaviour and labour economics have published a vast body of literature concerning employee voice (Wilkinson & Fay, 2011). Employee voice is thereby understood as the opportunity to participate in organisational decision-making and to have a say to influence the own work and the interests of managers and owners (Barry &Wilkinson, 2016) or \u2013 in the case of employee silence \u2013 to withhold these views and concerns (Morrison & Milliken, 2003).<\/p>\n Employee voice and silence have been linked to organisational performance and the development of competitive advantage (Barry & Wilkinson, 2016) and are a key ingredient for the positive relationship between strategic human resource management and organisational performance (Wood & Wall, 2007) which also implies a link between employee voice and innovation. Employees with the opportunity to communicate individual ideas to management and to participate in decision-making give them the possibility to express \u2018creative ideas and new perspectives, increasing the likelihood of innovation\u2019 (Grant, 2013, p. 1703; Zhou & George, 2001).<\/p>\n Recently, scholars are paying more attention to current topics and relate them to employee voice. One stream of research is addressing the advancing technologies and consider the digital revolution and its impact on employee voice. There is no doubt that digital technology is fundamentality changing the way we do business (Mennie, 2015) and in consequence forms, tools and channels \u2018voice\u2019. The few studies on employee voice and digitalisation are mainly dealing with social media at work and its opportunities for management to get in dialog with employees. Holland, Cooper, and Hecker (2019), for instance, discuss conceptually issues and opportunities social media provides in the development of employee voice. In a similar vein, Barnes, Balnave, Thornthwaite, and Manning (2019) show how a union\u2019s use of social media might facilitate greater member participation and engagement. However, more empirical evidence and conceptual considerations are needed to better understand and explain digitalisation and employee voice (or: \u2018e-voice\u2019).<\/p>\n Wer zum Kurs beitragen m\u00f6chte ist aufgefordert, eine Zusammenfassung von f\u00fcnf Seiten elektronisch \u00fcber das Einreichungsportal der Zeitschrift Mangement Revue<\/a> bis zum 31. Januar 2020 hochzuladen.<\/p>\n Alle Beitragenden sind eingeladen, ihre ausgearbeiteten Aufs\u00e4tze zur Ver\u00f6ffentlichung in einem Sonderheft der Management Revue bis zum 31. August 2020 einzureichen. Das Erscheinen des Sonderheftes ist als Ausgabe 01\/2022 geplant.<\/p>\n Weitere Informationen:<\/p>\nKursbeschreibung<\/h3>\n
Einreichung<\/h3>\n