The Special Interest Group “Organizational Behaviour” (OB) encourages professional scholarship, dissemination of information, and fellowship among persons of similar academic and professional interest. The purpose of the OB SIG is to develop an ongoing and constructive dialogue among organizational behaviour scholars to conduct research that is relevant for management theory and practice in the contemporary world. The OB SIG aims at promoting research and networking interests in the individual and group behaviour in the organizational context by providing a wide-ranging, engaged and internationally focused forum to discuss and develop research and practice in the field.


SIG Chairs: 
Alessandro Hinna (University of Rome Tor Vergata, Italy) This email address is being protected from spambots. You need JavaScript enabled to view it.
Fabian Homberg (Bournemouth University, UK) This email address is being protected from spambots. You need JavaScript enabled to view it.
Zeynep Yalabik (University of Bath, UK) This email address is being protected from spambots. You need JavaScript enabled to view it. 
Ceyda Maden Eyiusta (Istanbul Kemerburgaz University) This email address is being protected from spambots. You need JavaScript enabled to view it. 

For more detail on each track, please download the related document. If you cannot see the whole text on any of the Excel pages, please double-click.


GT 09_00 Organizational Behaviour General Track

The OB General Track is open to all papers that broadly fall into the domain of Organizational Behaviour but are not covered by the various other tracks of the OB SIG. The Organizational Behaviour General Track is open to a variety of themes on both well-established topics and new streams of research in public, private and non-profit organizations, dealing with the study of attributes, processes, mechanism, behaviours, and outcomes within and between individual, interpersonal, group, and organizational levels of analysis.



ST 09 _01 Team Performance Management

Teams are multi-level and dynamic (socio-technical) systems and modern organizations extensively rely on teams to perform a variety of tasks. This track is a forum for presenting and discussing state of the art team-related research. We welcome papers that study individuals in teams (multiple-team membership, individual performance as influenced by team dynamics), teams as units (dynamic views on team processes, antecedents and consequences of team performance, team emergent states, team design and training, empirically supported team interventions, virtual teams) as well as the inter-team dynamics in larger social systems (multi-team systems, teamwork implementation in organizations, intergroup collaboration and conflict).

ST 09_02 Human Resources Management

Several social and economic changes have affected the growth of the HRM. Human resources have become crucial to organizational success in most industries and the increasing importance of intangible resources has highlighted firms' human capital as a central element of strategy. Promoting research development on substantive and methodological topics in the field of HRM is therefore of foremost importance.

The track will address all topics falling within the broad domain of HRM, focusing on four major subfields of investigation: micro HRM, strategic HRM, international HRM, and agile HRM for SMEs.

Empirical studies, theoretical contributions and interdisciplinary research are welcome.



T09_04 Work Motivation, Leadership and Trust: Current Links and Challenges

Work motivation is a longstanding topic in organizational studies and several theories and constructs have been proposed to explain which factors compel individuals to initiate action, to work hard and sustain their effort. Moreover, job and work environment characteristics, national culture and the person-organization fit have been recognized as determinants that can play a significant role in generating motivation. Starting both from these premises and from the more recent approaches to the study of work motivation the track aims at exploring the relation of motivation to organizationally relevant antecedents and outcomes such as trust, leadership, goal-setting, and organizational justice.

T09_05 Organisational Cognition: Theories, Applications and Advancements

This track is designed to discuss different aspects of cognition research applied to and concerning organizations. We welcome diverse theoretical perspectives—e.g., computationalism and its opposite, social identity theory, mental representationalism and its critics, sensemaking—as well as different disciplinary traditions even if outside organizational behavior—e.g., cognitive psychology, social cognition, cognitive science, artificial intelligence. We do not want to be constrained by methodological grounds either: the track is open to qualitative, quantitative, and computational and mathematical simulation studies. We are especially open to studies that experiment with multi-methods, mixing qualitative and/or quantitative with simulation.

T09_06 Organizational Routines Excellence: Learning, Resilience and Sustainability Effects, Processes and Artifacts

Organizations are open systems operating under conditions of substantial turbulence, risk (known unknowns), and uncertainty (unknown unknowns) in which they seek to balance stability and coherence with flexibility and change in pursuit of higher levels of efficacy and strategic enterprise excellence. Enterprise excellence is a broad process and performance spectrum concept that is commonly associated with the business and performance excellence models and criteria. It is in this context that we encourage studies attempting to develop a theory of organizational routine excellence based on pillars that support integration of knowledge exploration and acquisition with subsequent exploitation. Effective exploration is driven by higher order learning processes along with the necessary organizational competences and related absorptive capacity to sense and interpret endogenous and exogenous events. In comparison, exploitation of such events – also known as knowledge arbitrage – demands possession and application of a companion set of organizational competences.