The RIPCO 2019 annual research day will focus on emerging trends in organizational behavior research.

Contributions on Neuroscience and Organizational Behavior, Humanistic Management, Emotional Intelligence (EI), Artificial Intelligence and the Workplace, Time and Organizational Studies and Other OB topics, but not limited to those themes, are particularly expected. This list of emerging trends can be explored using different angles. Research papers venturing on those emerging themes are then expected, but should not neglect a mandatory scientific approach, in order to nurture research in the field of organizational behavior.

The 2019 annual research day will also be the opportunity to celebrate the 25th anniversary of RIPCO through a ceremony to reward the best articles of the journal, which will be re-published into a special issue.

Insights from cognitive neuroscience have the potential to advance management research and devise new research questions (Becker & Cropanzano, 2010; Hills, 2012; Lindebaum, 2016; McDonald & Tang, 2014).  However, neuroscientific findings and the models they have generated remain largely unknown in most disciplines devoted to predicting human behavior. In addition, the basic building blocks of social science theories are often inconsistent with neuroscientific evidence. Understanding could also be enhanced through incorporation of complexity science and systems dynamics, which provide a more integrated, albeit more difficult to research, set of approaches to phenomena than the more mechanistic, fragmented approaches more common today. Some organizational behavior scholars have suggested that a new, biologically rooted subfield be created to understand the primary causes of behavior in organizations through the mapping of neural mechanisms (Becker et al., 2011; Lee et al., 2012). Others have suggested that there is a need to integrate research on neuroscience, management, and psychology so that better understanding of decision-making processes can be gained (e.g., Laureiro-Martínez, Brusoni & Zollo, 2010).

Humanistic Management has been developed as a distinct perspective on management where the focus is on the human being and underlying dynamics of care and dignity (Pirson, 2017a).  It aims to create a more balanced relationship between objects that can be exchanged in markets as well as less tangible items related to promoting the flourishing of human beings (Pirson, 2017b). Therefore, humanistic management as a discipline highlights who we are as human beings, as at the heart of this humanistic management, approach lies a concern for the respect for the dignity and humanity of employees, customers, and anyone else affected by the company’s actions (Pirson, 2017a). While the extant humanistic management literature has focused on how organizations can be structured and managed to maximize outcomes that would benefit individuals and communities, the analysis and procedures at the human interaction level have received little attention. OB research could help address this gap by introducing its focus on the human interaction as a level of analysis.

Emotional intelligence has emerged as a topic of interest in the organizational behavior field as well.  Managers, organizational leaders, and employees alike, are challenged to manage affect among intra-organizational stakeholders.  Workplace relationships are charged with emotional components that are often difficult to detect and manage. Affect can influence work tasks, employer-employee relationships, productivity, and workplace satisfaction.  The OB field continues to try to understand how emotions and cognition interact and how emotions moderate workplace behavior.  Thus, this important area focuses on the detection and proper management of employee emotions for the sustained competitive advantage of the organization. 

Advances in technology (e.g., artificial intelligence, blockchain, technology acceleration, privacy in social media platforms, “big data”) have rapidly outstripped our ability to develop relevant ethical and corporate social responsibility frameworks to guide organizational policies and, by extension, managerial and employee behavior.  Likewise, the role that universities can play in shaping such policies is underdeveloped and in dire need of additional research. This track seeks to advance our understanding of the way artificial intelligence and technology impact business, society and human flourishing. Submissions should attempt to offer a set of frameworks that business managers can employ to help them develop policy guidance regarding the ethical use and application of advanced technologies.

Time is a complex phenomenon that has either been taken-for-granted in the OB literature, or avoided altogether, possibly due to fleeting and ephemeral nature of the concept of time and its measurement (Pettigrew, Woodman, & Cameron, 2001). Exploring this research perspective of time is consequential to management research as it offers the opportunity to improve the human condition within organization and society (Aken & Romme, 2009), by investigating the possibilities for managers to influence the causes of rhythms of time in organizations. The fertility of this research approach seems to be evident. On one hand, it helps managers to clearly distinguish the time phenomena linked to change of speed from those linked to change of rhythm; and on the other hand, with its focus on the causes of rhythm, it allows researchers to develop proactive organizational processes.

In this final track, we invite scholars to submit original work addressing other related organizational behavior topics not captured by the other stated tracks.  As RIPCO is a journal that promotes impactful research in OB, this track seeks submissions that move forward research in topics within the organizational behavior domain.  Papers can focus on micro, macro or meso-level work in OB that focuses on research in decision-making, workplace behavior, groups and teams, organizational structure and design, motivation, leadership, conflict management, stress, organizational communication, and related areas. Empirical or conceptual contributions are welcome.

• Becker, W. J., & Cropanzano, R. (2010). Organizational neuroscience: The promise and prospects of an emerging discipline. Journal of Organizational Behavior, 31(7), 1055-1059.
• Lindebaum, D. (2016). Critical essay: Building new management theories on sound data? The case of neuroscience. Human relations, 69(3), 537-550.
• Hills, J. (2012). Neuroscience and talent: How neuroscience can increase successful execution of talent strategy. Human Resource Management International Digest, 20(3), 34-37.
• Becker, W. J., Cropanzano, R., & Sanfey, A. G. (2011). Organizational neuroscience: Taking organizational theory inside the neural black box. Journal of Management, 37(4), 933-961.
• Lee, N., Senior, C., & Butler, M. J. (2012). The domain of organizational cognitive neuroscience: Theoretical and empirical challenges. Journal of Management, 38(4), 921-931.
• Laureiro-Martínez, D., Brusoni, S., & Zollo, M. (2010). The neuroscientific foundations of the exploration− exploitation dilemma. Journal of Neuroscience, Psychology, and Economics, 3(2), 95.
• Pirson, M. (2017). Humanistic management: Protecting dignity and promoting well-being. Cambridge University Press.
• Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of management journal, 44(4), 697-713.
• Van Aken, J. E., & Romme, G. (2009). Reinventing the future: adding design science to the repertoire of organization and management studies. Organization Management Journal, 6(1), 5-12.

Extended abstracts should not exceed 3-4  1,5-spaced pages.  They must describe the project through the prism of the chosen theme among those above. It should contain should contain the following information: background, problem statement, approach, main results, core conclusions, limitations and some core references.
The best communications will be selected and will be published into a RIPCO special issue. Both full texts in English and French have to abide by the eligibility conditions applied to a RIPCO article. Please visit ripco-online.com for more details.

Extended abstracts submission: September 30, 2019
Advisory board’s reply: October 30, 2019

AUDET Josée, Laval University Québec, Canada
BARTH Isabelle, EM Business School Strasbourg, France
BONNET Daniel, Université Jean-Moulin, Lyon, France
BONNET Marc, Iaelyon School of Management, France
BOURION Christian, ICN Business School Nancy, France
BOURNOIS Frank, ESCP Europe Paris, France
CHANUT Véronique, Univ. Paris II Panthéon-Assas, France
CORNET Annie, HEC Liège, Belgium
ENNAJI Mohamed, University of Rabat, Morocco
FILION Louis Jacques, HEC Montreal, Canada
GENDRON Corinne, Université du Québec Montréal, Canada
GUERY Loris, Université de Lorraine, France
GUIMARAES DA COSTA Nuno, ICN Business School, France
HAINARD François, University of Neuchâtel, Switzerland
IGALENS Jacques, Université Toulouse Capitole, France
JANCZAK Sergio, University of Western Ontario, Canada
JONKER Jan, Radboud University Nijmegen, Netherlands
KAJAMAA Anu, University of Helsinki, Finland
KAR Rabi Narayan, University of Delhi, India
LAROCHE Patrice, Université de Lorraine,  ESCP Europe , France
MADSEN Susan, Utah Valley University , United States
MCINTYRE John, Georgia Institute of Technology, United States
MOULIN Yves, Université de Lorraine, France
MUCCHIELLI Alex, University of Montpellier 3, France
NOËL Florent, IAE de Paris, France
PAILLE Pierre, University of Sherbrooke, Canada
PERSSON Sybille, ICN Business School, France
PETIT  André, University of Sherbrooke, Canada
PIGEYRE Frédérique, CNAM, Paris, France
PLANE Jean-Michel, Université Paul Valéry, Montpellier, France
POINT Sébastien, EM Strasbourg, France
RAPPIN Baptiste, ESM-IAE MetzUniv de Lorraine, France
ROJOT  Jacques, Université Panthéon-Assas, France
RUDAYA Elena, MGIMO-University, Russia
SAKALAKI Maria, University of Panteion-Athènes, Greece
SCHULZ  Klaus Peter, ICN Business School, France
SHARDLOW  Steven, University of Salford, United States
SHRIVASTAVA Paul, Concordia University, Canada
SROUFE Robert, Duquesne University, United States
TEHRANI Minoo, Roger Williams University, United States
THEVENET Maurice, CNAM - ESSEC, France
WASIELESKI David, Duquesne University Pittsburgh, United States
WINDISCHI Uli, University of Genève, Switzerland
ZERBIB Romain, ICD Business School, Toulouse, France