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Conference tracks

We invite extended abstracts on the following themes to be submitted via the ‘Submit Paper’ link at the bottom of this page. Please refer to and comply with the Author Guidelines when formatting and submitting extended abstracts. It is important that you keep to the important Conference deadlines, especially the paper submission deadline which is 5pm (Australian Eastern Standard Time) on 30 August 2019. Submissions after this deadline will not be accepted for peer-review.

Democratic Governance

Papers in this Track will address challenges to governance in the region such as diminishing resources, political instability, and prioritising welfare and economic growth.

Examples of questions covered in this Track include: How do small countries develop and maintain their systems of good governance in a climate of “big power” pressure, intra-regionally beneficial economic collaborations, inducement to accept investment, and interventions claiming to be positive?

What are the key issues relating to transparency and rule of law and how might these be positively addressed? In the face of a range of demands and pressures, how do governments develop and/or maintain their accountability to their people as citizen expectations become more complex and more insistent?

TRACK CHAIRS

  • Dr WA Wijewardena, Former Deputy Governor, Central Bank of Sri Lanka (waw1949@gmail.com)
  • Dr Willy McCourt, University of Manchester, UK
  • Professor Sampath Amaratunge, University of Sri Jayewardenepura, Sri Lanka

Entrepreneurship

Papers in this Track will address questions such as: What factors influence the success of micro-entrepreneurs in the informal sector? What factors influence the growth of microenterprises and their entry into the formal sector?

What are the main issues faced by women entrepreneurs in starting and developing their businesses and how might they be supported through government policies? What is the role of social entrepreneurship in empowering rural entrepreneurs for greater social and economic development?

How might small and medium-size enterprises from emerging economies become internationally competitive and enter into the global value chain?

TRACK CHAIRS

  • Professor Alex Newman, Deakin University (a.newman@deakin.edu.au)
  • Associate Professor Tui McKeown, Monash Business School
  • Dr M D Pushpakumari, University of Sri Jayewardenepura, Sri Lanka

Disaster Management

The region remains very susceptible to natural disasters and is constantly challenged to develop effective responses. Papers in this Track will report on recent initiatives and examples that illustrate 'best practice' in disaster avoidance and management.

For example, are there lessons in disaster preparedness, such as the cave rescue of 12 boys and their coach in Thailand, that point in the direction of increased international and regional cooperation and coordination?

TRACK CHAIRS

  • Professor Dilanthi Amaratunga, Head, Global Disaster Resilience Centre, UK (D.Amaratunga@hud.ac.uk)
  • Professor J. Edirisingha, University of Sri Jayewardenepura, Sri Lanka

Human Resource Management

One of the major preoccupations in emerging economies is skills development for economic transformation, firm level productivity, and individual economic participation in the formal and informal sectors. How can skills be developed and people managed, particularly in the context of technological change?

There are many questions that deserve further investigation. For example, what are current challenges and prospects in skill requirements and development in both institutions and organisations in the region? How do skill requirements and development mesh with capacity in the public, private, formal and informal sectors? What’s the role of human resource management (HRM) in the process of innovation and knowledge transformation? How can HRM facilitate such a transformation process?

TRACK CHAIRS

  • Professor Cherrie Zhu, Monash Business School, Australia (Cherrie.Zhu@monash.edu)
  • Professor Rowena Barrett, Queensland University of Technology, Australia
  • Professor HDNP Opatha, University of Sri Jayewardenepura, Sri Lanka

Managing Sustainable Organisations

The Millennium Development Goals have been moving towards concerns about sustainability, resulting in an agenda of Sustainable Development Goals (SDGs). Papers in this Track will address questions such as: What progress is being made toward these goals, and do they provide a means of drawing together some or all of the themes above but with longer-term focus on embedding sustainability in economies and societies? The range of 17 Goals outlined by UNDP are closely related to the proposed broad themes of this Conference.

TRACK CHAIRS

  • Professor Felix Mavondo, Monash Business School, Australia (Felix.Mavondo@monash.edu)
  • Professor Priyan Mendis, University of Melbourne, Australia
  • Professor KD Gunawardena, University of Sri Jayewardenepura, Sri Lanka

Supply Chain Management

Supply chain management (SCM) has become important strategic activities for firms to create and deliver value to customers through networks which involve interconnected players.

With the emergence of new (both production and information) technologies, firms need to answer a number of critical questions: How do these new technologies bring changes in SCM models and activities? How can firms strategically employ the new technologies as leverage for enhancing value creation and delivery? How can firms harmonise the compatibility of technologies among different players in the network to ensure the SCM effectiveness?

In this Track, we welcome both empirical and conceptual papers and case studies that address the following (but not limited to these) sub-themes:

  • the challenges of developing effective supply chains in emerging economies;
  • the skills and competences needed for effective SCM;
  • empowering Small and Medium Enterprises to participate in SCM;
  • governance and structural issues in improving SCM;
  • the role of government (national, regional and local) in supporting and enhancing supply chains;
  • effective SCM practices in developed economies that could be applied to emerging economies;
  • developing sustainable supply chains that promote win-win outcomes for most member;
  • and the role of effective supply chains in international markets.

TRACK CHAIRS

  • Professor Daniel Prajogo, Monash Business School, Australia (Daniel.Prajogo@monash.edu)
  • Professor Véronique Ambrosini, Monash Business School, Australia
  • Dr STWS Yapa, University of Sri Jayewardenepura, Sri Lanka

Organisation Studies

Organisations today face many formal and informal challenges and opportunities in the form of increasing diversity, changing work arrangements, the rise of gig work, and rapid digitisation of workplaces.

Context-specific dynamics surrounding gender, history, culture and community play a significant role in how these changes play out at an individual, organisational or institutional level.

In this Track, we invite both empirical and conceptual papers that explore how these changes affect organisations in emerging economies.

Contributions may address a range of questions including: How do individuals or organisations negotiate and manage these changes in their day-to-day practices? How do concepts of sustainability and development compare and contrast at a local or national level? What skills, competencies and relationships are required to meet these changes? Are there lessons to be learned from success stories in emerging economies?

TRACK CHAIRS

  • Professor Julie Wolfram Cox, Monash Business School, Australia (Julie.Wolfram.Cox@monash.edu)
  • Dr Candy Lu, Macquarie University, Australia
  • Professor Kathleen Riach, Monash Business School, Australia
  • Professor Gavin Jack, Monash Business School, Australia
  • Dr PDHD Gunathilaka, University of Sri Jayewardenepura, Sri Lanka

Ethical Organisations

Ethics and ethical culture within organisations are critical for good governance and a sound business sector in the context of growing inequality and global societal upheavals. However, conditions of constituting ethical organisations intersect with the flexibility in norms and regulations at the national level, which are often shaped by arguments in favour of self-regulation of the corporate sector.

Papers in this Track will answer questions such as: How does the interaction of states, the corporate sector and civil society organisations shape the ethical conduct of business? How can businesses promote greater ethical conduct? What alternative forms of organisation or organising exist or can be created? How might these create /ensure sustainable organisations in current social and political spaces?

How can learnings be shared among organisations and involved actors located in developed and emerging economies? What new conceptualisations of ethical and sustainable organisations are necessitated by ongoing racially based politics in the context of inequality and global movements of people and resources? What possibilities exist to increase voice of the marginalised actors in business governance?

TRACK CHAIRS

  • Associate Professor Michelle Greenwood, Monash Business School, Australia (Michelle.Greenwood@monash.edu)
  • Dr Fahreen Alamgir, Lecturer, Monash Business School, Australia
  • Associate Professor Hari Bapuji, University of Melbourne, Australia

Health Policy and Healthcare Management

Given demographic and epidemiological transition and reflecting the SDG commitments, moving towards Universal Health Coverage (UHC) is a critical goal for all countries. Universal Health Coverage when broadly defined ensures that all people have access to all types of healthcare that they need, of sufficient quality and effectiveness, and that they do so without suffering financial hardship. This imposes many challenges on healthcare systems in emerging economies, ranging from planning, financing and provision to implementation, monitoring and governance. Papers in this Track will look at the lessons that can be learned from the experience of countries around the globe. What are the possible ‘best practices’ or approaches? How do resource constraints and cultural specificities affect choice of models? What innovations could be introduced to expand coverage and achieve UHC in emerging economies like Sri Lanka?

TRACK CHAIRS

  • Professor Brett Inder, Monash University, Australia (Brett.Inder@monash.edu)
  • Professor Surangi Yasawardena,  University of Sri Jayewardenepura, Sri Lanka
  • Dr Sisira Kumara, University of Sri Jayewardenepura, Sri Lanka

Spirituality and Management

According to transpersonal psychologists, our ordinary state of consciousness that we call ‘normal’ is ‘limited’ and sub-optimal, and we are yet to realize the full potential that we have inherited as humans. This state of realizing full human potential and becoming who we really are is called attaining 'psycho-spiritual maturity or spirituality'. All religions provide different pathways to attain this goal. There are many non-religious pathways as well.  As we grow spiritually, we experience an increased sense of connection to other human beings and nature, and become happier, more compassionate and altruistic, and have a wider sense of perspective and live a more authentic life. Evidence suggests that spiritual growth is the ultimate purpose of our life as humans and we are biologically designed to achieve this goal.

The attributes we develop as we grow spiritually positively affect our personal, societal and professional life. Therefore, the significance of integrating spirituality into education, training and to workplaces is now widely recognized. Since the early 1990s, the number of courses on spirituality in universities and corporate training programs as well as the number of publications on spirituality have increased. Research-based publications have demonstrated the benefits of integrating spirituality into business organizations and workplaces with findings suggesting that integrating spirituality into the workplace enhances work performance, work satisfaction, productivity, quality, employee retention and finally, profits. Thus the purpose of this Track is to introduce spirituality to management academics and corporate managers and create an awareness of the significance of integrating spirituality into management. We invite conceptual and empirical papers examining spirituality and management. Possible questions to address can be antecedents and outcomes of spirituality within work environments, examining spirituality at the individual, team and organizational levels, and how to foster spirituality at work.

TRACK CHAIRS

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