ECMLG 2012 Home
   Call for Papers
   Submission Guide
   Abstract Submission
   Abstracts Selected
   Practical Information
   Proceedings 2011
   ECMLG Past & Future
   About ACI
   Academic Bookshop
ECMLG 2012
8-9 November, Pafos, Cyprus
Home >> ECMLG >> ECMLG 2012 >> Call for Papers
WWW ACI   At a glance Calendar RSS Feed Contact us

Call for Papers, Posters, Round Table Proposals, Practitioner Contributions and Product Demonstrations

(conference venue is the Coral Beach Hotel & Resort.)




The Conference offers an opportunity for scholars and practitioners interested in the issues related to Management, Leadership, and Governance to share their thinking and research findings. These fields of study are broadly described as including issues related to the management of the organisations’ resources, the interface between senior management and the formal governance of the organisation. This Conference provides a forum for discussion, collaboration and intellectual exchange for all those interested in any of these fields of research or practice.

The conference committee welcomes contributions on a wide range of topics using a range of scholarly approaches including theoretical and empirical papers employing qualitative, quantitative and critical methods. Action research, case studies and work-in-progress/posters are welcomed approaches. PhD Research, proposals for roundtable discussions, non-academic contributions and product demonstrations based on the main themes are also invited. You can find full details in the submission types document (.pdf format).

Publication Opportunity
Papers accepted for the conference will be published in the conference proceedings, subject to author registration.  You can see details of the proceedings accreditations by clicking on the star to the right.

In addition to the main conference topics below, submissions are invited to three mini tracks: Entrepreneurial Leadership – “Even a Giant Can Learn to Run"
, chaired by Professor Philip Dover of Babson College, USA; Corporate Governance and Accounting, chaired by Prof. Dr. Niculae Felegea of the Academy of Economic Studies, Romania; Corporate Governance Impacts on Business Performance – Inside the “Black Box”, chaired by Dr James Lockhart of the College of Business, Massey University, New Zealand; Ethical, Servant, Spiritual and Authentic Leadership, chaired by Associate Professor John Politis of Neapolis University Pafos, Cyprus and Human Resource Management: Challenges and Science-based Practices, chaired by Assistant Professor Monica Zaharie of the Faculty of Economics and Business Administration, Babes-Bolyai University, Romania.

Submission details are given below. Possible topics include, but are not limited to:-

§       Corporate Governance in Emerging Economies

§       Core competencies for employees, especially graduates in relation to gender, occupation and industry

§       Interferences of communication in enterprises, institutions and social organisations

§       Perspectives and directions for professional development against the background of the economic situation in the local market and the world

§       The relationship between leadership, innovation and entrepreneurship

§       The role of leadership and entrepreneurship during times of economic crisis

§       Leadership challenges faced by the 21st century entrepreneurs

§       The relationship between leadership and Enterprise Systems (ES)

§       Gender and Leadership

§       IT Leadership

§       Work-Life balance

§       Management and bureaucracy

§       Public Service leadership

§       The role of the board of directors and the strategic dimension of ES

§       The power and influence of management versus leadership

§       Disclosure, transparency and the use of ES

§       Asymmetry of information and the exploitation of ES

§       Business finance

§       e-Business integration

§       Leadership for sustainability

§       From the CIO to the CKO and/or CTO roles in the organization

§       Boards and Decisions Making

§       Sales-Marketing balance

§       Corporate governance in different countries

§       Marketing

§       Development in corporate governance codes

§       Leadership and operations management

§       Corporate governance and firm value for IPOs

§       Project management

§       Legal aspects of corporate governance

§       Corporate performance

§       Business transformation

§       Leadership and management styles

§       Differences between leadership and management

§       Emotional intelligence

§       HR management and strategies

§       Strategic thinking

§       Education and human development in management

§       Organisation culture

§       Marketing in management

§       Legal regulations and their influence on changes of companies strategies

§       Finance systems and their influence on companies strategies

§       The labour market, qualifications, structure of work resources and cultural conditions of companies strategies

§       Foundations of creating, modifying and changing strategies of companies development

§       Analysis of market centres management

§       Corporate governance development and responsibility

§       Regional experiences in management

§       Regional policy versus companies development

§       International relationships in management

§       Information and communications systems in management

§       Logistics systems in management

§       Timetabling in management

§       Change management

§       Social communications in management

§       Competitions in marketing

§       Market oriented corporate governance

§       Social Capital

§       The nature of IS governance

§       Developing strategic leadership capabilities

§       Sustainable IS leadership

§       Interfacing IS governance with corporate governance

§       Corporate politics in and around the IS function

§       Types of IS leadership and governance

§       Critical success factors for a CIO

§       The relationship between the CIO and the CEO

§       Creating sustainable IS leadership

§       Measuring the performance of the CIO

§       Career development for IS leadership

§       Corporate Social Responsibility

§       Bridging the stove pipe mind-set

§       Sustaining leadership in the changing world of IS

§       Impact of non-IS executives on IT effectiveness

§       IS technological leadership

§       External market pressures on the CIO

§       How the intensity of IS usage effects the CIO role

§       Justifying IT Investments at Boardroom level

§       Best practices in IS technological leadership

§       The influence of non-IS executive use of IT on a firm’s performance

§       Effect of the board of directors and shareholders on IT policy

§       Outsourcing the CIO

§       Influence of mergers and acquisitions on IT

§       Corporate Governance practices and the role of chief Information Office

§       Ethical dilemmas and IS

§       Ethics in the workplace, loyalty and new values in marketing

§       Can parallels be drawn between the leadership and entrepreneurship fields?

§       Are main stream leadership styles prerequisites of entrepreneurial behaviour?

§       Can leadership enhance entrepreneurial activity during times of financial turbulence?

§       Can the life cycle stages of leadership be extrapolated to the entrepreneurship construct or domain?

§       What are the leadership challenges faced by the 21st century entrepreneurs?

§       Can we integrate leadership and entrepreneurship studies?

§       What relationships exist between different leadership styles and the dimensions of innovativeness, risk-taking, and proactiveness (entrepreneurship constructs)?

§       Is the underlying concept of entrepreneurship adequately captured by the main stream dimensions of innovativeness, taking, and proactiveness?

§       What is the link between the leadership qualities of entrepreneurs and sustained competitive advantage of their enterprises?

§       Knowledge management, competitions and motivation systems versus companies development

§       Science and technology, innovation, industrial policy and creation of business versus strategies of company development

§       The conflicts occurring in enterprises, institutions and social organizations – and their solutions

Read the submission guidelines

Download the main call for papers in .pdf format

Mini Track Call for Papers: Entrepreneurial Leadership – “Even a Giant Can Learn to Run”

Track Chair: Professor Philip Dover, Babson College, USA

Much of the study of business innovation focuses on start-ups and entrepreneurs. Consequently, it is often assumed that little start-ups are creative and big firms are slow and bureaucratic. But this is a gross oversimplification as we can argue that today’s economy often favours big companies over small ones. For example, economic growth is driven increasingly by huge ecosystems such as the ones clustering around Apple’s iPhone or Google’s Android operating system. Similarly, globalization puts a greater premium on size than ever before. How then can we assess the large (or at least high growth) companies on the dimension of entrepreneurial proclivity? Tushman notes that “great leaders navigate the tensions between new innovations and core products from the C-suite – they don’t leave the battle to their middle managers.” We would welcome papers that provide conceptual or pragmatic frameworks on why innovative leaders succeed in fast growth/fast changing environments while other senior executives slip into bureaucratic stagnation. We would also be interested to learn of research methodologies that help measure the DNA of such entrepreneurial leaders. Examples from both the for-profit and non-profit areas would be considered as would ideas from practitioners and applied academics.

Topics invited for consideration include, but are not limited to, the following:

  • Facilitating entrepreneurship in the larger organization
  • Leadership role in stimulating/managing innovation
  • Can entrepreneurship be learned – nature vs. nurture?
  • What are the traits/capabilities of an entrepreneurial leader?
  • Measures for assessing entrepreneurial proclivity in a leader and his/her company
  • Case studies of successful/unsuccessful entrepreneurial/innovative leadership


Philip Dover

Mini Track Call for Papers: Corporate Governance and Accounting

Track Chair: Professor Dr. Niculae Feleaga, Academy of Economic Studies, Bucharest, Romania

mini-track aims to attract researchers looking at how corporate governance interacts with financial accounting. Empirical and theoretical contributions on the connection between accounting and corporate governance are welcome from a wide range of perspectives, including organizational theory, economics, sociology, behavioural sciences and historical investigation.

Papers are encouraged from academics, students and practitioners interested or involved in aspects of governance and accounting.

Topics can include, but are not limited to, the following:

  • The role of accounting as an efficient mechanism of corporate governance
  • The connection between accounting and corporate governance inside the enterprise
  • The interaction between the financial reporting system and the choices made by directors regarding the governance system
  • How do the directors and officers use accounting information in the decision-making process?
  • The impact of international accounting convergence on systems of corporate governance
  • The impact of environmental and social reporting on the improvement of corporate governance


Niculae Feleaga

Mini Track Call for Papers: Corporate Governance Impacts on Business Performance – Inside the ‘Black Box’

Track Chair: Dr James Lockhart, College of Business, Massey University, New Zealand

The relationship between corporate governance – the board - and subsequent business performance has yet to be consistently established.  Examinations of the relationship between structural attributes of boards and performance using large data sets have produced mixed results.  The emergence of ‘black box’ research, whereby empirical examinations of board behaviour are conducted in the board room, is beginning to shed light on such causality.  This mini track provides an opportunity for researchers and practitioners focusing on governance performance causation to contribute to that learning.

Over the last two years ECMLG has attracted a group of researchers exploring governance-performance causation.  Both empirical and theoretical contributions focusing on the ‘Black Box’ are invited, as are the results of longitudinal or multiple case research.  Preferred topics include, but are not limited to:

  • Empirical studies and observations of boards
  • Theoretical explanations of boardroom decision making
  • Examinations of board failures
  • Methodological contributions to ‘Black Box’ research
  • Examinations of board-performance relationships and causality
  • Overcoming the omnipresent access problem


James Lockhart

Mini Track Call for Papers: Ethical, Servant, Spiritual and Authentic Leadership

Track Chair: Associate Professor John Politis, Neapolis University Pafos, Cyprus

Unethical practice seems to be acceptable and even legitimate as evidenced by top executives from organisations such as Enron, Global Grossing, Siemens, Qwest, Scandia, Tyco International, and WorldCom, who have been found to be involved in unethical activities (Carson, 2003, Flanagan, 2003). Thus, the interest in ethical leadership and the influence of leader values and integrity have been growing rapidly and several theories describing ethical leadership have emerged. These theories include servant leadership, spiritual leadership, authentic leadership as well as ethical leadership.

To increase knowledge in the contemporary leadership field, scholarly and practical context papers aimed at debating the following suggested (but not limited to) questions are invited to this mini track:

  • Which of the ethical leadership theories determines and explains effective leadership?
  • What leader’s actions encourage ethical behaviour and discourage unethical behaviour?
  • Why is it so difficult to evaluate ethics and morality for individual leaders?
  • Can unethical behaviour occur for leaders who possess proper values and integrity?
  • Can leaders’ ethical behaviour increase or hinder organisational performance?
  • What is the impact of leaders’ unethical behaviour in the environment and the society at large?
  • What are the benefits/costs of ethical, servant, spiritual and authentic leadership?
  • Does ethical/unethical leadership create an organisational competitive advantage?
  • Other related topics.


John Politis

Mini Track Call for Papers: Human Resource Management: Challenges and Science Based Practices

Track Chair: Assistant Professor Monica Zaharie, Faculty of Economics and Business Administration, Babes-Bolyai University, Romania

A growing emphasis is put on HRM in organizations. Both academic staff and practitioners are interested in identifying strategies which enhance the value of the human capital in organizations. Notwithstanding existing practices such as more efficient recruitment methods, competency based selection procedures, training programs, performance management practices, or motivational strategies, organizations are constantly searching for innovative but scientifically demonstrated ideas which can increase labor productivity. There is also still a great need for scientific based research results which either support or counter argue the common sense assumptions regarding human resources practices. This mini-track creates an opportunity for academics and researchers to present their findings and, at the same time, share evidence based HR practices.

Topics to be debated include, but are not limited to:

     Competency based employee recruitment and selection

     Developing human capital: fostering talent in organizations

     How to increase employees’ motivation and job satisfaction? 

     Performance management: challenges and evidence based solutions

     Best practices or MythBusters in HR?

     Reaching peak organizational performance: metrics to measure HR contribution


Monica Zaharie

Participants will be asked to vote for the best poster and a prize will be given for the poster receiving the highest number of votes. Additionally a prize will be awarded to the best PhD paper presented at the conference.



All submission types require an abstract in the first instance. Abstracts should be a minimum of 300 and no more than 500 words including up to five keywords and keyphrases to be received by 20 April 2012. (extended until 4 May 2012) Please read the online guidelines.


Submissions should be made via the online form. Please ensure that all required fields are completed. Abstracts must include the proposed title for the paper, the full names (first name and surname, not initials); postal addresses and email addresses of all authors and a telephone number for at least one contact author. Please indicate clearly if the contact author is not the lead author and select the appropriate submission track.

Full paper:

Only required for academic submissions to main conference streams once the abstract has been selected and not to be more than 5,000 words including abstract, keywords and references (the Harvard referencing rules need to be followed). Submission date will be no later than 8 June 2012. Papers should be submitted as .doc or .rtf file attachments by email to the Conference Manager, Charlotte Hall with the paper submission checklist and copyright form.

A prize will be awarded to the best PhD paper and best Poster

Important information

  • The selection panel of the conference committee will consider all abstracts received by the submission deadline to ensure that the proposed paper is relevant to the Conference.
  • The authors of abstracts that describe a relevant paper will receive a notification of abstract acceptance.
  • All full papers will be double-blind reviewed by members of the conference committee to ensure an adequate standard, that the proposed subject of their abstract has been followed, that the paper is of a suitable length, the standard of English is adequate and the paper is appropriately referenced.
  • For authors whose first language is not English we request that you have your work proof read prior to submission by a native English speaker (or at least a fluent English speaker). Papers can be rejected due to a poor standard of English.
  • Papers that are accepted will be published in the conference proceedings providing at least one author registers and presents the work at the Conference (see the registration section of the conference website for more information about registration).
  • Due to the large number of papers expected for this conference, the committee the committee prefers that an author presents only one paper. However, if multiple papers are accepted for presentation, each paper requires a separate registration fee. Author registration and payment must be completed by 5 October 2012.

Important dates

Abstract submission deadline:

20 April 2012

  Now closed

Notification of abstract acceptance:

27 April 2012


Full paper due for review:

8 June 2012


Notification of paper acceptance (with any changes):

17 August 2012


Earlybird registration closes:

31 August 2012

  Now closed

Final paper due (with any changes):

14 September 2012


Final author registration and payment date:

5 October 2012



  Last updated 14 October 2012

Academic Conferences Limited - Curtis Farm, Kidmore End, Nr Reading, RG4 9AY, England - Tel: +44 (0)1189 724148 - Fax: +44 (0)1189 724691
eMail: Copyright 2010 Academic Conferences Limited - registered in England - No: 4719488 - VAT No: 812 5386 38