The Euro-Asia Management Studies Association’s (EAMSA) aims to explore the management and organisation of European-Asian business. We cordially invite scholars to discuss contemporary challenges to theory and practice of business in Europe, Asia, and their interplay.
The 36th EAMSA conference will also have a thematic stream. We wish to look at the effects of “shocks” on business. We turn to organisations in Europe and Asia and ask how they prepare for significant adversity and what they can do to shape the shifting world around us.
Vorarlberg, Austria, a region most responsive to economic and technological change, is a particularly fitting location for this challenging theme. Time and time again, Vorarlberg regained control amidst uncertainty as it managed to rethink the potential of its people and businesses.
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|Download||Call for Papers for the 2019 EAMSA Conference|
Deadline for paper submission: Friday 28 June 2019
Paper acceptance notification: Monday 12 August 2019
We will make a detailed programme available at least 10 days before the conference.
|Early Registration until 1 September|
|Late / Onsite Registration 2 September - 5 October|
*Registration automatically includes 1 year membership of EAMSA and subscription to ABM (4 issues).
Prof. Dr. Martin Fuchs
Professor of International Management at the University of Graz
Austrian Firms in East Asia: Uncertainty, Managerial Decision-Making, and Internationalization as an Evolutionary Process
In his seminal work, Frank Knight (1929) observed that ‘uncertainty’ and ‘risk’ are composite but separate factors in economic life. This distinction is not only relevant for international business theory, but also for international business practice: Uncertainty fundamentally affects management such that decision-making processes are often (though not always) ad hoc, erratic, and even emotional. The best way to capture decision-making then is to look at it as an essentially open evolutionary process. A comparison of Western (predominantly individualistic-oriented) and Asian (predominantly collective-oriented) approaches to decision-making offers insights into just how managers in companies cope with uncertainty over time. An analysis of selected decision-making processes of Western companies operating in East Asia provides first-hand evidence of the extent to which the internationalisation process are evolutionary, incremental and adaptive.
Prof. Dr. Manfred Fuchs, Professor of International Management at the University of Graz, studied economics and political science at the University of Vienna, University of Innsbruck and at the University of Hawaii at Manoa. He did extensive fieldwork in Malaysia, Thailand, and the Philippines, where he conducted fieldwork for his Ph.D. on “Causes of social unrest under the Martial Law Regime of Ferdinand Marcos”; he also conducted empirical research in Latin America and Papua New Guinea on the effects of large mining projects on the local economic and political environment. He also conducted empirical research about Sino Western Joint Ventures in China. Since 1995 he is at the University of Graz and since 2004 Adjunct Professor of International Management.
Prof. Dr. Martin Hoegl
LMU Munich, Institute for Leadership and Organization (ILO)
Bouncing back – if not beyond: Resilience and learning from failure
Prof. Dr. Martin Hoegl, LMU Munich, Institute for Leadership and Organization (ILO)
No company, team or individual always rushes from one success to the next. Significant setbacks are all but certain to occur and long-term success likely depends on just how one deals with such adversity. In the light of grand challenges, scholars’ and practitioners’ interest in resilience in the workplace has increased over the last decade. So far, research on resilience in organizations has primarily focused on the individual level of analysis. However, considering the importance of teamwork for organizations, a better understanding of resilience as a team level construct is highly needed. At the same time, technology start-ups praise the idea of ‘fail fast’ in a determined effort to frame setbacks as learning opportunities to be embraced, rather than avoided. Yet just how project teams learn from failure remains a highly relevant, albeit under-researched, phenomenon in Europe and worldwide.
Professor Martin Hoegl is Head of the Institute for Leadership and Organization at Ludwig-Maximilians-Univ. Munich. Before joining LMU Munich, Professor Hoegl served on the faculties of Washington State University (USA), Bocconi University (Milan, Italy) and WHU – Otto Beisheim School of Management (Vallendar, Germany). Moreover, Martin Hoegl held various visiting professorships, including the Kellogg School of Management (Northwestern Univ., USA), Curtin University (Perth, Australia) and the National Sun Yat-Sen University (Taiwan). He is an Affiliated Faculty Member of the WHU Center for Responsible Leadership.Professor Hoegl has extensive experience in working with executive audiences at various levels of seniority in Europe, North America, and Asia. He has conducted research projects with major companies worldwide. His work focuses on the following key areas of leadership:
Professor Hoegl has published in leading international journals including the Academy of Management Journal, Decision Sciences, Human Relations, Human Resource Management, Journal of Business Ethics, Journal of International Business Studies, Journal of Management, Journal of Management Studies, Journal of Organizational Behavior, Journal of Product Innovation Management, MIT Sloan Management Review, Organization Science, Research Policy, The Leadership Quarterly, and others.
Professor Hoegl has received multiple awards for teaching and research, including the MBA Best Teacher Award (from WHU part-time MBA students) and the Richard Beckhard Prize from the MIT Sloan Management Review for the article ‘How to manage virtual teams’.
Prof. Markus Pudelko
Director of the Department of International Business at Tübingen University School of Business and Economics.
Dealing with the unknown: Clash of fairness concepts between Chinese and German employees
Professor Based on an interview-based investigation of German and Chinese employees working in German companies in Germany and China, the keynote will show how fundamentally different fairness conceptions of German and Chinese employees are. As a consequence, when they start working together, conflicts arise, with each party accusing the respective other one of behaving unfairly. However, interaction processes also provide the opportunity for cultural identity negotiation and mutual learning processes. As a result, through iterative action-reaction processes, Chinese and German employees can negotiate an approximation of previously more distinct fairness perceptions, ultimately leading to a partially shared understanding of fairness and ultimately higher performance outcomes. The talk will also present a series of personal and contextual factors, which affect the cultural identity negotiation in a way that the development of shared fairness perceptions is either facilitated or impaired.
Short Bio – Prof Markus Pudelko
Professor Markus Pudelko is Director of the Department of International Business at Tübingen University School of Business and Economics. He earned Master degrees in Business Studies (University of Cologne), Economics (Sorbonne University) and International Management (Community of European Management Schools - CEMS) and a PhD (University of Cologne).
Before joining Tübingen University, he worked for eight years for the University of Edinburgh Business School. For longer-term research purposes he visits frequently other universities, such as Columbia University, Doshisha University, Dubai University, Fudan University, Korea University, Melbourne University, Peking University, Sophia University, Sydney University and Waseda University.
His current research is on headquarters-subsidiary relationships, multinational teams, the impact of language on international business, trust, international HRM, Chinese and Japanese management and cross-cultural management. He has published on these topics in books, book chapters and journals such as Academy of Management Journal, Journal of International Business Studies, Human Resource Management, Leadership Quarterly, Long Range Planning and Journal of World Business. He received several research awards, among others by the Academy of Management and the Academy of International Business.
studied geology, mineralogy, geography, philosophy, history and art history at the University of Innsbruck
Vorarlberg “Then” and “Now”: How a region has faced up to significant adversity.
Vorarlberg today is among the top performers of the European economies. This has, however, not always been the case. Not long ago, the region was impoverished, characterised by emigration and agriculture. This talk offers insights into how this region has been able to continuously adjust to significant adversity.
Historic ruptures are particularly useful for the exploration Vorarlberg’s path to regional resilience: The 19th century saw the rise of a monopolistic cotton industry, the Austrian protective tariff policy and the region’s connection to the European rail network. During the 20th century a severe economic depression (caused by the First World War), the involvement in the National Socialist German armaments industry (and, connected to this, the development of the electrical and machinery industry) shaped the fortunes of Vorarlberg. More recently, the region had to find ways to deal with the slow demise of its textile industry.
When we step back and reflect on the region’s ability to rebound from economic hardships ‘then’ and ‘now’, three factors arguably stand out: (i) Vorarlberg’s open-minded and hard-working population; (ii) the innovative spirit of its capitalist entrepreneurs; and (iii) the emphasis on social partnerships.
Gerhard Wanner studied geology, mineralogy, geography, philosophy, history and art history at the University of Innsbruck. He received his doctorate and habilitation in contemporary European history. He has broad international teaching experience including universities and colleges in Innsbruck, Salzburg, Ekaterinburg (Russia) and Pécs (Pécs-Hungary). In Vorarlberg, he has taught at the University of Education Vorarlberg, at the University of Applied Sciences Vorarlberg and the Security Academy of the Ministry of Interior. His research focusses on the Economic and Social History, with more than 230 publications.
Vorarlberg lies in the far west of Austria and has borders with three countries: Switzerland, Germany and Liechtenstein. The region sits between three of the world’s most liveable cities: Zurich, Munich and Vienna are easily accessible by plane and train. The Lake Constance region and the Rhine Valley have a long tradition of trade, immigration, and innovation.
The Euro-Asia Management Studies Association is a platform for scholarly exchange on economic and management issues. Annual conferences, held alternately in Europe and Asia, bring together researchers and business executives who discuss their research and experiences, exchange ideas, and establish collaborative networks. The mission of EAMSA is to:
EAMSA today has about 200 members in 30 different countries around the world. Roughly half of the members are from Asian countries. Members include scholars from leading academic institutions as well executives, business consultants, researchers and PhD students.
FH Dornbirn is within easy international reach. Please find further details here:
The world-famous Munich Beer Festival “Oktoberfest” will take place from Saturday 21st September to Sunday 6th October 2019. Should you decide to come to us via Munich Airport, a short stopover might add even further value to your trip to Europe.
How to get to conference venue
350 m (5 minutes walking distance)
350 m (5 minutes walking distance)
050 1214 1390
Citybus 5 minutes
Pension zum Loewen
800m (10 minutes walking distance)