Join our EURAM 2016 Roundtables


We have prepared very exiting keynotes focused on cooperation, reserving a few surprises and plenty of time for discussion with the audience. They will take place on 1, 2 and 3 June just after our lunch and next to the restaurant.


June 1 - Orchestrating the Future of Management Education and Research in Europe - Moderator/ Panellist: Peter McKiernan (Strathclyde Business School, UK); Panellists:  Frédérique Alexandre- Bailly (ESCP Europe, France),John Bessant (University of Exeter Business School, UK),Thomas Durand (CNAM, France)  Anne –Wil Harzing (Middlesex University, UK) , Denise Rousseau (Carnegie Mellon University, US)
Europe has a rich history of management education and its legacy has informed the development of major sectors elsewhere e.g., North America. Its growth in the last 40 years has been significant and management has become the largest part of higher education in some countries e.g., the U.K. Despite this, there has been much criticism about the role and contribution of B-Schools in modern society, especially in the aftermath of the global financial crisis, when much blame was laid at their doors. A few initiatives on “Responsible Management Research and Education” emerged after negative evaluation of the narrow and selfish research focus and of the questionable Education practices in the domain.

So, what of the future? Many scholars believe that we are at a transformational point and that any orchestration of the future of B-Schools should be conducted by ourselves as academicians and not forced upon us by external agencies. Do we play the fiddle as Rome burns?



June 2 – Cooperating and Managing for Sustainable Development - Moderator/ Panellist: David Levy (University of Massachusetts, US); Panellists:  Steffen Böhm (University of Exeter, UK), Dima Jamali (American University of Beirut, Lebanon/ University of Southampton, UK)

In the run up to Paris COP21 in December 2015, several voluntary new corporate initiatives were announced to address climate change. COP21 itself relies primarily on voluntary national targets with only normative pressures for compliance. This panel will focus on the adequacy of existing CSR-style voluntary governance mechanisms and ‘deliberative democratic’ processes to address climate change and sustainable development more broadly.  Cooperative governance mechanisms that engage multiple stakeholders are often set within profound asymmetric power relations and interests: Large businesses and Western industrialized countries tend to have greater influence, while the voices of labour, women, countries of the global South, and other interests represented by civil society organizations are often marginalized. Similarly, our approach to sustainable consumption currently appears to depend on business-led voluntary “sharing economy” platforms such as Uber and AirBnB.

Our panel will examine the challenges and possibilities of collaborative governance mechanisms to address the social, environmental and economic dimensions of sustainable development, and their relevance for different issues and national contexts.



June 3 - Managing for Cooperation and Innovation - Moderator/Panellist: Armand Hatchuel (MINES ParisTech, France); Panellists: Jan Dul (Rotterdam School of Management, Erasmus University, Netherlands); Maria Elmquist (University of Chalmers, Sweden); Richard Whittington (University of Oxford, UK)

Innovation (be it technological, managerial or social) is now an important topic of management research and theory. In parallel, it is also a reflexive and critical issue about how new approaches or new methods emerge in the field. This roundtable organizes a conversation between these two perspectives. As a topic, the management of innovation has outlined new models of managing and organizing, as well as new forms of cooperation. Now, is the topic a simple subfield of general management theory or should it lead to a paradigm shift? History and research suggest that studying contemporary innovation requires, at least, rethinking major assumptions (social and cognitive ones) of management theory. Yet, paradigmatic changes in Management tend to follow different paths, depending especially on the level of rigidity of the professional structure of the domain; or on robust and convincing research designs. If innovation leads to a paradigmatic shift, what could be its academic trajectory? Can evidence-based research support such trajectory?