Multigenerational Challenges: integrating age into manAGEment and organisation 19–21 July 2013

Ashridge Business School Berkhamsted, near London, UK

Conference Chairs: Professor Carla Millar, Fellow Ashridge Business School and Professor at the University of TwenteDr. Vicki Culpin, Dean of Faculty, Ashridge Business SchoolPhilip Mix, Director of Ashridge Consulting

Call for Papers: AIRC3 submission deadline: 1 May 2013

Acceptance by: 31 May 2013; Early Bird fee till 21 June 2013

Special Issues of four peer reviewed journals - www.ashridge.org.uk/airc3

An intimate multidisciplinary international conference linking select academics and professionals

Businesses and organisations around the world are facing the challenges of employing a workforce that is ageing in a world that is ageing. Concerns of company leaders and managers in the western world have shifted from considering options for their own and their employees’ “early retirement” to the issue of at what age they will eventually be able to retire. Companies must address the issue of integrating fast-growing Generation Y populations who may be at work till the age of 67-70 into workforces led and managed by people with different life experiences. Many global and globalising leaders are simultaneously addressing both of these issues which present challenges for managers and the organisation, for career management, pensions, technological forecasting and innovation, public policy, education and training. This makes it timely and appropriate to gather the research and experiences of both academics and professional practitioners in this domain.

As its societies age, the world is undergoing a remarkable transformation, and its impact will ripple through all sectors of the global economy. In the West, leadership and management of an increasingly ageing workforce will pose new challenges for managers and management education, and

to the pace, structures and working practices of their organisations. To date, there has been little or no substantive research on the impact of these demographic changes on the practice of management, or the implications for the next generation of its leaders and managers.Simultaneously, emerging countries (led by, but not limited to, the BRIC economies), are undergoing rapid industrialisation and modernisation. These efforts have been, and mostly continue to be, led and managed by generational cohorts with little or no history (or training) of company leadership and management development within their own countries. Younger people (e.g. called Generation Y) are increasingly entering emerging and developing country workforces with different expectations and assumptions than those of their leaders and managers. There is little substantive research on (optimising) the effectiveness and of cross-generational working in companies within emerging economies.

Finally, there is, to date, a dearth of research on how MNCs and globalising companies are simultaneously leading and managing the challenges posed by social and technological change, and by the different changing demographics in developed, emerging and developing country environments.

Keynote speakers• Professor Cheryl Haslam, Loughborough

University: Working Late: strategies to enhance productive and healthy environments for the older workforce

• Professor Beatrice van der Heijden, Radboud University, Nijmegen & Open Universiteit in the Netherlands: Sustainable employability enhancement throughout the lifespan

• Professor Phil Harris, University of Chester: Public policy, power and public affairs on ageing related issues

• Professor John Mahon, University of Maine: A Comparison of UK/Europe and the US on attitude, strategy, policy and practice re ageing in the organisation.

Opening Panel of Experts• Derek Browne, CEO Entrepreneurs in

Action (EiA)

• Gordon Lishman, Former Director General Age Concern

• Brendan Noonan, Vice President Group Learning & Development, Emirates Airline Group

• Philip Sadler, Tomorrow’s Company & Former CEO Ashridge

• Kai Peters, (Chair), Dean & CEO Ashridge Business School

AIRC3: Ashridge International Research Conference 2013

Registered as Ashridge (Bonar Law Memorial) Trust.Charity number 311096.

The theme “Multigenerational Challenges: integrating age into manAGEment and organisation” invites you to submit papers on (but not be limited to):

Cross-generational Working and Organisational Change:

• novel approaches to leading and managing ageing and multigenerational workforces

• creative use of older generations

• senior talent management

• longer career transitions

• employee engagement: meaningful work and sustainable employability

• emotions and motivation in organisations

• cross-generational wellbeing in organisations and in organisational restructuring

• new theories and approaches to cross-generational mentoring and management

Public Policy / Corporate Governance / International Business

• public policy for multigenerational occupational challenges

• stakeholder led strategy on managing the ‘longer’ generation

• corporate governance and the ageing generation

• flourishing in the 21st century – sustainable workplace growth and prosperity

• organisational reputation (public, private and non-profit) and effective multi-stakeholder involvement

• Global experiences of ageing and longer careers

• Ageing and the MNC in developed and emerging markets

Technology and Organisational and Social Change

• The interaction of technology, ageing, wellbeing and the multigenerational workforce

• Generation Y and e-management

• Ageing related technological forecasting and social change

AIRC3 offers dialogue among colleagues and timely feedback

and peer review on your papers before the submission

deadlines for the individual journal Special Issues.

We welcome the submission of original full papers, advanced

work in progress, as well as policy papers and research

based proposals for panels on the conference theme.

Special Issues of peer reviewed journals

AIRC3 is linked to Special Issues of four peer reviewed

journals, submissions for which have to be made separately

by Sept/Oct 2013.

• Journal of Managerial Psychology

• Journal of Organizational Change Management

• Journal of Public Affairs

• Technological Forecasting and Social Change, an international journal

For further information, see www.ashridge.org.uk/airc3

AIRC3 Conference Deadlines and review process

• Deadline for the submission of full papers, advanced work in progress, or panel proposals for the conference: 1 May 2013

• Decision on acceptance for the conference: 1 June 2013

• Latest date for early bird all inclusive conference fee: 21 June 2013

• Revised papers for Conference Proceedings: 1 July 2013

Submission

• All manuscripts will be double-blind reviewed.

• Papers are submitted with the understanding that they are original, unpublished works that are not being submitted elsewhere and that [one of] the author[s] will attend the conference and present the paper

• Submission details can be accessed at www.ashridge.org.uk/AIRC3. Please follow the link ‘submissions’ and clearly indicate that your submission is for the conference.

• Manuscripts should follow the style guidelines of the Journal of Organizational Change Management.

• Details:

– First page: manuscript title and name of author[s], institutional affiliation, and contact information for each of the authors

– Second page: manuscript title and brief biography of each of the authors (maximum 100 words)

– Third page: manuscript title and brief abstract of the paper (maximum 250 words)

– Fourth page and balance of paper: title and the text of paper

– Your submission should be in English and should be between 4000 and 5000 words in length

– Important: the name/s of the author/s should not appear or be referenced after the second page of the manuscript.

For further information: www.ashridge.org.uk/airc3or contact carla.millar@ashridge.org.uk or vicki.culpin@ashridge.org.uk

Registered as Ashridge (Bonar Law Memorial) Trust. Charity number 311096.

Ashridge, Berkhamsted, Hertfordshire HP4 1NS, United Kingdom