Making Space: Creative and Inclusive Research Methods for Management Learning

Sun, 06 Sep 2026 09:51:06 GMT

Frederike Scholz, HU University of Applied Sciences Utrecht

Joanna Szulc, Gdańsk University of Technology

Paulina Segarra, Universidad Anáhuac México

Zuzanna Staniszewska, Kozminski University

Richard Longman, The Open University Business School

This special issue addresses debates about how management and organizational research is conducted and evaluated, particularly regarding inclusion and equity. It builds on participatory and emancipatory research traditions—including disability studies, feminist approaches, and arts-based methodologies—centered on the principle that research should not be conducted about marginalized groups without their participation. The issue argues that conventional methodologies can sideline or misrepresent lived experience, and seeks to open new possibilities for research that is attentive to power, voice, and epistemic justice.

Appel publié par Management Learning. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

Inclusive Research and Co-Creation of Knowledge: Collaborative methodologies that engage underrepresented groups as partners in the research process
Intersectional Approaches: Research attending to intersectional reflexivity and how researchers' and participants' shifting identities shape the research process
Researcher Reflexivity and Positionality: Critical examination of the researcher's role, including biases, assumptions, and relational positioning
Ethical Considerations: Work addressing ethical tensions of inclusive research, including consent, access, representation, and power
Longitudinal and Mixed-methods Approaches: Research tracing lived experience over time and/or challenging rigid separations through integrative designs
Creative and Arts-Based Methods: Research examining use of creative and arts-based approaches including storytelling, photography, poetry, music, drawing, and multimodal practices
Digital Tools and Immersive Technologies: Contributions exploring digital and immersive methods with critical reflections on accessibility, participation, and power
Activism and Advocacy: Work examining how research operates as intervention and contributes to social change through non-traditional communication
Researching and Writing Differently: Contributions challenging conventional academic forms and experimenting with multimodality, dialogue, and collective-authored texts

Timeline

June 1, 2026: Call for special issue is released
April 1, 2027: Deadline for submission of manuscripts
September 3, 2027: First round of editorial decisions (with reviews)
December 3, 2027: Resubmission deadline
April 3, 2028: Second round of editorial decisions
July 1, 2028: Final resubmission
October 1, 2028: Final decision

Cold Cases: Revisiting founding myths, iconic cases, and forgotten stories in management

Wed, 12 Aug 2026 16:43:57 GMT

Anaïs Boutru, Université Paris-Dauphine, PSL

Linda Rouleau, HEC Montréal

Géraldine Schmidt, Université Paris 1 Panthéon-Sorbonne

Albéric Tellier, Université Paris-Dauphine, PSL

Management research has long been populated by celebrated cases that have achieved the status of founding myths. Cases such as IBM's blindness to personal computing, Xerox's strategic myopia toward the graphical user interface, Nokia's fall to smartphones, the Mann Gulch fire, and Elton Mayo's Hawthorne experiments have become ubiquitous in the field's collective memory. These 'cold cases', endlessly cited and taught, structure ways of thinking and provide a shared foundation of representations that are central to the construction of epistemic communities.

Despite their pervasive influence, few studies scrutinize the empirical robustness, theoretical validity, or performativity of these emblematic cases. In management research, particularly in qualitative research, the risk of circularity is significant. Researchers working with inevitably heterogeneous and incomplete material may, even unconsciously, select data that confirm their theoretical priors, set aside disconfirming evidence, and ultimately favor demonstrations of the 'as if' type.

Appel publié par M@n@gement. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

Reexamination and reinterpretation of canonical management cases (IBM, Xerox, Nokia, Kodak, Enron, etc.)
Empirical robustness and theoretical validity of emblematic cases in management scholarship
Performativity of famous cases and their role as epistemic artifacts
Processes of canonization and erasure in disciplinary memory
Circularity in qualitative management research and issues of confirmation bias
Role of founding myths in structuring management thinking and epistemic communities
Halo effects and the stratification of knowledge in management research
Forgotten cases and alternative narratives in management history
Critical reexamination of the Hawthorne experiments and other foundational studies
Replication, falsification, and verification in management research
Archaeology of management knowledge and disciplinary self-reflexivity

Timeline

October 14, 2026: Pre-submission workshop (online)
December 31, 2026: Full paper submission deadline

kerostig | Tag : epistemology

Making Space: Creative and Inclusive Research Methods for Management Learning

Potential topics

Timeline

Cold Cases: Revisiting founding myths, iconic cases, and forgotten stories in management

Potential topics

Timeline