22nd European Conference on Management Leadership and Governance (ECMLG)

Key Topics

• Core competencies for employees, especially graduates in relation to occupation, gender and industry
• Corporate Governance in Emerging Economies
• Professional development against the background of the economic situation in the local market and the world
• Interferences of communication in institutions, enterprises and social organizations
• The role of leadership and entrepreneurship during times of economic crisis
• The relationship between innovation, leadership and entrepreneurship
• The relationship between leadership and Enterprise Systems (ES)
• Leadership challenges faced by the 21st century entrepreneurs
• IT Leadership
• Gender and Leadership
• Management and bureaucracy
• Work-Life balance
• The role of the board of directors and the strategic dimension of ES
• Public Service leadership
• Disclosure, transparency and the use of ES
• The power and influence of management versus leadership
• Business finance
• Asymmetry of information and the exploitation of ES
• Leadership for sustainability
• E-Business integration
• Boards and Decisions Making
• From the CIO to the CKO and/or CTO roles in the organization
• Corporate governance in different countries
• Sales-Marketing balance
• Development in corporate governance codes
• Marketing
• Corporate governance and firm value for IPOs
• Leadership and operations management
• Legal aspects of corporate governance
• Project management
• Business transformation
• Corporate performance
• Differences between leadership and management
• Leadership and management styles
• HR management and strategies
• Emotional intelligence
• Education and human development in management
• Strategic thinking
• Marketing in management
• Organisation culture
• Finance systems and their influence on companies strategies
• Legal regulations and their influence on changes of companies strategies
• Analysis of market centres management
• Foundations of creating, modifying and changing strategies of companies development
• Regional experiences in management
• Corporate governance development and responsibility
• International relationships in management
• Regional policy versus companies development
• Logistics systems in management
• Information and communications systems in management
• Change management
• Timetabling in management
• Competitions in marketing
• Social communications in management
• Social Capital
• Market oriented corporate governance
• Developing strategic leadership capabilities
• The nature of IS governance
• Interfacing IS governance with corporate governance
• Sustainable IS leadership
• Types of IS leadership and governance
• Corporate politics in and around the IS function
• The relationship between the CIO and the CEO
• Critical success factors for a CIO
• Measuring the performance of the CIO
• Creating sustainable IS leadership
• Corporate Social Responsibility
• Career development for IS leadership
• Sustaining leadership in the changing world of IS
• Bridging the stove pipe mind-set
• IS technological leadership
• Impact of non-IS executives on IT effectiveness
• How the intensity of IS usage effects the CIO role
• External market pressures on the CIO
• Best practices in IS technological leadership
• Justifying IT Investments at Boardroom level
• Outsourcing the CIO
• Effect of the board of directors and shareholders on IT policy
• Corporate Governance practices and the role of chief Information Office
• Influence of mergers and acquisitions on IT
• Ethics in the workplace, loyalty and new values in marketing
• Ethical dilemmas and IS
• Are main stream leadership styles prerequisites of entrepreneurial behaviour?
• Can parallels be drawn between the leadership and entrepreneurship fields?
• Can the life cycle stages of leadership be extrapolated to the entrepreneurship construct or domain?
• Can leadership enhance entrepreneurial activity during times of financial turbulence?
• Can we integrate leadership and entrepreneurship studies?
• What are the leadership challenges faced by the 21st century entrepreneurs?
• Science and technology, innovation, industrial policy and creation of business versus strategies of company development
• Knowledge management, competitions and motivation systems versus companies development
• The conflicts occurring in enterprises, institutions and social organizations – and their solutions