INDUSTRIAL ORGANIZATION CONFERENCE


Industrial Organization Conference is one of the leading research topics in the international research conference domain. Industrial Organization is a conference track under the Economics Conference which aims to bring together leading academic scientists, researchers and research scholars to exchange and share their experiences and research results on all aspects of Economics.

internationalconference.net provides a premier interdisciplinary platform for researchers, practitioners and educators to present and discuss the most recent innovations, trends, and concerns as well as practical challenges encountered and solutions adopted in the fields of (Economics).

Industrial Organization is not just a call for academic papers on the topic; it can also include a conference, event, symposium, scientific meeting, academic, or workshop.

You are welcome to SUBMIT your research paper or manuscript to Industrial Organization Conference Track will be held at “Economics Conference in Barcelona, Spain in April 2020” - “Economics Conference in Istanbul, Turkey in May 2020” - “Economics Conference in San Francisco, United States in June 2020” - “Economics Conference in Paris, France in July 2020” - “Economics Conference in New York, United States in August 2020” - “Economics Conference in Tokyo, Japan in September 2020” - “Economics Conference in Zürich, Switzerland in September 2020” - “Economics Conference in Barcelona, Spain in October 2020” - “Economics Conference in San Francisco, United States in November 2020” - “Economics Conference in Istanbul, Turkey in November 2020” - “Economics Conference in Singapore, Singapore in November 2020” - “Economics Conference in Bangkok, Thailand in December 2020” - “Economics Conference in Paris, France in December 2020” - “Economics Conference in Paris, France in December 2020” .

Industrial Organization is also a leading research topic on Google Scholar, Semantic Scholar, Zenedo, OpenAIRE, BASE, WorldCAT, Sherpa/RoMEO, Elsevier, Scopus, Web of Science.

VII. INTERNATIONAL ECONOMICS CONFERENCE

APRIL 15 - 16, 2020
BARCELONA, SPAIN

VIII. INTERNATIONAL ECONOMICS CONFERENCE

MAY 11 - 12, 2020
ISTANBUL, TURKEY

IX. INTERNATIONAL ECONOMICS CONFERENCE

JUNE 05 - 06, 2020
SAN FRANCISCO, UNITED STATES

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline May 06, 2020
  • CONFERENCE CODE: 20ECC06US
  • One Time Submission Deadline Reminder

X. INTERNATIONAL ECONOMICS CONFERENCE

JULY 20 - 21, 2020
PARIS, FRANCE

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline June 19, 2020
  • CONFERENCE CODE: 20ECC07FR
  • One Time Submission Deadline Reminder

XI. INTERNATIONAL ECONOMICS CONFERENCE

AUGUST 10 - 11, 2020
NEW YORK, UNITED STATES

XII. INTERNATIONAL ECONOMICS CONFERENCE

SEPTEMBER 10 - 11, 2020
TOKYO, JAPAN

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline August 10, 2020
  • CONFERENCE CODE: 20ECC09JP
  • One Time Submission Deadline Reminder

XIII. INTERNATIONAL ECONOMICS CONFERENCE

SEPTEMBER 16 - 17, 2020
ZÜRICH, SWITZERLAND

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline August 17, 2020
  • CONFERENCE CODE: 20ECC09CH
  • One Time Submission Deadline Reminder

XIV. INTERNATIONAL ECONOMICS CONFERENCE

OCTOBER 21 - 22, 2020
BARCELONA, SPAIN

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline September 22, 2020
  • CONFERENCE CODE: 20ECC10ES
  • One Time Submission Deadline Reminder

XV. INTERNATIONAL ECONOMICS CONFERENCE

NOVEMBER 02 - 03, 2020
SAN FRANCISCO, UNITED STATES

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline October 05, 2020
  • CONFERENCE CODE: 20ECC11US
  • One Time Submission Deadline Reminder

XVI. INTERNATIONAL ECONOMICS CONFERENCE

NOVEMBER 12 - 13, 2020
ISTANBUL, TURKEY

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline October 05, 2020
  • CONFERENCE CODE: 20ECC11TR
  • One Time Submission Deadline Reminder

XVII. INTERNATIONAL ECONOMICS CONFERENCE

NOVEMBER 19 - 20, 2020
SINGAPORE, SINGAPORE

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline October 19, 2020
  • CONFERENCE CODE: 20ECC11SG
  • One Time Submission Deadline Reminder

XVIII. INTERNATIONAL ECONOMICS CONFERENCE

DECEMBER 15 - 16, 2020
BANGKOK, THAILAND

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline November 17, 2020
  • CONFERENCE CODE: 20ECC12TH
  • One Time Submission Deadline Reminder

XIX. INTERNATIONAL ECONOMICS CONFERENCE

DECEMBER 28 - 29, 2020
PARIS, FRANCE

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline November 26, 2020
  • CONFERENCE CODE: 20ECC12FR
  • One Time Submission Deadline Reminder

XIX. INTERNATIONAL ECONOMICS CONFERENCE

DECEMBER 28 - 29, 2020
PARIS, FRANCE

  • Abstracts/Full-Text Paper Submission Deadline March 31, 2020
  • Notification of Acceptance/Rejection Deadline April 15, 2020
  • Final Paper and Early Bird Registration Deadline November 26, 2020
  • CONFERENCE CODE: 20ECC12FR
  • One Time Submission Deadline Reminder
FINISHED

I. INTERNATIONAL ECONOMICS CONFERENCE

MARCH 19 - 20, 2019
ISTANBUL, TURKEY

FINISHED

II. INTERNATIONAL ECONOMICS CONFERENCE

JUNE 26 - 27, 2019
PARIS, FRANCE

FINISHED

III. INTERNATIONAL ECONOMICS CONFERENCE

AUGUST 21 - 22, 2019
LONDON, UNITED KINGDOM

FINISHED

IV. INTERNATIONAL ECONOMICS CONFERENCE

OCTOBER 08 - 09, 2019
NEW YORK, UNITED STATES

FINISHED

V. INTERNATIONAL ECONOMICS CONFERENCE

DECEMBER 12 - 13, 2019
ROME, ITALY

FINISHED

VI. INTERNATIONAL ECONOMICS CONFERENCE

FEBRUARY 13 - 14, 2020
LONDON, UNITED KINGDOM

Economics Conference Call For Papers are listed below:

Previously Published Papers on "Industrial Organization Conference"

  • Providing a Practical Model to Reduce Maintenance Costs: A Case Study in Golgohar Company
    Authors: Iman Atighi, Jalal Soleimannejad, Ahmad Akbarinasab, Saeid Moradpour, Keywords: Golgohar Iron Ore Mining & Industrial Company, maintainability, maintenance costs, reliability-center-maintenance. DOI:10.5281/zenodo.3593154 Abstract: In the past, we could increase profit by increasing product prices. But in the new decade, a competitive market does not let us to increase profit with increase prices. Therefore, the only way to increase profit will be reduce costs. A significant percentage of production costs are the maintenance costs, and analysis of these costs could achieve more profit. Most maintenance strategies such as RCM (Reliability-Center-Maintenance), TPM (Total Productivity Maintenance), PM (Preventive Maintenance) etc., are trying to reduce maintenance costs. In this paper, decreasing the maintenance costs of Concentration Plant of Golgohar Company (GEG) was examined by using of MTBF (Mean Time between Failures) and MTTR (Mean Time to Repair) analyses. These analyses showed that instead of buying new machines and increasing costs in order to promote capacity, the improving of MTBF and MTTR indexes would solve capacity problems in the best way and decrease costs.
  • Public Service Ethics in Public Administration: An Empirical Investigation
    Authors: Kalsoom Sumra, Keywords: Public service ethics, accountability and transparency, public service reforms, public administration, organizational ethical climate. DOI:10.5281/zenodo. Abstract: The increasing concern of public sector reforms brings new challenges to public service ethics in developing countries not only at central level but also at local level. This paper aims to identify perceptions on public service ethics of public officials and examines more generally the understanding of public servants in Pakistan towards public service ethics in local public organizations. The study uses an independently administered structured questionnaire to collect data to know the extent of the recognition of public service ethics in local organizations. A total of 150 completed questionnaires are analyzed received from public servants working at the local level in Pakistan. The analysis explores how traditional, social patterns and cultural ethics can provide us with a rounded picture of the main antecedents, moderators of public service ethics in Pakistan. Moreover, the findings of this study contribute in association of public service ethics which are crucial in ongoing political and administrative culture of Pakistan, the most crucial core for public organizational ethical climate. This study also has numerous implications for local public administration and it highlights the importance of expanding research agenda on public service ethics in developing settings with challenging institutional contexts with imperfect training and operating environments. This study may well be particularly important for practice of public service ethics in developing countries in public administration. To the best of author’s knowledge, this study is the first of its kind to provide an initial step in practical implications to emphasize relevant public service ethics in public administration in developing transparent and accountable organization.
  • The Keys to Innovation: Defining and Evaluating Attributes that Measure Innovation Capabilities
    Authors: Mohammad Samarah, Benjamin Stark, Jennifer Kindle, Langley Payton, Keywords: Change management, innovation attributes, organizational development, STEM and venture creation. DOI:10.5281/zenodo.3462109 Abstract: Innovation is a key driver for companies, society, and economic growth. However, assessing and measuring innovation for individuals as well as organizations remains difficult. Our i5-Score presented in this study will help to overcome this difficulty and facilitate measuring the innovation potential. The score is based on a framework we call the 5Gs of innovation which defines specific innovation attributes. Those are 1) the drive for long-term goals 2) the audacity to generate new ideas, 3) the openness to share ideas with others, 4) the ability to grow, and 5) the ability to maintain high levels of optimism. To validate the i5-Score, we conducted a study at Florida Polytechnic University. The results show that the i5-Score is a good measure reflecting the innovative mindset of an individual or a group. Thus, the score can be utilized for evaluating, refining and enhancing innovation capabilities.
  • The Role of Organizational Culture in Facilitating Employee Job Satisfaction in Emerald Group
    Authors: Mohamed Haffar, Muhammad Abdul Aziz, Ahmad Ghoneim, Keywords: Employee satisfaction, organizational culture, performance, service based environment. DOI:10.5281/zenodo. Abstract: The importance of having a good organizational culture that supports employee job satisfaction has fascinated both the business and academic world because of a tantalizing promise: culture can be fundamental to the enhancement of financial performance. This promise has led to growing interest for both researchers and practitioners in attempting to understand the influence of organizational culture on employees’ satisfaction and organizational performance. Even though the relationship between organizational culture and employee job satisfaction have gained attention in the literature, the majority of studies have been conducted within manufacturing organizations and tend to oversee the impact of culture on employee job satisfaction in a service-based environment. Thus, the main driving force of this study was to explore the role of organizational culture types in facilitating employee job satisfaction at Emerald Publishing Group. Interviews qualitative data analysis indicated that Emerald’s culture dominated by adhocracy and clan culture values. In addition, the findings provided evidence, which demonstrated that group and adhocracy organizational culture types play key roles in facilitating employee job satisfaction in a service-based environment.
  • A Conceptual Analysis of Teams’ Climate Role in the Intrapreneurial Process
    Authors: Georgia C. Kosta, Christos S. Nicolaidis, Keywords: Entrepreneurship, innovation, intrapreneurship, organizational climate, teams’ climate. DOI:10.5281/zenodo.3300376 Abstract: The present paper discusses the role of teams’ climate in the intrapreneurial process. Intrapreneurship, which corresponds for entrepreneurship in existing organizations, puts special emphasis on climate as an influential factor of the intrapreneurial behavior. Although climate exists at every level and in every subgroup of the organizational structure, research focuses mainly on the study of climate that characterizes organization as a whole. However, the climate of a work team may differ radically from the organizational climate, and in fact it can be far more influential. The paper provides a conceptual analysis of organizational climate from the intrapreneurial point of view, and sheds light upon teams’ climate role in the intrapreneurial posture.
  • Business Process Management and Organizational Culture in Big Companies: Cross-Country Analysis
    Authors: Dalia Suša Vugec, Keywords: Business process management, BPM maturity, BPM success factors, organizational culture, process performance index. DOI:10.5281/zenodo.2643862 Abstract: Business process management (BPM) is widely used approach focused on designing, mapping, changing, managing and analyzing business processes of an organization, which eventually leads to better performance and derives many other benefits. Since every organization strives to improve its performance in order to be sustainable and to remain competitive on the market in long-term period, numerous organizations are nowadays adopting and implementing BPM. However, not all organizations are equally successful in that. One of the ways of measuring BPM success is by measuring its maturity by calculating Process Performance Index (PPI) using ten BPM success factors. Still, although BPM is a holistic concept, organizational culture is not taken into consideration in calculating PPI. Hence, aim of this paper is twofold; first, it aims to explore and analyze the current state of BPM success factors within the big organizations from Slovenia, Croatia, and Austria and second, it aims to analyze the structure of organizational culture within the observed companies, focusing on the link with BPM success factors as well. The presented study is based on the results of the questionnaire conducted as the part of the PROSPER project (IP-2014-09-3729) and financed by Croatian Science Foundation. The results of the questionnaire reveal differences in the achieved levels of BPM success factors and therefore BPM maturity in total between the three observed countries. Moreover, the structure of organizational culture across three countries also differs. This paper discusses the revealed differences between countries as well as the link between organizational culture and BPM success factors.
  • Core Competence Development while Carrying out Organizational Changes
    Authors: Olga A. Shvetsova, Keywords: Competence model, development of industrial company, organizational changes, competitiveness, core competencies. DOI:10.5281/zenodo.2571799 Abstract: The paper contains the different issues of competence management in industrial companies. The theoretical bases of human resources management and practical issues of innovative enterprises’ competitiveness are considered. The research is focused on the modern industrial enterprise changes management problems; it focuses on the effective personnel management of industrial enterprises on the basis of competence approach. The influence of organizational changes on the competence development is discussed. The need for development of the new technologies is mentioned, proposal is based on competence-based approach in personnel management including in the conditions of carrying out organizational changes; methods of acquisition and development of missing key professional competences are discussed; importance of key competencies in forming competitive advantage of the organization is mentioned.
  • Quality as an Approach to Organizational Change and Its Role in the Reorganization of Enterprises: Case of Four Moroccan Small and Medium-Sized Enterprises
    Authors: A. Boudiaf, Keywords: Business context, organizational change, quality, reorganization. DOI:10.5281/zenodo.2571776 Abstract: The purpose of this paper is to analyze and apprehend, through four case studies, the interest of the project of the implementation of the quality management system (QMS) at four Moroccan small and medium-sized enterprises (SMEs). This project could generate significant organizational change to improve the functioning of the organization. In fact, quality is becoming a necessity in the current business world. It is considered to be a major component in companies’ competitive strategies. It should be noted that quality management is characterized by a set of methods and techniques that can be used to solve malfunctions and reorganize companies. It is useful to point out that the choice of the adoption of the quality approach could be influenced by the circumstances of the business context, it could also be derived from its strategic vision; this means that this choice can be characterized as either a strategic aspect or a reactive aspect. This would probably have a major impact on the functioning of the QMS and also on the perception of the quality issue by company managers and their employees.
  • Understanding Workplace Behavior through Organizational Culture and Complex Adaptive Systems Theory
    Authors: Péter Restás, Andrea Czibor, Zsolt Péter Szabó, Keywords: Complex adaptive systems theory, employee behavior, organizational culture, stability. DOI:10.5281/zenodo.1474399 Abstract: Purpose: This article aims to rethink the phenomena of employee behavior as a product of a system. Both organizational culture and Complex Adaptive Systems (CAS) theory emphasize that individual behavior depends on the specific system and the unique organizational culture. These two major theories are both represented in the field of organizational studies; however, they are rarely used together for the comprehensive understanding of workplace behavior. Methodology: By reviewing the literature we use key concepts stemming from organizational culture and CAS theory in order to show the similarities between these theories and create an enriched understanding of employee behavior. Findings: a) Workplace behavior is defined here as social cognition issue. b) Organizations are discussed here as complex systems, and cultures which drive and dictate the cognitive processes of agents in the system. c) Culture gives CAS theory a context which lets us see organizations not just as ever-changing and unpredictable, but as such systems that aim to create and maintain stability by recurring behavior. Conclusion: Applying the knowledge from culture and CAS theory sheds light on our present understanding of employee behavior, also emphasizes the importance of novel ways in organizational research and management.
  • The Effect of Socio-Affective Variables in the Relationship between Organizational Trust and Employee Turnover Intention
    Authors: Paula A. Cruise, Carvell McLeary, Keywords: Context-specific organizational trust, cross-cultural psychology, theory of planned behavior, employee turnover intention. DOI:10.5281/zenodo.1317276 Abstract: Employee turnover leads to lowered productivity, decreased morale and work quality, and psychological effects associated with employee separation and replacement. Yet, it remains unknown why talented employees willingly withdraw from organizations. This uncertainty is worsened as studies; a) priorities organizational over individual predictors resulting in restriction in range in turnover measurement; b) focus on actual rather than intended turnover thereby limiting conceptual understanding of the turnover construct and its relationship with other variables and; c) produce inconsistent findings across cultures, contexts and industries despite a clear need for a unified perspective. The current study addressed these gaps by adopting the theory of planned behavior (TPB) framework to examine socio-cognitive factors in organizational trust and individual turnover intentions among bankers and energy employees in Jamaica. In a comparative study of n=369 [nbank= 264; male=57 (22.73%); nenergy =105; male =45 (42.86)], it was hypothesized that organizational trust was a predictor of employee turnover intention, and the effect of individual, group, cognitive and socio-affective variables varied across industry. Findings from structural equation modelling confirmed the hypothesis, with a model of both cognitive and socio-affective variables being a better fit [CMIN (χ2) = 800.067, df = 364, p ≤ .000; CFI = 0.950; RMSEA = 0.057 with 90% C.I. (0.052 - 0.062); PCLOSE = 0.016; PNFI = 0.818 in predicting turnover intention. The findings are discussed in relation to socio-cognitive components of trust models and predicting negative employee behaviors across cultures and industries.