REVENUE MANAGEMENT CONFERENCE


Revenue Management Conference is one of the leading research topics in the international research conference domain. Revenue Management is a conference track under the Business 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 Business.

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 (Business).

Revenue Management 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 Revenue Management Conference Track will be held at “Business Conference in Rome, Italy in December 2019” - “Business Conference in London, United Kingdom in February 2020” - “Business Conference in Barcelona, Spain in April 2020” - “Business Conference in Istanbul, Turkey in May 2020” - “Business Conference in San Francisco, United States in June 2020” - “Business Conference in Paris, France in July 2020” - “Business Conference in New York, United States in August 2020” - “Business Conference in Tokyo, Japan in September 2020” - “Business Conference in Zürich, Switzerland in September 2020” - “Business Conference in Barcelona, Spain in October 2020” - “Business Conference in San Francisco, United States in November 2020” - “Business Conference in Istanbul, Turkey in November 2020” - “Business Conference in Singapore, Singapore in November 2020” - “Business Conference in Bangkok, Thailand in December 2020” - “Business Conference in Paris, France in December 2020” .

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

V. INTERNATIONAL BUSINESS CONFERENCE

DECEMBER 12 - 13, 2019
ROME, ITALY

VI. INTERNATIONAL BUSINESS CONFERENCE

FEBRUARY 13 - 14, 2020
LONDON, UNITED KINGDOM

VII. INTERNATIONAL BUSINESS CONFERENCE

APRIL 15 - 16, 2020
BARCELONA, SPAIN

VIII. INTERNATIONAL BUSINESS CONFERENCE

MAY 11 - 12, 2020
ISTANBUL, TURKEY

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline April 01, 2020
  • CONFERENCE CODE: 20BC05TR
  • One Time Submission Deadline Reminder

IX. INTERNATIONAL BUSINESS CONFERENCE

JUNE 04 - 05, 2020
SAN FRANCISCO, UNITED STATES

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline May 06, 2020
  • CONFERENCE CODE: 20BC06US
  • One Time Submission Deadline Reminder

X. INTERNATIONAL BUSINESS CONFERENCE

JULY 20 - 21, 2020
PARIS, FRANCE

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline June 19, 2020
  • CONFERENCE CODE: 20BC07FR
  • One Time Submission Deadline Reminder

XI. INTERNATIONAL BUSINESS CONFERENCE

AUGUST 10 - 11, 2020
NEW YORK, UNITED STATES

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline July 10, 2020
  • CONFERENCE CODE: 20BC08US
  • One Time Submission Deadline Reminder

XII. INTERNATIONAL BUSINESS CONFERENCE

SEPTEMBER 10 - 11, 2020
TOKYO, JAPAN

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline August 10, 2020
  • CONFERENCE CODE: 20BC09JP
  • One Time Submission Deadline Reminder

XIII. INTERNATIONAL BUSINESS CONFERENCE

SEPTEMBER 17 - 18, 2020
ZÜRICH, SWITZERLAND

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline August 17, 2020
  • CONFERENCE CODE: 20BC09CH
  • One Time Submission Deadline Reminder

XIV. INTERNATIONAL BUSINESS CONFERENCE

OCTOBER 22 - 23, 2020
BARCELONA, SPAIN

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline September 22, 2020
  • CONFERENCE CODE: 20BC10ES
  • One Time Submission Deadline Reminder

XV. INTERNATIONAL BUSINESS CONFERENCE

NOVEMBER 05 - 06, 2020
SAN FRANCISCO, UNITED STATES

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline October 05, 2020
  • CONFERENCE CODE: 20BC11US
  • One Time Submission Deadline Reminder

XVI. INTERNATIONAL BUSINESS CONFERENCE

NOVEMBER 05 - 06, 2020
ISTANBUL, TURKEY

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline October 05, 2020
  • CONFERENCE CODE: 20BC11TR
  • One Time Submission Deadline Reminder

XVII. INTERNATIONAL BUSINESS CONFERENCE

NOVEMBER 19 - 20, 2020
SINGAPORE, SINGAPORE

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline October 19, 2020
  • CONFERENCE CODE: 20BC11SG
  • One Time Submission Deadline Reminder

XVIII. INTERNATIONAL BUSINESS CONFERENCE

DECEMBER 17 - 18, 2020
BANGKOK, THAILAND

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline November 17, 2020
  • CONFERENCE CODE: 20BC12TH
  • One Time Submission Deadline Reminder

XIX. INTERNATIONAL BUSINESS CONFERENCE

DECEMBER 28 - 29, 2020
PARIS, FRANCE

  • Abstracts/Full-Text Paper Submission Deadline November 14, 2019
  • Notification of Acceptance/Rejection Deadline November 28, 2019
  • Final Paper and Early Bird Registration Deadline November 26, 2020
  • CONFERENCE CODE: 20BC12FR
  • One Time Submission Deadline Reminder
FINISHED

I. INTERNATIONAL BUSINESS CONFERENCE

MARCH 19 - 20, 2019
ISTANBUL, TURKEY

FINISHED

II. INTERNATIONAL BUSINESS CONFERENCE

JUNE 26 - 27, 2019
PARIS, FRANCE

FINISHED

III. INTERNATIONAL BUSINESS CONFERENCE

AUGUST 21 - 22, 2019
LONDON, UNITED KINGDOM

FINISHED

IV. INTERNATIONAL BUSINESS CONFERENCE

OCTOBER 08 - 09, 2019
NEW YORK, UNITED STATES

Business Conference Call For Papers are listed below:

Previously Published Papers on "Revenue Management Conference"

  • 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.
  • Professional Management on Ecotourism and Conservation to Ensure the Future of Komodo National Park
    Authors: Daningsih Sulaeman, Achmad Sjarmidi, Djoko T. Iskandar, Keywords: 7th Wonders of Nature, Ecotourism, Komodo dragon, visitor’s perceptions, wildlife management. DOI:10.5281/zenodo.3462057 Abstract: Komodo National Park can be associated with the implementation of ecotourism program. The result of Principal Components Analysis is synthesized, tested, and compared to the basic concept of ecotourism with some field adjustments. Principal aspects of professional management should involve ecotourism and wildlife welfare. The awareness should be focused on the future of the Natural Park as 7th Wonder Natural Heritage and its wildlife components, free from human wastes and beneficial to wildlife and local people. According to perceptions and expectations of visitors from various results of tourism programs, the visitor’s perceptions showed that the tourism management in Komodo National Park should pay more attention to visitor's satisfaction and expectation and gives positive impact directly to the ecosystem sustainability, local community and transparency to the conservation program.
  • Impact of Dynamic Capabilities on Knowledge Management Processes
    Authors: Farzad Yavari, Fereydoun Ohadi, Keywords: Dynamic capabilities, knowledge management, sense capability, seize capability, reconfigurable capability, knowledge acquisition, knowledge integrity, knowledge utilization. DOI:10.5281/zenodo.3461962 Abstract: Today, with the development and growth of technology and extreme environmental changes, organizations need to identify opportunities and create creativity and innovation in order to be able to maintain or improve their position in competition with others. In this regard, it is necessary that the resources and assets of the organization are coordinated and reviewed in accordance with the orientation of the strategy. One of the competitive advantages of the present age is knowledge management, which is to equip the organization with the knowledge of the day and disseminate among employees and use it in the development of products and services. Therefore, in the forthcoming research, the impact of dynamic capabilities components (sense, seize, and reconfiguration) has been investigated on knowledge management processes (acquisition, integration and knowledge utilization) in the MAPNA Engineering and Construction Company using a field survey and applied research method. For this purpose, a questionnaire was filled out in the form of 15 questions for dynamic components and 15 questions for measuring knowledge management components and distributed among 46 employees of the knowledge management organization. Validity of the questionnaire was evaluated through content validity and its reliability with Cronbach's coefficient. Pearson correlation test and structural equation technique were used to analyze the data. The results of the research indicate a positive significant correlation between the components of dynamic capabilities and knowledge management.
  • The Importance of Analysis of Internal Quality Management Systems and Self-Examination Processes in Engineering Accreditation Processes
    Authors: Wilfred Fritz, Keywords: Accreditation, governing bodies, self-assessment report, quality management. DOI:10.5281/zenodo. Abstract: The accreditation process of engineering degree programmes is based on various reports evaluated by the relevant governing bodies of the institution of higher education. One of the aforementioned reports for the accreditation process is a self-assessment report which is to be completed by the applying institution. This paper seeks to emphasise the importance of analysis of internal quality management systems and self-examination processes in the engineering accreditation processes. A description of how the programme fulfils the criteria should be given. Relevant stakeholders all need to contribute in the writing and structuring of the self-assessment report. The last step is to gather evidence in the form of supporting documentation. In conclusion, the paper also identifies learning outcomes in a case study in seeking accreditation from an international relevant professional body.
  • Project Objective Structure Model: An Integrated, Systematic and Balanced Approach in Order to Achieve Project Objectives
    Authors: Mohammad Reza Oftadeh, Keywords: Project objectives, project performance management, PMBOK, key performance indicators, integration management. DOI:10.5281/zenodo. Abstract: The purpose of the article is to describe project objective structure (POS) concept that was developed on research activities and experiences about project management, Balanced Scorecard (BSC) and European Foundation Quality Management Excellence Model (EFQM Excellence Model). Furthermore, this paper tries to define a balanced, systematic, and integrated measurement approach to meet project objectives and project strategic goals based on a process-oriented model. In this paper, POS is suggested in order to measure project performance in the project life cycle. After using the POS model, the project manager can ensure in order to achieve the project objectives on the project charter. This concept can help project managers to implement integrated and balanced monitoring and control project work.
  • Critical Psychosocial Risk Treatment for Engineers and Technicians
    Authors: R. Berglund, T. Backström, M. Bellgran, Keywords: Group process model, risk treatment, risk management, psychosocial. DOI:10.5281/zenodo. Abstract: This study explores how management addresses psychosocial risks in seven teams of engineers and technicians in the midst of the fourth industrial revolution. The sample is from an ongoing quasi-experiment about psychosocial risk management in a manufacturing company in Sweden. Each of the seven teams belongs to one of two clusters: a positive cluster or a negative cluster. The positive cluster reports a significantly positive change in psychosocial risk levels between two time-points and the negative cluster reports a significantly negative change. The data are collected using semi-structured interviews. The results of the computer aided thematic analysis show that there are more differences than similarities when comparing the risk treatment actions taken between the two clusters. Findings show that the managers in the positive cluster use more enabling actions that foster and support formal and informal relationship building. In contrast, managers that use less enabling actions hinder the development of positive group processes and contribute negative changes in psychosocial risk levels. This exploratory study sheds some light on how management can influence significant positive and negative changes in psychosocial risk levels during a risk management process.
  • Corporate Governance Mechanisms, Whistle-Blowing Policy and Earnings Management Practices of Firms in Malaysia
    Authors: Mujeeb Saif Mohsen Al-Absy, Ku Nor Izah Ku Ismail, Sitraselvi Chandren, Keywords: Corporate governance, earnings management, whistle-blowing policy, audit committee, board of directors. DOI:10.5281/zenodo.3299765 Abstract: This study examines whether corporate governance (CG) mechanisms in firms that have a whistle-blowing policy (WHBLP) are more effective in constraining earnings management (EM), than those without. A sample of 288 Malaysian firms for the years 2013 to 2015, amounting to 864 firm-years were grouped into firms with and without WHBLP. Results show that for firms without WHBLP, the board chairman tenure would minimize EM activities. Meanwhile, for firms with WHBLP, board chairman independence, board chairman tenure, audit committee size, audit committee meeting and women in the audit committees are found to be associated with less EM activities. Further, it is found that ownership concentration and Big 4 auditing firms help to reduce EM activities in firms with WHBLP, while not in firms without WHBLP. Hence, functional and effective governance can be achieved by having a WHBLP, which is in line with agency and resource dependent theories. Therefore, this study suggests that firms should have a WHBLP in place, and policymakers should come up with enhanced criteria to strengthen the mechanisms of WHBLP.
  • Analysis and Evaluation of the Public Responses to Traffic Congestion Pricing Schemes in Urban Streets
    Authors: Saeed Sayyad Hagh Shomar, Keywords: Demand management, international experiences, traffic congestion pricing, public acceptance, public objection. DOI:10.5281/zenodo.3299685 Abstract: Traffic congestion pricing in urban streets is one of the most suitable options for solving the traffic problems and environment pollutions in the cities of the country. Unlike its acceptable outcomes, there are problems concerning the necessity to pay by the mass. Regarding the fact that public response in order to succeed in this strategy is so influential, studying their response and behavior to get the feedback and improve the strategies is of great importance. In this study, a questionnaire was used to examine the public reactions to the traffic congestion pricing schemes at the center of Tehran metropolis and the factors involved in people’s decision making in accepting or rejecting the congestion pricing schemes were assessed based on the data obtained from the questionnaire as well as the international experiences. Then, by analyzing and comparing the schemes, guidelines to reduce public objections to them are discussed. The results of reviewing and evaluating the public reactions show that all the pros and cons must be considered to guarantee the success of these projects. Consequently, with targeted public education and consciousness-raising advertisements, prior to initiating a scheme and ensuring the mechanism of the implementation after the start of the project, the initial opposition is reduced and, with the gradual emergence of the real and tangible benefits of its implementation, users’ satisfaction will increase.
  • Talent Management through Integration of Talent Value Chain and Human Capital Analytics Approaches
    Authors: Wuttigrai Ngamsirijit, Keywords: Decision making, human capital analytics, talent management, talent value chain. DOI:10.5281/zenodo.3299473 Abstract: Talent management in today’s modern organizations has become data-driven due to a demand for objective human resource decision making and development of analytics technologies. HR managers have been faced with some obstacles in exploiting data and information to obtain their effective talent management decisions. These include process-based data and records; insufficient human capital-related measures and metrics; lack of capabilities in data modeling in strategic manners; and, time consuming to add up numbers and make decisions. This paper proposes a framework of talent management through integration of talent value chain and human capital analytics approaches. It encompasses key data, measures, and metrics regarding strategic talent management decisions along the organizational and talent value chain. Moreover, specific predictive and prescriptive models incorporating these data and information are recommended to help managers in understanding the state of talent, gaps in managing talent and the organization, and the ways to develop optimized talent strategies.    
  • Managing Business Processes in the Age of Digital Transformation: A Literature Review
    Authors: Ana-Marija Stjepić, Dalia Suša Vugec, Keywords: Business process management, digital transformation, digitalization, process change. DOI:10.5281/zenodo.3298896 Abstract: Today, digital transformation is one of the leading topics that occupy the attention of scientific circles and business experts. Organizational success is most often reflected through the successful managing of business processes. Given the growing market for digital innovations and its ever-increasing impact on business, organizations need to be prepared for organizational changes that come with the digital era. In order to maintain their competitive advantage in the global market, organizations must adapt their processes to new digitalization conditions. The main goal of this study is to point out the link between the digital transformation and the business process management concept. Therefore, in order to contribute to the scientific field that explores the potential relation between business process management concept and digital transformation, a literature review has been conducted. Papers have been searched within the Business Process Management Journal by keywords related to the term digital transformation. Selected papers have been analyzed according to the topic, type of publication, year of publication, keywords, etc. The results reveal a growing number of papers published on the topic of digital transformation to the Business Process Management Journal, but the lack of case studies. This paper contributes to the extension of academic literature in this important, yet insufficiently researched, scientific field that creates the bond between two strong concepts of digital transformation and business process management.