ACESD 2026 Tokyo
Environmental-science academic conference; minimal organizational-management overlap.
Academic conference on environment and sustainable development with organizational tracks. Low priority: watch for papers, not panels.
An environmental-science paper radar with only marginal organizational/sustainability-management overlap. No self-management or future-of-work stage content verified — lowest priority; watch only for org-level sustainability governance papers.
The live tensions on stage — the questions worth walking in with a view on.
Recent papers from the Research Radar (top universities, last weeks) — evidence to carry into the room.
Performance gift-giving and incentive systems: Conditions and effects of peer helping in a sales team
Management Accounting Research — Copenhagen Business School
A Copenhagen Business School case study documents sales reps who hit their individual targets gifting surplus performance to teammates still short of theirs. What looks like collusion, inflating bonus payouts and distorting individual attribution, also stabilised the incentive system and strengthened team dynamics. For consultants: before tightening a client's anti-gaming controls, check whether the workaround is doing the cohesion work the formal system forgot.
Human capital profile similarity as a sorting mechanism in mergers and acquisitions
The Journal of Technology Transfer — IMT School for Advanced Studies Lucca, Bocconi University
Acquirers pair with targets whose human-capital profiles resemble their own, measured the year before the deal across 188,716 realised merger and acquisition pairs, consistent with absorptive-capacity theory: similar workforces are easier to absorb. Workforce alignment operates as a sorting mechanism before the deal, not just an integration issue after it. For consultants: in M&A advisory, profile both workforces early, since human-capital similarity shapes both match formation and post-acquisition knowledge absorption.
Employee Ownership as local economic resilience: Evidence from Scotland
Local Development & Society — University College Cork, Rutgers, The State University of New Jersey
Founders of locally embedded SMEs in Scotland choose employee ownership over trade sale, private equity acquisition, or closure to preserve organizational culture, retain skilled employment, and keep decision-making local, and the transition redistributes entrepreneurial agency to employees who assume governance and strategic responsibilities. Employee ownership supports local value retention and resilience. For consultants: succession is an opening for workplace democracy, and employee ownership sells to founders as continuity rather than ideology.
Shows from our directory that live on this event's themes — with weekly episode briefs.
Prep from the archive — articles on the themes this event lives in.
A Sustainable Pace Is a Design Choice, Not an Employee Perk
With engagement sliding and managers burning out, wellbeing will not be rescued by perks. The evidence points to redesigning time …
At the Conscious Capitalism CEO Summit, the Ownership Question Is the One With Evidence
The Conscious Capitalism CEO Summit runs on the language of purpose and stakeholders. The part of that agenda with the hardest evi…
Brazil's Sick-Leave Numbers Are Telling on Its Workplaces
The surge in mental-health leave in Brazil is an administrative record too large to blame on individuals. Read against Latin Ameri…
Building a Sustainable Pace Before Burnout Teaches You the Hard Way
Burnout is usually framed as a mid-career disease, but the collapse tends to be rehearsed in the first years of work, when norms a…