Special issue call for papers from Journal of Services Marketing
“Mirror, Mirror On The Wall! Examining The Bright And Dark Side Of Face And Body Beautification/Modification Services”
International University of Monaco
INSEEC U Research Center
98000 Monaco, Monaco
Rodoula H. Tsiotsou
University of Macedonia
Department of Business Administration
Marketing Laboratory MARLAB
54636 Thessaloniki, Greece
Historically, humans have been collectively preoccupied with beauty. The nature of beauty itself has been the focus of aesthetics, a major field of study in Western Philosophy, and has occupied numerous philosophers, from Plato to Kant. Beauty has traditionally been counted among the ultimate values, with goodness, truth, and justice. People have been using beauty services since ancient times: the Egyptians used dark eyeliner and were the first to mark their bodies with tattoos; Cleopatra was taking baths in donkey milk to preserve her vitality and beauty; Greeks and Romans used to visit hammams to accomplish beauty and wellness. For the most part, these rituals were conducted by women, and were relatively secret: one had to uphold the idea that beauty was natural and effortless, not an artifice.
So how has the beauty industry, as old as the idea of beauty itself, become not only mainstream but also lauded as one of the best sectors? This is particularly notable in a time in which traditional industries are struggling, and in the extremely challenging times for the retail industry. Growth in the beauty industry, however, has boomed in recent years, in a trend that many link to a broader generational trend of attention to physical wellbeing. Millennials are often quoted as being the main drivers behind the meteoric growth of the beauty segment. The beauty industry is, in fact, quite broad: it includes services such as hair-salons, wellness centers, spas, barber shops, medical spas/injections, massage, waxing, permanent makeup, lashes, blow-out services, tattoo shops etc. In the United States alone, the beauty services sector employs over 670,000 people, and its job growth outlook is faster than average according to BLS data at a rate of 13% (2016-2026) while it was worth $532.43 billion in 2017 and is expected to reach a market value of $805.61 billion by 2023.
The rise of new beauty technologies, the Internet and social media propelled the beauty industry forward and change customer behavior in the related services. How beauty professionals and consumers learn about, buy and experience beauty services is changing faster than ever. Therefore, the purpose of this special issue is to examine the challenges and complexities of the beauty services and contribute to our understanding of these services. In line with the Journal of Services Marketing commitment to advancing services marketing theory and practice, we welcome contributions from a wide range of topics in relation to the beauty services industry.
Submissions to the JSM Special Issue are now being accepted. The editors welcome targeted reviews of the scientific literature, which make a contribution to our understanding of the topic of interest and highlight significant gaps that require the development of new theory, research methods, and empirical work. The editors are also interested in new, contradictory work that highlights the impact of face and body modification and beautification services on customers, service businesses, and society. The editors further encourage submissions based upon collaboration with the business community, highlighting the practice of how beauty industry is being managed, and its impact on both, customers’ wellbeing, and business performance.
JSM has a 2018 impact factor of 2.4, ranks #19 out of top 20 journals in marketing (source: 2019 Google Scholar), #67 out of 121 journals in the “Business” category (source: 2018 Journal Citation Reports) and is a Q1 (quartile 1) on the 2019 Scimago rankings.
We welcome submissions to this special issue. Topics covered include (but are not limited to):
- Customer Wellness
- Beauty and cosmetic procedures and surgery
- Gender-reassignment operations
- Plastic services as addictive behavior
- Cross-border beauty/modification services
- Tele-beauty services, e-beauty
- Stakeholders and beauty services
- Gender differences in beauty services
- The dark side of beauty services
- Different generations and beauty-related services
- Community based health care
- Beauty experiences and consequences
- Customer engagement in beauty and modification services
- Relevant theories in explaining customer behavior in beauty and modification services
- Sustainability of beauty services
- Cross culture and beauty services
- Beauty consumption and decision making
- Service failure in the beauty industry
Deadline and Submission Details
All submissions should be made to the special issue identified on the ScholarOne Online Manuscript submission system http://mc.manuscriptcentral.com/jsmktg. All submitted manuscripts should not have been published, accepted for publication, or be currently under consideration elsewhere. Manuscripts should follow the style guidelines available on the Journal of Services Marketing home page at: www.emeraldinsight.com/jsm.htm
All manuscripts will be evaluated primarily on the basis of adequate coverage of the research domain, originality in summarizing our understanding of what we know, and what we do not know, and the potential for advancing understanding of the field of services. Other important considerations include the length-contribution ratio, and the quality of written expression. Potential contributors can contact the JSM Special Issue Editors to discuss their ideas for a paper prior to submitting a formal proposal. Please direct any questions about the submission process to the guest editors.
To view the author guidelines for this journal, please visit:
- November 1 2020 – Submissions open
- December 10, 2020 – Submission deadline
The authoritative version of this call can be found here:
Management Science – Special Issue on Business and Climate Change
Rajesh Chandy, Glen Dowell, Colin Mayer, Erica Plambeck, George Serafeim, Michael Toffel, Beril Toktay, Elke Weber
Climate change poses major risks and opportunities for a wide array of companies and industries—and to society at large. Recent scientific and policy reports, including the U.S. National Climate Assessment and by the UN Intergovernmental Panel on Climate Change (IPCC), provide increasingly alarming conclusions about the direness of the disruptions and displacements that climate change will elicit, especially under “business as usual” scenarios. Yet, far too little research is being conducted to provide the critical insights that companies and managers need to adjust how they plan, measure, site, forecast, innovate, develop products and services, and manage supply chains in light of opportunities to mitigate climate change and adapt to climate change’s physical consequences and regulatory changes. Management Science, given its wide recognition as a top journal across many disciplines and departments, seeks to stake a leadership position in addressing this deficit by spurring a wide array of scholars to conduct more rigorous and relevant research in this critical area.
Regular and Fast Track submissions are welcome from across the full scope of Management Science topics as they relate to business and climate change. For example, topics suitable for the Special Issue include submissions focused on business decisions related to climate change adaptation, mitigation, carbon reporting, climate finance, risk assessment and corporate disclosure, corporate strategy (e.g., divestment and acquisition of climate-sensitive industries), management control systems (target setting, incentive provision), corporate governance structure and process, organizational change, valuation and investor behavior, climate-relevant technology, innovation, and big-data analytics.
The Special Issue seeks research that provides the insights that managers need to operate in a world in which climate change affects freshwater availability and quality, sea levels, ambient temperature and moisture, the frequency and intensity of hurricanes, drought, and floods, with disproportionate implications for more vulnerable populations and major changes in transportation and energy systems. Managers need to know how to effectively adjust how they plan, site, forecast, innovate, develop products and services, invest, finance, insure, and manage organizations and supply chains in light of opportunities to mitigate climate change (i.e., reduce its magnitude) and to adapt to climate change’s physical and social consequences and regulatory changes. Managers also need to identify and implement innovative approaches to mitigate emissions in manufacturing and services, transportation and energy systems, construction, and supply chains, as well as potentially via carbon sequestration and geoengineering.
Please submit your manuscript online via https://mc.manuscriptcentral.com/ms. In Step 1, select either “Special Issue on Business and Climate Change” or “Special Issue on Business and Climate Change – Fast Track” as the Manuscript Type. In Step 5, recommend at least three preferred Associate Editors (AEs), drawing from the current Management Science Editorial Board (which includes many AEs with expertise relevant to climate change) and from the following list of Guest AEs for the Special Issue. In Step 6, select your preferred special issue coeditor as a Department Editor. Reviews will be conducted on a rolling basis. Submission Deadline: November 30, 2020.
The authoritative version of this call appears here:
Young Consumers (YC)
Call for papers
Special issue on “Gamifying human computer interaction for young consumers”
Dr. Abhishek Behl, Indian Institute of Technology, Bombay, India(email@example.com)
Dr. Justin Zhang, Department of Management, Coggin College of Business
University of North Florida (firstname.lastname@example.org)
Gamification refers to a method of enhancing a service with game experience affordances to support the creation of overall value for the customer (Huotari and Hamari, 2016). It represents a shift away from the outdated belief that pecuniary incentives (e.g. cash, gifts) and instrumental motivations (e.g. knowledge seeking) are the only options worth thinking about (Deterding, 2012). Age differences suggest that young consumers have higher expectations than the older age group to buy the gamified product, find it more useful and perceive it to be more fun and amusement (Bittner and Schipper, 2014). Nevertheless, melding advertisements with enjoyable interactive content results in the inability of children to discern the persuasive purpose within an advergame. What is yet to be established is how ads can be differentiated from content in a self-regulated industry that survives on brand preference (Terlutter and Capella, 2013). Companies should offer Millennials a fun interface and an environment that is easier to use for the Generation X to be successful in gamification (García-Jurado et al., 2019).
In an increasingly interactive world, gamification is steadily reconfiguring our relationships with everyday tasks and experiences. To ‘gamify’ is to use game mechanics, such as levelling, points and goals, in non-game contexts to reward users and drive engagement. These strategies, which are used to motivate people on an emotional level, recognise that consumers want to participate in something enticing and rewarding, as well as engaging and fun. As the digital space has become more and more overcrowded, companies looking to stand out have been imitating the competitive, connected and personalised world of online gaming. In 2011, Gartner even predicted that by 2014, more than 70% of the top 2000 global companies would have created at least one type of gamified application. Likewise, in a survey conducted by Pew Research Center, 53% of respondents said that gamification would be widespread by 2020.
Introducing gaming principles to the shopping experience can provide consumers with a similar sense of achievement, especially when there is a competitive element. Competition alone can be a major motivator, but when it is combined with other gaming elements, such as status or social connectedness, the challenge and potential reward can hold significant appeal for people. Nonetheless, despite projections that such gamification will become a widely adopted phenomenon, estimates are gloomy with respect to the real impact these projects will have on the experiences of ‘players’ (i.e., participants who are supposed to have fun), and on the organizations that would like to use gamification to improve the players’ behaviour in their favour (AlMarshedi et al., 2017).
Recently, firms have started to use game elements to understand how young consumers react to it (Eg: Nike, Netflix) and moreover have started to run dry experiments to explore which game element and/or combination of elements can benefit them more. Studies have also reported ethical issues in the use of game elements as if disrupts the natural behaviour of the use and forces them to react to the stimuli. A different school of thought also provokes firms to use advanced analytical techniques like artificial intelligence and robotics to unravel mysteries of human behaviour. As the realm of gamification evolves further, there will be a need to understand it from theoretical, practical and hybrid approaches. As digital population and competition rapidly grows, there is an immediate need to transform the learning to practice and viceversa.
The field of gamification has reformed human computer interaction (HCI) space. The tool which was once a source of entertainment has been used to unleash the power of customers by engaging them on digital platforms for learning, e-commerce activities, well being, crowdsourcing, marketing, human resource engagement, information retrieval and development etc. The literature and understanding on gamification is mostly case based or experimental in nature. Despite this progress, research on gamification still faces a variety of empirical and theoretical challenges. Moreover, as the target user group is youth for most of the firms because of its varied degree of engagement on digital platforms, it becomes important to address some key research questions:
- How interdisciplinary theories can help explain end user engagement on digital platforms?
- How can gamification be extended to new fields of research like artificial intelligence, neuromarketing to understand the behaviour of end users better?
- Which new game elements can be used by digital platforms to engage and retain customers?
- How ethical is to use game mechanics to disrupt the human behaviour?
In the light of the same, we draw attention of researchers to address one of many aspects of these key research questions.
Topics of interest may include, but are not limited to:
- Theoretical Advancements in Gamification for young consumers
- Effect of new game elements for understanding consumer behavior for young consumers
- Gamification for engaging Over the Top (OTT) young consumers
- Gamified chatbots on websites and apps
- Psychological perspectives of adoption of gamification features and outcomes.
- Artificial Intelligence led Gamification for enhanced user experience
- Gamification as a tool for theory development for young consumers
- Gamification in the context of e-learning for young consumers
- Ethical use of game mechanics for understanding consumer behavior
- Gamifying digital content for efficient human computer interaction
- Case based research for improving gamification experience of consumers.
We also invite business researchers from different domains and specializations to submit their study in any one area or an interdisciplinary area catering to the theme of the Special Issue.
AlMarshedi, A., Wanick, V., Wills, G. B., & Ranchhod, A. (2017). Gamification and behaviour. In Gamification (pp. 19-29). Springer, Cham.
Bittner, J., & Schipper, J. (2014). Motivational effects and age differences of gamification in product advertising. Journal of Consumer Marketing, 31(5), 391-400. doi: 10.1108/jcm-04-2014-0945
Deterding, S. (2012). Gamification: designing for motivation. Interactions, 19(4), 14-17. doi: 10.1145/2212877.2212883
García-Jurado, A., Castro-González, P., Torres-Jiménez, M., & Leal-Rodríguez, A. (2019). Evaluating the role of gamification and flow in e-consumers: millennials versus generation X. Kybernetes, 48(6), 1278-1300. doi: 10.1108/k-07-2018-0350
Huotari, K., & Hamari, J. (2016). A definition for gamification: anchoring gamification in the service marketing literature. Electronic Markets, 27(1), 21-31. doi: 10.1007/s12525-015-0212-z
Terlutter, R., & Capella, M. (2013). The Gamification of Advertising: Analysis and Research Directions of In-Game Advertising, Advergames, and Advertising in Social Network Games. Journal of Advertising, 42(2-3), 95-112. doi: 10.1080/00913367.2013.774610
Submissions to the special issue should be sent electronically through the “Young Consumers” ScholarOne System. The manuscripts must be prepared in accordance with the guidelines for authors given in the website of the journal “International Journal of Organizational Analysis”: http://mc.manuscriptcentral.com/yc.
Authors need to clearly indicate in their submission information and letter that their manuscript is for the Special Issue on “Gamifying Human Computer Interaction for Young Consumers” All submissions will be subject to a double-blind review process followed by “Young Consumers” Journal. All manuscripts must be original, unpublished works that are not concurrently under review for publication elsewhere. Questions about this special issue may be directed to the guest editors.
Interested authors are welcome to discuss their research ideas in the form of an extended abstract by contacting the guest editors. The abstract should be written keeping in mind the style of Emerald. The idea of proposing an abstract is share preliminary feedback to the interested authors.
For any questions, interested authors can contact the corresponding guest editor:
Abhishek Behl; email@example.com
- Submission Due Date: October 15th , 2020
- First Round Reviews: December 15th , 2020
- Final Editorial Decision: May 15th , 2021
- Expected Publication: second half of 2021
Journal of the Academy of Marketing Science
Call for Papers for a Special Section onEmpirical Insights on Artificial Intelligence (AI) and Robotics in the Retail and Service Sector: Leveraging AI to Create Value for Consumers, Organizational Frontlines, and Firms
Edited by Stephanie M. Noble (University of Tennessee) and Martin Mende (Florida State University)
AI – broadly defined as machines and systems performing tasks that normally require human intelligence (Huang and Rust 2018) – is fundamentally changing the retail and service environment (Davenport, Guha, Grewal, Bressgott, 2020). As the competitive intensity for retail and service organizations continues to increase, some observers have suggested that a retail apocalypse could be on the horizon (Danziger 2017); however, the changing retail and service landscape can also be seen as an opportunity to better serve and delight customers in new and innovative ways with AI and AI-driven robotics. As such, AI’s impact represents both opportunities and challenges for marketers.AI’s impact will be far-reaching given global estimates of the increasing service sector. For example, the service sector accounts for approximately 80% of the U.S. economy (US Bureau of Labor Statistics 2018), 70% of the U.K., Japan and France’s economy, and 50% of China’s economy (Statista 2017). The service sector includes a wide range of industries including retail trade, transportation, entertainment, health care, hospitality, professional and technical services, and the government. Against this background, there are numerous opportunities for AI to impact not only consumers’ in-store and on-line experiences, but also influence organizational frontlines (e.g., service employees and their interactions with customers), and ultimately firm outcomes. Consumers’ journeys, which include all touchpoints with organizations (Lemon and Verhoef 2016), have been considerably impacted by AI. For example, while consumers are standing in a grocery store, virtual technology can place them in fields where spices are harvested (Baldwin 2019), smart windows and mirrors in department stores can suggest products to complete (fashion) outfits or send products directly to their homes, and ‘grab and go’ checkout options in convenience stores allow frictionless shopping experiences. Embodied robots now roam stores taking inventory and answering consumer questions (Barker 2018; Grosman 2017), serve food (ET Retail 2019), and assist in health care (Soon 2019). Other examples of AI-powered technologies include disembodied robots, avatars, virtual bots, touch screen kiosks, and narrowcasting (see Grewal, Noble, Roggeveen and Nordfält, 2020, and Huang and Rust 2018). This list is not exhaustive, but illustrates the varied ways in which AI is changing how consumers interact with organizations.Organizational frontlines, or the interfaces and interactions that link organizations with their customers (Singh, Brady, Arnold, and Brown 2017) are also influenced by AI. For example, van Doorn et al. (2017) provide numerous examples in the healthcare industry for how AI-powered robots and avatars might assist doctors (i.e., frontline employees – FLEs). On the other hand, Huang and Rust (2018) review instances when FLEs can be replaced by AI, such as with touch screen kiosks or virtual bots that provide customer support, and Mende et al. (2019) illustrate the discomfort and threats to human identity that customers might perceive when interacting with AI-driven humanoid robots. These examples further highlight the realms of positive and negative possibilities with AI in retailing and service environments.In this special section of the Journal of the Academy of Marketing Science (JAMS), we will publish papers that help retailers and service organizations understand how AI and AI-driven robotics can be leveraged to affect consumers’ journeys, organizational frontlines, and other relevant firm outcomes. Empirical research is a crucial component of the development of marketing theory. Therefore, we are primarily interested in empirical work, both qualitative and quantitative, that explores topics in these domains. We encourage collaborative work between scholars and managers/companies and data from diverse sources including secondary data, lab and field experiments, performance-related data, ethnographic work, etc. Because data-collection is one essential element of empirical work, we also believe that assessing strengths and weaknesses of certain data collection approaches in the context of AI related to marketing purposes can enrich the marketing literature. Furthermore, marketing scholars also could consider whether AI brings with it novel and different types of questions and challenges, which might require different empirical approaches to provide meaningful answers. Finally, we believe that the empirical study of AI and robotics in retail and service settings, given the nascent nature of this research in marketing, provides strong opportunities for cross-disciplinary research. Possible topics include the following (this list is not exhaustive and other topics are welcomed):
Investigating Nuanced Effects of AI:
- Under what circumstances does AI lead to positive outcomes versus negative outcomes for consumers, organizational frontlines, or the firm? Are there boundary conditions that alter these outcomes (i.e., how, where, and why would un/desirable outcomes emerge)? What are specific types/categories of benefits firms can leverage with AI?
- Are there international/transnational insights related to using AI (e.g., related to culture or legal frameworks)? Are there service-/sector-specific findings related to AI?
- What are areas of ethical concerns or promises related to AI?
- How can organizations or consumers reduce AI threats to ethics / consumer well-being?
Embodiment and AI:
- Many AI applications are embedded in an embodied robot (broadly defined). What forms, shapes, or configurations yield (un)desirable outcomes? Why might this be?
- What are boundary conditions (e.g., might these effects depend on the focal consumer, task, or service sector)?
AI and the Marketing Mix:
- How does AI interact with other levers of the 4Ps of Marketing or the 7Ps of Service?
- When and why can AI support or undermine other tools in the marketing mix?
General Challenges and Opportunities:
- What are drivers/barriers related to adoption of AI (by companies and consumers)? Might they vary across sectors/industries?
- Which new marketing jobs/tasks are associated with AI? What is the impact on customers, firms, and/or employees?
Submission Guidelines and DeadlinesPapers targeting the special section should be submitted through the JAMS submission system (www.edmgr.com/jams), and will undergo a similar review process as regularly submitted papers. Submissions for the special section begin December 1, 2020 with the final deadline for submissions being January 31, 2021. Questions pertaining to the special section should be submitted to the JAMS Editorial Office or directed to one of the special issue editors: Stephanie Noble (firstname.lastname@example.org) and Martin Mende (email@example.com).
YÖK ilk kez “yurtdışı doktora araştırma bursu” verecek
Yükseköğretim Kurulu (YÖK), kamu üniversitelerinde çalışan ve doktora eğitiminin tez aşamasında bulunan araştırma görevlilerine, yurtdışında 6 ay ila bir yıl araştırma yapma olanağı sunacak olan YÖK-YUDAB (Yurtdışı Doktora Araştırma Bursu) Programına ilişkin bir duyuru yayımladı. Duyurunun satır başları şöyle:
-Tez aşamasında olmak
Yükseköğretim Kurulunca belirlenmiş öncelikli alanlarda doktora derslerini tamamlamış, yeterlik sınavını geçmiş ve halen tez aşamasındaki 2547 sayılı Kanun uyarınca bir devlet üniversitesinde araştırma görevlisi olarak çalışan tüm T.C. vatandaşları aşağıdaki şartları taşımak kaydıyla başvuru yapabilir.
-Yabancı dil yeterliliğini belgelendirmek
Çalışmada kullanılacak yabancı dili, araştırmayı yürütebilecek düzeyde bildiğini son beş yıl içinde aldığı YÖKDİL, YDS, E-YDS, ÜDS, KPDS’den veya ÖSYM tarafından eşdeğerliği kabul edilen uluslararası yabancı dil sınavından muadili en az 65 puan aldığını gösterir dil sınav sonucunu belgelendirmek.
-Erkek adaylar için, askerlikle ilişiği bulunmamak
-Doktora eğitimine son üç yıl içerisinde başlamış olmak
-Dünyadaki başarılı üniversitelerden kabul almış olmak
Times Higher Education, Academic Ranking of World Universities (Shanghai) ve QS tarafından yapılan dünya üniversite veya alan sıralamalarında son 3 yıl içerisinde ilk 500 içerisine giren üniversitelerden birinden en az altı ay, en fazla bir yıl süreyle kabul almak.
-Tez danışmanından ve rektörlükten onay almak.
Kurul, her yıl 400 araştırma görevlisini bu programdan yararlandırmayı planlıyor. Programa kabul edilen araştırma görevlilerine, ülkeden ülkeye değişmekle birlikte, aylık 2.500-3.500 TL arasında araştırma bursu verilecek.
BAGEP 2018 için başvuru çağrısı
Üstün başarılı genç bilim insanlarını ödüllendirmek, desteklemek, bilimde önde gelen gençlerin tanınmalarını ve birbirlerinin araştırmalarından haberdar olmalarını sağlamak amacıyla düzenlenen Bilim Akademisi Genç Bilim İnsanları Ödül Programı (BAGEP) için son başvuru tarihi, 1 Şubat 2018 olarak duyuruldu.
BAGEP ödülü iki yıllık araştırma desteği ve bir ödül sertifikasından oluşuyor.
Ödül iki sene için yıllık 15.000 TL‘dir. Bu ödül, genç bilim insanının araştırmaları için gerekli harcamaları karşılaması amacıyla, önceden bir harcama planı istenmeksizin, karşılıksız olarak verilmektedir. Program bilimin her alanından, 40 yaşını geçmemiş (1978 doğumlu ya da daha genç), doktoralı veya tıpta uzmanlığını almış bilim insanlarına açıktır.
Ayrıca başvuran bilim insanının özgeçmişi ve ana araştırma konuları ile ödülün kapsadığı iki yıl içerisinde yapılması planlanan araştırmaların 1500 kelimeyi geçmeyecek bir özetinin başvuru formuna eklenmesi gerekmektedir.
BAGEP 2018 başvuru formu için tıklayın.
Call for French Embassy Fellowships – 2018
The research program will be launched for:
- PhD candidates
- Young visiting researchers (Submission up to 3 years after obtaining the doctorate)
- Visiting researchers
Deadline is February 12th, 2018 (Till midnight)
You may send your application to the following e-mail address: firstname.lastname@example.org