**** Apologies for any cross-postings ****

*Special Issue of Management Revue (MREV)*
*Demands in the modern workplace*

*Guest Editors:*
Sascha Ruhle, Heinrich-Heine-Universität Düsseldorf, Düsseldorf, Germany
Johannes Siegrist, Heinrich-Heine-Universität Düsseldorf, Düsseldorf,
Stefan Süß, Heinrich-Heine-Universität Düsseldorf, Düsseldorf, Germany
Eva-Ellen Weiß, Heinrich-Heine-Universität Düsseldorf, Düsseldorf, Germany

The flexibility of work organization and employment, the growing need for
training and development, digitalization of work, the increasing blurring
boundaries between work and private life - the list of developments that
have shaped the modern working world in recent years is long. Those
developments will continue to affect employees as well as organizations and
economies. Especially for employees, several of these developments are
challenges rather than improvements. Various approaches have increased our
understanding of these and similar challenges, including the job
demand-control model (Karasek, 1979), leader-member exchange (Graen &
Uhl-Bien, 1995; Hesselgreaves & Scholarios, 2014), the effort–reward
imbalance model (Siegrist, 2002) and the concept of work-family conflict
(Barnett, 1998).

There are numerous indications that demands in the modern work place lead
to elevated stress experiences (Sparks et al., 2001; Sverke et al., 2002;
Stansfeld & Candy, 2006) and related health consequences (e.g. Schnall et
al., 2009; Siegrist & Wahrendorf, 2016). Sources of stress may, for
example, be rooted in role overload or even role underload depending on the
type of demands (Shultz et al., 2010). Further, research shows that
changing working conditions can provoke conflicts between work and private
life (e.g., Byron, 2005). In the long run, impairments of job satisfaction
and health can result as well in reduced work engagement and elevated
turnover intentions (e.g., Kinnunen, 2008; Li et al., 2015). Thus,
organizations increasingly aim at improving working conditions in order to
keep their employees healthy and productive.

Divers options exist for organizations to tackle these challenges. For
example, both supervisor and coworker support have been shown to reduce the
negative consequences of demands (Luchman & González-Morales, 2015), and
the same holds true for a transformational leadership style (Weiß & Süß,
2016), while an increase in time flexibility might even further strain the
individual (e.g., Biron & van Veldhoven, 2016). Another way to deal with
workplace demands might be the development of personal resources, which in
turn can decrease burnout (Huang et al., 2015) or the adequate design of
employees’ task fields (Shultz et al., 2010).

Yet, to answer challenges resulting from demands in the modern workplace,
research might benefit from considering not only results from a single
discipline, but a combined perspective. Multiple disciplines, like business
administration, psychology, sociology, and occupational medicine contribute
to, e.g., research on stress and resulting strain (e.g., Ganster & Rosen,
2013). A joint approach might further enhance our understanding of the
prevention, occurrence, and the consequences of work demands as multiple
perspectives on the area of research are being combined.

Therefore, prospective papers may address, but are not restricted to, the
following questions:

   - Which individual and organizational consequences result from the
   various developments that characterize the modern working world? And how
   might organizations manage the different technological and economic changes
   in order to reduce negative consequences for employees?
   - Under what circumstances do particularly problematic work demands
   arise? What are the differences between various forms of employment and
   their influences on work demands?
   - How can organizations manage the various demands in the workplace and
   which approaches are the most promising ones? What possible help can
   leadership or co-worker support provide to face increasing work demands?
   - What are the socio-structural and economic antecedents of and
   consequences caused by work demands? Are there burdens which are unequally
   distributed among different social or occupational classes that account for
   differences in the exposure to changing demands?

*Potential authors*
Authors are encouraged to submit research manuscripts that are likely to
make a significant contribution to the literature on demands in the modern
workplace. The focus of the Special Issue is empirical - qualitative or
quantitative – evidence, and we welcome contributions from business
administration, industrial and organizational psychology, work sociology,
and occupational medicine as well as other disciplines dealing with the
topic of the Special Issue.

Full papers for this special edition of “management revue” must be with the
editors by *31 January 2017*. All submissions will be subject to a
double-blind review process. Papers invited for a “revise and resubmit” are
due on *31 May 2017*. Final decision will be made by September 2017. The
special edition will be published in 2017 or 2018. Please submit your
papers via email to Sascha Ruhle <[log in to unmask]> and Stefan Süß
<[log in to unmask]>, using “management revue” as a subject.

*Submission Guidelines*
Manuscript length should not exceed 8,000 words (excluding references) and
the norm should be 30 pages in double spaced type with margins of about 3
cm (1 inch) on each side of the page. Further, please follow the guidelines
on the website and
submit the papers electronically by sending a “blind” copy of your
manuscript (delete all author identification from this primary document),
and in a second document information that would typically appear on the
document’s title page (title, author names, complete postal addresses,
titles, affiliations, contact information including email, and phone).

*We look forward to receiving your contribution!*
Sascha Ruhle, Johannes Siegrist, Stefan Süß & Eva-Ellen Weiß

Med venlig hilsen/Kind regards
*Simon Fietze*
Adjunkt/Assistant Professor

T +45 6550 1748
[log in to unmask]

Syddansk Universitet/University of Southern Denmark
Institut for Marketing og Management/Department of Marketing and Management
Alsion 2, A2
6400 Sønderborg

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