Hayek Business Review - Call for Papers
We are inviting business leaders all around the world to submit a paper for possible inclusion in the Hayek Business Review (HBR), an International Business Journal dedicated to addressing real business issues.
The Hayek Business Review is part of Hayek Global College. Hayek Global College is dedicated to educating the rising intellectual and business leaders by providing them with the skills of professional excellence. The program is truly international, with an innovative and intense curriculum designed for practical managers and business leaders.
The Hayek Business Review shares this mission and vision with our readers.
Accepted papers will focus on delivering practical knowledge to the reader. The submissions can be in third or first person or even a narrative.
The journal is in English. Our students and readers are on four continents, and English may not be their first language. Thus, it is essential for clarity to avoid: idioms, slang, and colloquialisms. There is no minimum or maximum length. The single request is to keep the article focused.
Human Resources Volume 1, Issue 2 - (April 2021)
Let us look at Human resources as a river, from source to the termination—suggested submissions on;
• Recruitment – looking for the excellent hire
• Onboarding – corporate culture, expectations, and training
• Retention – compensation, training, and defending against recruiters
• Corporate Information, preventing leaks, protecting Intellectual Property
• The Long Time Employee – advancement, benefits, the family at work and at home
• Termination – Hired away, Fired, Retired
• Hybrid – The startup
Other ideas are always welcome.
Effective Communication Volume 1 Issue 3 - (July 2021)
Communication used to be simple – you spoke to the person, or you wrote them a letter. Even way back when – we still had to communicate the message at least three times to get cognitive acknowledgment from the recipient.
Now we have Internet meetings, email, emojis, and texting with autocorrect, even before language and cultural barriers occur. So how can today’s managers effectively communicate to workers, workers to managers, salespeople to customers, compliance people to regulators effectively and accurately?
We want to hear about your experiences and solutions to effective communications across countries, cultures, platforms, and industries. What has worked, what has not, what we don’t know, we don’t know.
Look for studies on effective communication and stories of how some strategies have worked and how they have not worked.
Turnarounds Volume 1 Issue 4 - (September 2021)
Given enough time, all people die, and all businesses fail.
We know people can live a full life even if, at times, they need medical intervention. Businesses can have longer life spans with managerial intervention. What are your insights on failing businesses and how to turn them around?
• Signs – A business is in trouble; how do we know that
• Triage – Essential steps to save the business
• Diagnosis – What has caused the business stresses
• Risks and Opportunities – what does management face during a turnaround
• Communication with employees, customer, vendors, and regulators
• Benchmarking – measuring your business day today
• Back to Health – choices
• It did not work – to the receiver
Extreme Business Environments Volume 2 Issue 1 - (January 2022)
We are borrowing this idea from work by Richard Davies. He studied and reported the economies inside prisons, refugee camps, growing African and Asian cities, and hyper-modern digital economies.
How do businesses function under challenging environments? The business environments are considered difficult because of corruption, piracy, unreliable suppliers, high material risks, virtually lawless environments, rebel-controlled.
The other similar environments are viciously competitive business environments, encompassing fast evolution, revolution, and obsolescence – such as phone technology, phone applications, and more.
These business environments where there are no days off, no room for error, and penalties are near immediate business death.
SARS-CoV-2 aka The COVID-19 Pandemic – What happened? – (April 2022)
As this section is being authored, so much has changed and will continue to change. In many cases, the pandemic functioned as a catalyst to accelerate changes that were already occurring. It changed the way we think about business and the craft of making a profit. It launched economic and political movements that have also impacted commerce. We would like to know how they survived, failed, were reborn, changed?
Papers may be submitted through the HBR Submissions Portal
Or email to email@example.com
L. Burke Files, CACP, DDP
Founding Professor Hayek Global College
Editor Hayek Business Review