The Strategic Management Special Interest Group (SIG) is devoted to promoting state of the art strategic thinking. We encourage dialogue along several interrelated lines of inquiry crucial for increasing scholarly and managerial understanding regarding strategic choice, competitive advantage, adaptation, and long-term performance and survival. We are committed to each year bring together scholars from all around the world to engage in the development and exchange of high-quality research ideas with the potential to fertilize and drive the future directions of scholarly and practitioner strategic thinking alike.
SIG OFFICERS:
Tomi Laamanen (University of St.Gallen, Switzerland) This email address is being protected from spambots. You need JavaScript enabled to view it. Past Chair
Henk Volberda (Erasmus University, Netherlands) This email address is being protected from spambots. You need JavaScript enabled to view it. Past Chair
Anabel Fernández-Mesa (University of Valencia, Spain) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Co-Chair
Audrey Rouzies (Toulouse School of Management, France) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Co-Chair
Patrick Reinmoeller (Cranfield University. UK) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Co-Chair
Daniel Alonso Martínez (University of León, Spain) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Co-Chair
Ana Garcia-Granero (University of Valencia, Spain) This email address is being protected from spambots. You need JavaScript enabled to view it. Communication and Social Events Co-Chair
Evangelia Siachou (Hellenic American University, Greece) This email address is being protected from spambots. You need JavaScript enabled to view it. Communication and Social Events Co-Chair
Nuno Oliveira (Tilburg University, Netherlands) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Co-Chair of kick off activities
Kathrin Sele (Aalto University School of Business, Finland) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Co-Chair of kick off activities
GT13_00 Strategic Management General Track
Strategic management is about setting the direction of a corporation and steering it through challenges in its environment. The discipline “deals with (a) major intended and emergent initiatives (b) taken by general managers on behalf of owners (c) that utilize resources (d) to enhance performance (e) of firms (f) in their external environments.” (Nag, Hambrick, Chen, 2007). The purpose of this Strategic Management General track is to foster research in areas not covered by the other more focused tracks.
Daniel Alonso-Martinez , Universidad de León, This email address is being protected from spambots. You need JavaScript enabled to view it.
STRATEGIC MANAGEMENT SIG STANDING TRACKS
ST03_01/ST06_01/ST13_01 - Business Model - Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored by Entrepreneurship SIG-03, Innovation SIG-06 and Strategic Management SIG-13
Business Model - Strategy, Innovation, and Entrepreneurial Venturing
The confirmed interest for the business model and the central question of how to innovate the business model provide a range of avenues for further research in the field (Massa, Tucci & Afuah, 2017; Foss & Saebi, 2016; Spieth, Schneckenberg & Ricart, 2014). While ongoing research aims to understand the business model and its role in firm performance, scholars face persistent questions about constituent components, sequences and contingencies. Consequently, this track invites research addressing the process of business model innovation and the intent of firms to develop value-creating and value-capturing activities.
Dirk Schneckenberg , ESC Rennes School of Business, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_02 - Behavioral Strategy
Behavioral Strategy has developed into an important new sub domain of strategic management research. By combining psychological research with the strategy domain, Behavioral Strategy aims at grounding strategic management on more realistic assumptions regarding human judgment and interaction. It thus transfers psychological research to an organizational context asking questions like "How can an improved psychological architecture of the firm lead to competitive advantage?
Philip Meissner , ESCP Europe, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_03 - CENA - Coopetition, Ecosystems, Networks and Alliances
Firms widely rely on Alliances and/or Coopetition strategies to deal with uncertainty, to foster their innovation processes and to reach higher levels of performance. These strategies could occur in specific configurations such as networks, ecosystems or clusters. As coopetition becomes a pervasive strategy and a growing research interest, it becomes essential for scholars and managers to understand how firms can implement successfully coopetition strategies. This issue can be explored at different levels (inter-organizational, intra-organizational or inter-individual). Studies could investigate multinational companies, associations, public companies, SMEs etc. from high-tech industries or more traditional ones.
Anne-Sophie Fernandez , University of Montpellier, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_04 - Mergers & Acquisitions and Divestitures: A Glimpse into the Future
The track aims to provide a forum for interdisciplinary discussion to further the analysis of the underlying dynamics shaping Mergers & Acquisitions (‘M&As’). It includes all elements of the M&A process: acquisition decision-making, target selection, due diligence, negotiation, implementation, maintenance, and divestitures that have a performance outcome(s). As an interdisciplinary track, strategic, organizational, cultural or human relations, financial and economic perspectives are welcome, particularly when combined to shed light on some of the conundrums in this area of research. We are eclectic in methodology and so encourage submissions that are qualitative, quantitative and mixed method. Conceptual papers are also welcome.
Audrey Rouzies , Toulouse School of Management, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_05 - Microfoundations of Strategy: Dynamic Capabilities and Knowledge Mechanisms
Microfoundations have become an important topic in strategy research, linking explanatory mechanisms at the micro-level to macro-level organizational processes and outcomes. To enhance our understanding of the microfoundations of strategy, we seek research on dynamic capabilities that promote entrepreneurship, change, and innovation (e.g., cognitive managerial capabilities; sensing, seizing and transforming) and knowledge mechanisms that help balance between internal knowledge accumulation and external knowledge absorption (e.g., absorptive capacity; organizational learning). How do microfoundations shape, mediate between and provide explanatory mechanisms for aggregate strategy phenomena/ processes (e.g., digital strategy, strategic decision-making or open strategy)? We encourage both empirical and conceptual contributions.
Rob Jansen , Tilburg University, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_06 - Strategic Ambidexterity: The paradox of exploitation and exploration
Research on strategic ambidexterity should provide a starting point for practitioners to adapt to the disruptive change induced by the fourth industrial revolution. By studying the contradictions between exploitation and exploration researchers could help them prepare.
For example, Mom, van den Bosch, and Volberda (2007) found that top-down knowledge inflows are associated to exploitation; horizontal and bottom-up inflows are related to exploration. Others pointed out the trade-offs that are inherently present when organizations pursue both types of activities (Hortovanyi and Szabo, 2006).
We call for papers that address the organizational challenge of industry 4.0 into the debate on strategic ambidexterity.
Lilla Hortovanyi , Corvinus University of Budapest, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_07 - Strategic Processes and Practice: Theorizing Emerging Strategic Processes and Practices
The SPP track aims to bring together organizational and micro levels of analysis to advance our understanding of strategy in the making (Chia & Holt, 2009). Whittington (2003) opened avenue in studying strategy with a practice lens and despite calls inviting to delve more into the essence of strategic processes; conceptual and empirical research on the emergent side of strategy (Mintzberg and Waters, 1985) remain scarce (Carter, Clegg, & Kornberger, 2008). So far, it concerned mainly discursive and socio-material practices of top managers. We therefore invite contributions to find innovative ways to inform and theorize the emergent side of strategy.
Aura Parmentier Cajaiba , Université Côte d'Azur, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_08 - The inner life of business ecosystems
The study of business ecosystem (BE) research has gained increased interest during the last decade. A BE is defined as an economic community in which a variety of inter-related stakeholders co-evolve. However, the main bulk of studies have focused on well-known BE ecosystems (as in the telecom industry) and ecosystem leaders. Through such research we have learned about structures and orchestration of BE. However, there is a lack of research describing the inner life of BE. We therefore encourage researchers to contribute with studies on the dynamics of BE where novel understandings of roles and self-organizing mechanisms can be uncovered.
Thommie Burström , Hanken School of Economics, This email address is being protected from spambots. You need JavaScript enabled to view it.
STRATEGIC MANAGEMENT SIG TRACKS
T13_09 - Digital Strategy and Industry 4.0
The track aims to stimulate the debate on new research and practice insights in digital strategy and industry 4.0, especially with respect to challenges that firms, their leaders and their stakeholders face, theoretical approaches that help firms to achieve sustainable competitive advantages in the digital economy and effects that digital strategies have on strategic decisions. Furthermore, approaches to teach future leaders as well as critical discourse of needed skills and competencies to prepare for the challenges of the digital economy are welcomed. As this is happening especially in Europe, we encourage contributions with an European perspective.
Stefan Gueldenberg , University of Liechtenstein, This email address is being protected from spambots. You need JavaScript enabled to view it.
T13_10 - Strategic Responsiveness and Organizational Adaptation
Contemporary firms operate in turbulent global contexts and must engage in responsive actions that allow them to adapt business operations and persevere. This depends on an ability to sense environmental developments and respond to them in proactive, timely and purposeful ways. It may entail updated reconnaissance from dispersed operating entities interacting with forward-looking strategizing at the corporate center. However, we know too little about the underlying strategic response capabilities as effective means to adapt the organization to the changing environmental conditions. This offers a promising potential for urgently needed insights to the benefit of management scholars and practitioners alike.
Torben Andersen , Copenhagen Business School, This email address is being protected from spambots. You need JavaScript enabled to view it.
