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 (2019-2021):
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
Anne-Sophie Fernandez (University of Montpellier, France) 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. - Past 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 García Granero (University of Valencia, Spain) This email address is being protected from spambots. You need JavaScript enabled to view it. - SIG Programme Co-Chair
David Santana Corchuelo (Toulouse School of Management, France) 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
Katharina Cepa (Lancaster University Management School, UK) This email address is being protected from spambots. You need JavaScript enabled to view it. - SIG Programme Co-Chair of kick off activities
SIG ADVISORS:
Tomi Laamanen (University of St. Gallen, Switzerland) This email address is being protected from spambots. You need JavaScript enabled to view it.
Joan Enric Ricart (IESE Business School, Spain) This email address is being protected from spambots. You need JavaScript enabled to view it.
Henk Volberda (University of Amsterdam, Netherlands) This email address is being protected from spambots. You need JavaScript enabled to view it.
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.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure,
Goal 13: Climate action,
Goal 17: Partnerships for the goals
ANABEL Fernández-Mesa , University of Valencia, 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 business model topic attracts continued interest in business research and practice (Massa et al., 2017; Foss & Saebi, 2017, Zott, Baden-Fuller and Mangematin; 2015: Spieth et al., 2014). However, despite ongoing research efforts to understand the business model and its role in firm performance, scholars face persistent questions about constituent components, sequences and contingencies for the process of business model innovation, impacting strategic intents of the firm to develop new value-creating and value-capturing activities.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure,
Goal 17: Partnerships for the goals
Patrick Spieth , University of Kassel, 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?
UN Sustainable Development Goals (SDG):
Goal 4: Quality education,
Goal 10: Reducing inequalities,
Goal 17: Partnerships for the goals
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.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure,
Goal 17: Partnerships for the goals
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.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people,
Goal 8: Decent work and economic growth,
Goal 9: Industry, Innovation, and Infrastructure,
Goal 16: Peace, justice and strong institutions,
Goal 17: Partnerships for the goals
David Kroon, VU Amsterdam, 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.
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth,
Goal 9: Industry, Innovation, and Infrastructure,
Goal 17: Partnerships for the goals
Gerardus JM Lucas, University of Nottingham, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_06 - Strategic Ambidexterity: solving the inherent managerial tensions between exploration and exploitation in innovative firms
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.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure
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.
UN Sustainable Development Goals (SDG):
Goal 5: Gender equality,
Goal 11: Sustainable cities and communities,
Goal 12: Responsible consumption and production,
Goal 13: Climate action
Aura Parmentier Cajaiba , Université Côte d'Azur, This email address is being protected from spambots. You need JavaScript enabled to view it.
ST13_08 - Ecosystems in Management Research – Current and Future research
The study of ecosystems has gained increased interest during the last decade. An ecosystem is defined as an economic community in which a variety of inter-related stakeholders co-evolve. Scholars have been exploring various ecosystem types i.e. business, entrepreneurship, service, manufacturing and (regional) innovation ecosystems and consider different levels of analysis i.e. system-, organisational-, and individual level. Through published research we have learned about structures and orchestration of ecosystems. However, there is a lack of research describing the inner life of ecosystems. We therefore encourage researchers to contribute with studies on the dynamics of ecosystems where novel understandings of roles and self-organizing mechanisms.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure,
Goal 11: Sustainable cities and communities,
Goal 12: Responsible consumption and production
Ke Rong , Tsinghua University, This email address is being protected from spambots. You need JavaScript enabled to view it.
STRATEGIC MANAGEMENT SIG TRACKS
T13_09 - Digital Strategy, Artificial Intelligence and Industry 4.0
The track aims to stimulate the debate on new research and practice insights in digital strategy, artificial intelligence and industry 4.0, especially with respect to challenges that organizations, their leaders and their stakeholders face. We are looking for theoretical approaches that help organizations to achieve sustainable competitive advantages in the digital economy. 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.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people,
Goal 4: Quality education,
Goal 8: Decent work and economic growth,
Goal 9: Industry, Innovation, and Infrastructure,
Goal 12: Responsible consumption and production
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
Firms operate in turbulent global markets and must respond and adapt their business activities to persevere and thrive. This depends on an ability to sense environmental developments and take effective responsive actions in proactive, timely, and meaningful ways. It entails reconnaissance and initiatives in local business entities and rational forward-looking analyses at the corporate center. Yet, we need a better understand of how the response capabilities evolve as effective means to adapt the organization to the changing context. This track offers a focused venue to present new insights and knowledge to this end.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people,
Goal 7: Affordable and clean energy,
Goal 8: Decent work and economic growth,
Goal 9: Industry, Innovation, and Infrastructure,
Goal 10: Reducing inequalities,
Goal 11: Sustainable cities and communities,
Goal 12: Responsible consumption and production,
Goal 13: Climate action,
Goal 16: Peace, justice and strong institutions,
Goal 17: Partnerships for the goals
Torben Andersen , Copenhagen Business School, This email address is being protected from spambots. You need JavaScript enabled to view it.
T13_11 - What, When, and to Whom? Organizational Communication, Stakeholder Management, and Social Evaluations
Organizations communicate constantly with numerous stakeholders, e.g., through financial reporting, press releases, and advertising. At the same time, organizations are constantly evaluated by stakeholders such as analysts, consumers, and the press. Consequently, organizational communication and social evaluations are deeply intertwined and what, when, and to whom firms communicate can affect evaluations and vice versa.
Research has addressed both activities and their interplay in stakeholder management. However, important questions remain unanswered, and new questions arise from fundamental changes in organizations and media. This track provides a forum for interdisciplinary conversations on antecedents, consequences, and contingencies around organizational communication and social evaluations.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people,
Goal 5: Gender equality,
Goal 6: Clean water and sanitation,
Goal 7: Affordable and clean energy,
Goal 8: Decent work and economic growth,
Goal 9: Industry, Innovation, and Infrastructure,
Goal 11: Sustainable cities and communities,
Goal 12: Responsible consumption and production,
Goal 13: Climate action
Lorenz Graf-Vlachy , University of Passau, Lorenz Graf-Vlachy
