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 (2020-2021):
Anabel Fernández Mesa (University of Valencia, Spain) anabel.fernandez@uv.es SIG Co-Chair
Anne-Sophie Fernandez (University of Montpellier, France) anne-sophie.fernandez@umontpellier.fr – SIG Co-Chair
Audrey Rouzies (Toulouse School of Management, France) audrey.rouzies@tsm-education.fr – Past Chair
Daniel Alonso Martínez (University of León, Spain) dalom@unileon.es – SIG Programme Co-Chair
Ana García Granero (University of Valencia, Spain) ana.garcia-granero@uv.es – SIG Programme Co-Chair
David Santana Corchuelo (Toulouse School of Management, France) david.santana-corchuelo@tsm-education.fr – Communication and Social Events Co-Chair
Nuno Oliveira (Tilburg University, Netherlands) n.r.barrosdeoliveira@uvt.nl – SIG Programme Co-Chair of kick off activities
Katharina Cepa (Lancaster University Management School, UK) k.cepa@lancaster.ac.uk – SIG Programme Co-Chair of kick off activities
SIG ADVISORS:
Tomi Laamanen (University of St. Gallen, Switzerland) tomi.laamanen@unisg.ch
Joan Enric Ricart (IESE Business School, Spain) jericart@iese.edu
Henk Volberda (University of Amsterdam, Netherlands) h.w.volberda@uva.nl
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
Daniel Alonso-Martinez, dalom@unileon.es
STRATEGIC MANAGEMENT SIG STANDING TRACKS
ST03_01/ST06_01/ST13_01 – Business Model – Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored ENT / INNO / SM)
(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, spieth@uni-kassel.de
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, anne-sophie.fernandez@umontpellier.fr
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
Audrey Rouzies, Toulouse School of Management, audrey.rouzies@tsm-education.fr
ST13_04 - Mergers & Acquisitions and Divestitures: A Glimpse into the Future
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 12: Responsible consumption and production, Goal 17: Partnerships for the goals
Gerardus JM Lucas, University of Nottingham, gerardus.lucas@nottingham.ac.uk
STRATEGIC MANAGEMENT SIG TRACKS
T13_09 – Digital Strategy, Artificial Intelligence and the Platform Economy
This track aims to stimulate the debate on new research and practice insights in digital strategy, artificial intelligence and the platform economy, especially with respect to challenges that firms, 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 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, stefan.gueldenberg@uni.li
T13_09 - Digital Strategy, Artificial Intelligence and the Platform Economy
This year, the papers from tracks ST13_02, ST13_06 and ST13_07, below, have been on an exceptional basis assimilated into GT13_00
ST13_02 – Behavioral Strategy
Track chair: Oscar Llopis , University of Valencia, oscar.llopis@uv.es
ST13_06 – Strategic Ambidexterity: solving the inherent managerial tensions between exploration and exploitation in innovative firms
Track chair: Lilla Hortovanyi , Corvinus University of Budapest, lilla.hortovanyi@uni-corvinus.hu
ST13_07 – Strategic Processes and Practice: Theorizing strategic processes and practices for sustainability
Track chair: Aura Parmentier Cajaiba , Université Côte d’Azur, aura.parmentier@unice.fr
This year, the papers from tracks ST13_08, T13_09 and T13_10, below, have been on an exceptional basis assimilated into T13_09
ST13_08 – Business Ecosystems – Current and Future Trends
Track chair: Ke Rong , Tsinghua University, r@tsinghua.edu.cn
T13_09 – Digital Strategy, Artificial Intelligence and the Platform Economy
Track chair: Stefan Gueldenberg , University of Liechtenstein, stefan.gueldenberg@uni.li
T13_09 - Digital Strategy, Artificial Intelligence and the Platform Economy
T13_10 – Strategic foresight for Capitalism 2.0: examining competencies, process and its role in performance
Track chair: Jan Klakurka , Huron University, University of Western Ontario, London, Canada, jklakurk@huron.uwo.ca