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EURAM 2023 Annual Conference
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SIG 13: Strategic Management (SM)

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 (2022-2023):

Anne-Sophie Fernandez (University of Montpellier, France) anne-sophie.fernandez@umontpellier.fr  – SIG Co-Chair
Isabel Estrada  (University of Groningen, The Netherlands)  i.estrada.vaquero@rug.nl  SIG Co-Chair

Daniel Alonso Martínez (University of León, Spain) dalom@unileon.es – SIG Programme Co-Chair

David Santana Corchuelo (Toulouse School of Management, France) david.santana-corchuelo@tsm-education.fr  – SIG Programme Co-Chair

Albena Björck (Zurich University of Applied Science, Switzerland), bjoe@zhaw.ch -SIG Development Chair

Martin Pit  (University of Groningen), m.k.pit@rug.nl –  Communication and Social Events Co-Chair

Audrey Rouyre  (University of Montpellier), audrey.rouyre@umontpellier.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:

Xavier Castañer, (University of Lausanne, Switherland), xavier.castaner@unil.ch 

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):

GGoal 3: Good health and well-being for people, Goal 4: Quality education, Goal 5: Gender equality, Goal 9: Industry, Innovation, and Infrastructure, Goal 13: Climate action, Goal 17: Partnerships for the goals

Daniel Alonso-Martinez , Universidad de León, dalom@unileon.es

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GT13_00 - Strategic Management General Track

1 file(s) 189.16 KB
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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)

he 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 7: Affordable and clean energy, Goal 9: Industry, Innovation, and Infrastructure, Goal 11: Sustainable cities and communities, Goal 12: Responsible consumption and production, Goal 17: Partnerships for the goals

Patrick Spieth , University of Kassel, spieth@uni-kassel.de

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ST03_01/ST06_01/ST13_01 - Business Model - Strategy, Innovation, and Entrepreneurial Venturing

1 file(s) 189.16 KB
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ST13_02 – Behavioral Strategy and Purpose-Driven Strategies

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 8: Decent work and economic growth, Goal 10: Reducing inequalities, Goal 17: Partnerships for the goals

Oscar Llopis , University of Valencia, oscar.llopis@uv.es

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ST13_02 - Behavioral Strategy

1 file(s) 189.16 KB
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ST13_03 – CENA – Coopetition, Ecosystems, Networks and Alliances

Companies widely rely on alliance and/or coopetition strategies to face uncertainty, digitalization, innovation or environmental challenges and to achieve higher levels of performance. These strategies can be embedded in specific configurations such as networks, clusters, ecosystems or platforms. It seems essential to understand how firms can successfully implement alliance and coopetition strategies, especially in these specific configurations i.e., networks, clusters, ecosystems, platforms. This major issue can be explored at several levels (inter-organizational, intra-organizational, inter-individual) in different types of organizations (multinationals, associations, public companies, SMEs etc.) and in different industries (high-tech, low-tech, services, creative, etc.).

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

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ST13_03 - CENA - Coopetition, Ecosystems, Networks and Alliances

1 file(s) 189.16 KB
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ST13_04 – Mergers & Acquisitions and Divestitures: A Glimpse into the Future

Can M&As transform business for good? The track aims to provide a forum for interdisciplinary discussion to further the analysis of Mergers & Acquisitions (‘M&As’) dynamics. 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 encourage submissions that are conceptual, qualitative, quantitative and mixed method.

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

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ST13_04 - Mergers & Acquisitions and Divestitures: A Glimpse into the Future

1 file(s) 189.16 KB
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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

Mait Rungi , Estonian Entrepreneurship University of Applied Sciences, mait.rungi@eek.ee

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ST13_05 - Microfoundations of Strategy: Dynamic Capabilities and Knowledge Mechanisms

1 file(s) 189.16 KB
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ST13_06 – Strategic Ambidexterity: solving the tensions between existing and new processes

Leading the digital transformation requires the firm to manage persistent tension between existing routines and new processes. In the process of becoming digital, firms transform their operation into collaborative systems of physical, software, and human agents resulting in the fusion of technical and business processes. The company-wide change management calls for ambidextrous managers who can lead the change while still maintain profitability regardless of size or industry. SMEs, large firms, and governmental organisations all face the same force in becoming smart in construction, manufacturing, services, or city development. We welcome contributions that connect academic work and professional practice.

UN Sustainable Development Goals (SDG):

Goal 9: Industry, Innovation, and Infrastructure, Goal 11: Sustainable cities and communities, Goal 12: Responsible consumption and production

Lilla Hortovanyi , Mathias Corvinus Collegium, lhortovanyi@mcc.hu

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ST13_06 - Strategic Ambidexterity: solving the tensions between existing and new processes

1 file(s) 189.16 KB
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ST13_07 – Strategic Processes & Strategic Ambidexterity

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). Previous research studied strategy with a practice lens and since then (Whittington, 2003) research on the emergent side of strategy (Mintzberg and Waters, 1985) remain scarce (Carter, Clegg, & Kornberger, 2008). Pieces studying strategy emergence investigated mainly discursive and socio-material practices, but other dimensions could be included too. We therefore invite innovative contributions to inform and theorize the emergent side of strategy engaged with deep sustainability.

UN Sustainable Development Goals (SDG):

Goal 5: Gender equality, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 12: Responsible consumption and production, Goal 13: Climate action

Aura Parmentier Cajaiba, Université Cote D’azur, aura.parmentier@univ-cotedazur.fr

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ST13_07 - Strategic Processes and Practice: Theorizing strategic processes and practices for sustainability

1 file(s) 189.16 KB
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ST13_08 – Ecosystems and Platforms Research in the Digital Economy

The study of ecosystems and platforms has gained increased interest in the digital economy. Either ecosystems or platforms act as economic communities in which a variety of inter-related stakeholders co-evolve. Scholars have invested lots of effort to explore its strategic and operational structures and mechanisms of ecosystems and platforms already. However, within the context of the digital economy, there are still many spaces for future research, such as online-offline ecosystem co-evolution, platform business model, platform internationalization, data governance and so on.

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, r@tsinghua.edu.cn

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ST13_08 - Ecosystems and Platforms Research in the Digital Economy

1 file(s) 189.16 KB
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STRATEGIC MANAGEMENT SIG TRACKS

T13_09 – Strategies for sustainable businesses

We need sustainable business practices to establish economic viability and retain social order. Transforming the way, we govern economic activities for human livelihood delivering eco-sustainable goods and services must engage organizations across the public and private sectors combining policy initiatives with commercial ingenuity to develop ecologically sound practices. Firms must adapt business activities in response to disruptive events, e.g., debt crisis, pandemic, geopolitical conflict, environmental degradation. These dynamic adaptive processes may combine guiding strategic analytics with emergent initiatives among intelligent interacting agents. The track offers a venue for new research that addresses these important transformational needs to pending socio-economic challenges.

UN Sustainable Development Goals (SDG):

Goal 3: Good health and well-being for people, 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, Goal 16: Peace, justice and strong institutions, Goal 17: Partnerships for the goals

Torben Andersen, Copenhagen Business School – tja.egb@cbs.dk

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T13_09 - Adaptive Strategy Processes towards Sustainable Business Practices

1 file(s) 189.16 KB
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T13_10 – Artificial Intelligence and Digital Strategies

The topic of Artificial Intelligence (AI) is undoubtedly one of the most debated by researchers worldwide. In recent years, decision-making has hybridized with technology.  AI is poised to have a huge transformational impact on traditional decision-making processes, providing a new research context to challenge conventional theories in decision science and across multiple domains. Building on these research opportunities, this track aims to develop a deeper understanding of the new opportunities and risks in business decision management fostered by AI.

UN Sustainable Development Goals (SDG):

Goal 9: Industry, Innovation, and Infrastructure

Davide Calandra, University of Turin – davide.calandra@unito.it

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T13_10 - Artificial Intelligence (AI) for management decision-making processes

1 file(s) 189.16 KB
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T02_05 / T13_11 – Post-covid governance of HEI: have management and business schools reached a “new normal” ?

Despite the description of “new normal”, several management and business schools are switching back towards the traditional face-to-face course offerings, excluding online and blended options for students. This track proposes an exploration to understand how they take advantage of the efforts to transform digitally their offering during the critical period of the covid-19 pandemic, or if they prefer to bounce back by considering that they faced a crisis situation and can now go back to the previous new normal. Are management and business schools afraid to embed the digital switch in their educational model?

UN Sustainable Development Goals (SDG):

Goal 4: Quality education

Carolina Serrano-Archimi, Aix-Marseille Université, IAE, CERGAM – carolina.serrano@iae-aix.com

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T02_05 / T13_11 - Post-covid governance of HEI: have management and business schools reached a “new normal”

1 file(s) 189.16 KB
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T13_12 – Purpose-Driven Strategies: Strategic Ambition, Competitiveness, Legitimacy, and Performance

With the acceleration of the digital transformation, the event of global pandemics, and climate change challenges, the role of purpose as a major driver of competitive advantage, innovation capabilities, stakeholder engagement, and corporate resilience in the 21st century has been increasingly recognized. This new topic requires a holistic approach and can be explored from different strategy perspectives (normative, competitive and collaborative strategizing, strategic orientation, categories and forms, ethical roots, leadership, implementation, operationalization, relationships, legitimacy, impact, performance), in different types of organizations (for profit, B, NGOs, start-ups, incumbents) and different industries.

UN Sustainable Development Goals (SDG):

Goal 1: No poverty, Goal 2: Zero hunger, Goal 3: Good health and well-being for people, Goal 4: Quality education, 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 10: Reducing inequalities, Goal 11: Sustainable cities and communities, Goal 12: Responsible consumption and production, Goal 13: Climate action, Goal 14: Life below water, Goal 15: Life on land, Goal 16: Peace, justice and strong institutions, Goal 17: Partnerships for the goals,None of the above

Albena Björck, Zurich University of Applied Sciences – bjoe@zhaw.ch

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T13_12 - Purpose-Driven Strategies: Strategic Ambition, Competitiveness, Legitimacy, and Performance

1 file(s) 189.16 KB
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T13_13 – Supply chain strategies for a sustainable business

Implementing sustainable supply chain strategies (SSCS) is a key component for businesses to be competitive in the market. Developing SSCS requires to consider the management of the environmental, social, and economic impacts of producing and delivering goods and services to market, as well as compliance with regulations that support sustainable business operations. We welcome contributions that explore how environmental and social practices implemented in different supply chain areas will contribute to the characterization of different strategic approaches to sustainability. We also encourage contributions related to the role of emerging high-impact digital technologies to facilitate sustainability across the supply chain.

UN Sustainable Development Goals (SDG):

Goal 3: Good health and well-being for people, Goal 9: Industry, Innovation, and Infrastructure, Goal 11: Sustainable cities and communities, Goal 12: Responsible consumption and production, Goal 13: Climate action, Goal 17: Partnerships for the goals

Silvia Blasi, Department of Business Administration, University of Verona – silvia.blasi@univr.it

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T13_13 - Supply chain strategies for a sustainable business

1 file(s) 189.16 KB
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T13_14 – Transforming Digital Strategy into Responsible Action

This track aims to stimulate the debate on new research and practice insights in digital strategy, artificial intelligence and the platform economy, for this year’s EURAM conference especially devoted towards sustainability. We are looking for conceptual as well as empirical approaches that help organizations to achieve a sustainable competitive advantages in the digital economy and the business ecosystems involved. Approaches which connect digital strategy, artificial intelligence and the platform economy with sustainability, resilience and the circular economy are especially welcomed.

UN Sustainable Development Goals (SDG):

Goal 4: Quality education, Goal 5: Gender equality, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 10: Reducing inequalities, Goal 12: Responsible consumption and production, Goal 13: Climate action, Goal 16: Peace, justice and strong institutions, Goal 17: Partnerships for the goals

Stefan Gueldenberg, EHL – Ecole hôtelière de Lausanne – stefan.guldenberg@ehl.ch

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T13_14 - Transforming Digital Strategy into Responsible Action

1 file(s) 189.16 KB
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List of SIGs

  • SIG 01: Business for Society (B4S)
  • SIG 02: Corporate Governance (COGO)
  • SIG 03: Entrepreneurship (ENT)
  • SIG 04: Family Business Research (FABR)
  • SIG 05: Gender, Race, and Diversity in Organisations (GRDO)
  • SIG 06: Innovation (INNO)
  • SIG 07: International Management (IM)
  • SIG 09: Organisational Behaviour and Human Resource Management (OB & HRM)
  • SIG 10: Project Organising (PO)
  • SIG 11: Public and Non-Profit Management (PM&NPM)
  • SIG 12: Research Methods and Research Practice (RM&RP)
  • SIG 13: Strategic Management (SM)
  • SIG 14: Conference theme Transforming Business for Good Tracks

Conference Dates

DOCTORAL COLLOQUIUM
12-13 June 2023

Deadline for Submission to Doctoral Colloquium
17 January 2023

Notification of Acceptance
7 March 2023

Deadline for Registration
14 April 2023

EURAM CONFERENCE
14-16 June 2023

Topic / Symposium Proposals
7 July 2022

First Announcement of Call for Papers
22 September 2022

Deadline for Paper Submission
10 January 2023

Notification of Acceptance
15 March 2023

Early Bird Registration Deadline
7 April 2023

Authors and Panellists Registration Deadline
14 April 2023

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