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 (2023-2024):
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
STRATEGIC MANAGEMENT SIG STANDING TRACKS
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. The track is open to innovative submissions about new fields, research ideas and theories that are not mainstream (yet) in the
UN Sustainable Development Goals (SDG):
Goal 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
Primary Contact:
Daniel Alonso-Martinez, Universidad de León – dalom@unileon.es
ST03_01/ST06_01/ST13_01 – Business Model – Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored ENT / INNO / SM)
Business Model – Strategy, Innovation, and Entrepreneurial Venturing The business model topic attracts continued interest in business research and practice (Leppänen et al. 2023; Spieth et al. 2021; Massa et al., 2017; Foss & Saebi, 2017, Zott, Baden-Fuller and Mangematin). Research characterizes business models as boundary-spanning activity systems encompassing value creation, value capture, and value delivery activities (Teece 2018; Snihur and Zott 2020). Business model innovation describes “designed, novel, nontrivial changes to the key elements of a firm’s business model and/or the architecture linking these elements” (Foss and Saebi 2017).
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
Primary Contact:
Patrick Spieth, University of Kassel – spieth@uni-kassel.de
ST13_03 – CENA – Coopetition, Ecosystems, Networks and Alliances
To face today’s grand challenges and to achieve higher levels of performance, companies widely rely on cooperation with other firms by creating alliances with partners or collaborating with competitors (i.e., coopetition) in their ecosystems and networks. To ensure firm survival, it seems essential to understand how companies can adequately implement alliances and coopetition strategies in networks, and ecosystems. Both these strategies and configurations can be explored at several levels (inter-organizational, intra-organizational, inter-individual) in different types of organizations and in different industries. Finally, grand challenges drive companies into changing their business model for more sustainability by cooperating and coopeting.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure; Goal 17: Partnerships for the goals
Primary Contact:
Anne-Sophie Fernandez, University of Montpellier – anne-sophie.fernandez@umontpellier.fr
ST13_04 – Mergers & Acquisitions and Divestitures: A Glimpse into the Future
Can M&As foster innovation and address grand challenges? 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
Primary Contact:
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, Behavioural Strategy 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, behavioral strategy, and knowledge management. 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
Primary Contact:
Mait Rungi, University of Tallinn – maru@tlu.ee
ST13_06 – Strategic Ambidexterity: solving the tensions between existing and new processes
Addressing today’s challenges puts additional pressure on organisations to manage existing routines and new processes simultaneously. In the process of going digital, companies transform their operations into collaborative systems of physical, software and human agents, resulting in the fusion of technical and business processes. Enterprise-wide change management requires ambidextrous managers who can lead change while maintaining profitability. This is true regardless of size or industry. SMEs, large companies and government organisations all face the same forces to become smart in construction, manufacturing, services or urban development. We welcome contributions that are at the intersection of academic research 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
Primary Contact:
Lilla Hortovanyi, Mathias Corvinus Collegium – lhortovanyi@mcc.hu
ST13_07 – Strategic Processes and Practices: Theorizing strategic processes and practices for sustainability
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). While previous research has examined strategy through a practice lens and since then (Whittington, 2003) research on the emergent side of strategy (Mintzberg and Waters, 1985) remains scarce (Carter, Clegg, & Kornberger, 2008). Studies focusing on strategy emergence investigated mainly discursive and socio-material practices, yet there is room to consider other dimensions as well. Therefore, we invite innovative contributions to inform and theorize the emergent side of strategy, particularly in the context of engaging the significant challenge of engagement with environmental transition and sustainable organizational and managerial practices.
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
Primary Contact:
Aura Parmentier Cajaiba, Université Cote D’azur – aura.parmentier@univ-cotedazur.fr
ST13_08 – Business ecosystems in a new digital landscape
Driven by advancing digital technology and the burgeoning digital economy, transformative disruptions have become ubiquitous, exemplified by milestones like the introduction of ChatGPT in 2022. This dynamic landscape emphasizes the growing importance of business ecosystems. Notably, research opportunities persist in this evolving digital context, including the significance of data, the role of new digital technologies like large language models. Challenges also arise—such as data governance, data privacy and regulation of big techs. Scholars are encouraged to investigate strategies and evolutions brought by business ecosystems in this new digital landscape.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure; Goal 11: Sustainable cities and communities; Goal 12: Responsible consumption and production
Primary Contact:
Ke Rong, Tsinghua University – r@tsinghua.edu.cn
STRATEGIC MANAGEMENT SIG TRACKS
T13_09 – Artificial Intelligence for strategic management and ESG Development
The adoption of Artificial Intelligence (AI) has become a subject of intense global discussion among researchers. Over the past years, the convergence of decision-making and technology has given rise to a new paradigm. AI has emerged as a transformative force, fundamentally reshaping traditional management processes. Against this backdrop, this track aims to delve into the profound implications of AI for strategic management, with a specific focus on its application within the Environmental, Social, and Governance (ESG) framework.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education,Goal 9: Industry, Innovation, and Infrastructure,Goal 16: Peace, justice and strong institutions,Goal 17: Partnerships for the goals
Primary Contact:
Davide Calandra, University of Turin – davide.calandra@unito.it
T13_10 – Supply chain strategies for a sustainable business
Implementing innovative solutions to supply chains (SC) is essential to develop effective strategies that contribute to building a sustainable business. By integrating digital solutions, companies can monitor SC activities, ensuring adherence to environmental standards, labor practices, and ethical sourcing regulations. Digital solutions and innovative practices enable compliance with sustainability-related mandates and drive SC optimization. We welcome contributions that explore the role played by digital solutions and innovative business practices for rethinking SC processes as well as strategic approaches towards sustainability; together with contributions related to the role of emerging digital technologies to foster innovative solutions across the SC.
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
Primary Contact:
Silvia Blasi, Department of Business Administration, University of Verona – silvia.blasi@univr.it
T13_11 – Challenges and solutions for sport in future
We aim to develop new perspectives on the innovation management and governance in sport organizations. Sport is an area dealing with important social and environmental impact not only economic issues. Innovation in sport reaches wide group of stakeholders and organisations and inspire them to make a change. Thanks to the media impact of sports federations, clubs and events, they spread messages to a wide audience and support to tackle contemprary challenges. The track aims to cover all management issues and welcomes papers that address a range of topics related to sporting issues and particularities of the management of sport organisations.
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 11: Sustainable cities and communities,Goal 12: Responsible consumption and production,Goal 16: Peace, justice and strong institutions,Goal 17: Partnerships for the goals
Primary Contact:
Igor Perechuda, LUNEX University – igor.perechuda@gmail.com