The Strategic Interest Group (SIG) Innovation at the European Academy of Management (EURAM) aims to:
- facilitate the continued evolution of an open, inclusive, international and cross-cultural EURAM community of engaged scholars,
- support scholars in designing, producing and disseminating higher quality and impactful research at each stage of their career,
- influence the development of management education,
- provide platforms and facilitate networks for the dialogue between scholars, reflective practitioners, and policy makers.
The Goal of SIG Innovation is to create an open “learning climate” for all members (juniors and seniors) to reach the goals of EURAM in the field of innovation.
SIG OFFICERS (2024-2025):
- SIG Chair: Patrick Spieth (University of Kassel, Germany) – spieth@uni-kassel.de
- SIG Programme Chair: Kristel Miller (Ulster University, Northern Ireland) – k.miller@ulster.ac.uk
Paper Development Workshops (Academic Publications) Officers
- Francesco Schiavone (Parthenope University of Naples, Italy) – franz.schiavone@gmail.com
- Miia Martinsuo, (University of Turku, Finland) – miia.martinsuo@utu.fi
- David Sarpong (Aston University, England) – d.sarpong1@aston.ac.uk
Talent and Early Career Development Officers
- Quentin Plantec (Toulouse Business School, France) – q.plantec@tbs-education.fr
- Mirella Muhic (Technical University of Denmark, Denmark) – mimu@dtu.dk
- Christian Hossbach (University of Halle, Germany) – christian.hossbach@wiwi.uni-halle.de
- Hannah Altenburg (FAU Erlangen-Nuremberg, Germany) – hannah.altenburg@fau.de
Dialogue with Practitioners Officers
- Marina Schmitz (IEDC, Slovenia) – marina.schmitz@iedc.si
- Claudia Lehmann (HHL, Germany) – claudia.lehmann@hhl.de
- Krithika Randhawa (University of Sydney, Australia) – krithika.randhawa@sydney.edu.au
- David W. Versailles (Paris School of Business, France) – dwv@newpic.fr
Marketing and Communications Officers
- Kristel Miller (Ulster University, Northern Ireland) – k.miller@ulster.ac.uk
- Jeremy Orsat (University of Geneva, Switzerland) – jeremy.orsat@unige.ch
- Lauren Anne Mackintosh (FAU Erlangen-Nuremberg) – lauren.anne.mackintosh@fau.de
- Derrick Boakye (Aston University, England) – d.boakye@aston.ac.uk
This and much more new updates are presented here: https://euram.academy/euram?service=info&d=show_sig&p=06
NB: The position of general track chair will be assigned after reception of the submissions to the annual conference.
INNOVATION SIG STANDING TRACKS
GT06_00 – Innovation General Track
The general track offers an umbrella for any innovation-related research that does not find a home in one of the tracks of the SIG. The general track also offers an opportunity to host specific sessions on topics that do not meet EURAM’s minimal requirements for the programming of tracks. On the other hand, if authors cannot identify a home for their article in the SIG, they can send their article to the GT and the SIG officers willl assign a track relevant for the article.
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
Primary Contact
Patrick Spieth – spieth@uni-kassel.de
ST03_01/ST06_01/ST13_01 – Business Model – Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored ENT / INNO / SM)
The business model topic attracts continued interest in business research and practice, spanning the fields of strategy (Leppänen et al., 2023; Casadesus-Masanell and Ricart, 2010), innovation (Spieth et al., 2023; Foss & Saebi, 2017) and entrepreneurship (Snihur and Zott, 2020). While business models are conceptualized 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
Dirk Schneckenberg – dirk.schneckenberg@rennes-sb.com
ST06_03 – Digital Innovation: Strategies, Competencies, Theories, and Practice
New organizational challenges arise when accommodating digital innovation; it characterizes either with the use of digital technologies during the innovation process, or with the outcome of innovation. Digital innovation modifies the ways of working and how people use technology. It carries organizational challenges in relation with the firm’s capacity to coordinate knowledge and resources in ecosystems. It eventually leads to new ecosystems. We expect several types of contributions: infmuence and impact of workplace and work practices; organizational structure; emergence of new roles in resources orchestration and knowledge articulation; critical competences to facilitate coordination and creativity; role of ecosystems; etc.
UN Sustainable Development Goals (SDG)
Goal 4: Quality education; 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 17: Partnerships for the goals
Primary Contact
David Versailles – dwv@newpic.fr
ST06_05 – Innovation for Sustainability, Circularity and Green-tech
Innovation researchers and practitioners are increasingly interested in reframing ecological and societal challenges as opportunities for innovation. In this track we explore recent advances towards the broader field of sustainability-oriented innovation and its subthemes of circular and green-tech innovation. We are keen to understand these innovation directions on the levels of products, product-service systems, and business models and are particularly interested in a better understanding of the innovation processes, related ecosystems, and entrepreneurial activities underlying these innovation outcomes. Last but not least, we are interested in how organisational practices link into system-level sustainability transitions in the society.
UN Sustainable Development Goals (SDG)
Goal 1: No poverty; Goal 2: Zero hunger; 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; Goal 14: Life below water; Goal 15: Life on land; Goal 17: Partnerships for the goals
Primary Contact
Erik G. Hansen – erik.hansen@jku.at
ST06_07 – Open Innovation Engaging Individuals, Communities and Networks
The track aims at stimulating a discussion on the latest research insights on open innovation, with a special focus on the role of individuals, communities and networks, welcoming different perspectives and research methods applied to different contexts.
UN Sustainable Development Goals (SDG)
Goal 8: Decent work and economic growth; Goal 9: Industry, Innovation, and Infrastructure; Goal 17: Partnerships for the goals
Primary Contact
Liliana Mitkova – liliana.mitkova@univ-evry.fr
ST06_07 - Open Innovation Engaging Individuals, Communities and Networks
ST06_08 – Managing Creativity for Innovation
Over the last decades, scholars accumulated a vast body of knowledge how we can best attract, select, and develop creative people, deliberately manage creative processes, and create organisational work environments that nurture creativity. Yet, most of the existing knowledge relating to these issues is fragmented across multiple disciplines and mainly evolved in traditional workplaces. Today, organisational creativity faces new challenges linked to new technologies, ways of working, and forms of organising that make it necessary to advance our understanding of creativity both conceptually and empirically.
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
Primary Contact
Christian Hoßbach – christian.hossbach@wiwi.uni-halle.de
INNOVATION SIG TRACKS
T01_09 / T06_09 – Innovating Pedagogy for Future Challenges in Management Education (co-sponsored B4S / INNO SIGs
This conference track explores the innovation of teaching methods in management education, preparing leaders to tackle complex scenarios. We welcome discussions on diverse pedagogies, including arts-based methods and digital innovations, transcending traditional focuses to include issues like sustainability. Contributions can address new teaching strategies, integration of contemporary issues into curricula, and fostering ethical leadership. We seek insights from educators and practitioners on enhancing educational practices to meet both global and local challenges, with a special interest in competencies like futures literacy and adaptability.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people; Goal 4: Quality education; Goal 5: Gender equality; Goal 8: Decent work and economic growth; Goal 10: Reducing inequalities; Goal 12: Responsible consumption and production; Goal 13: Climate action; Goal 17: Partnerships for the goals
Primary Contact:
Marina Schmitz, IEDC-Bled School of Management – marina.schmitz@iedc.si
T06_10 / T12_03 – Action Research in Innovation Management and Management Science: Conceptual and Empirical Research Studies (co-sponsored INNO / RMRP SIGs)
This track investigates practical issues concerning the design/ implementation of research protocols based on Action Research (AR) in innovation management and/or management studies. It welcomes empirical and conceptual contributions from both pragmatic and emancipatory AR schools. The former is directed towards transforming organizational practices, while the latter aims at transformations whose core value is the liberation of individuals and discriminated groups. Submissions of empirical papers may thoroughly examine empirical research studies based on the AR protocol to discuss organizational, social, and individual implications. Submissions of conceptual papers may discuss new frameworks to model and measure the effectiveness of research designs.
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 17: Partnerships for the goals
Primary Contact:
Sylwia Sysko-Romanczuk, Warsaw University of Technology – sylwia.sysko.romanczuk@pw.edu.pl
T06_11 – Innovation Management in Healthcare: Current Challenges and Future Opportunities for Value Creation
Healthcare is an industry in which technology-push models of innovation, with special attention on experimentation structured by legal test protocols, have been dominant for a long time. The management of innovation in healthcare has attracted renewed attention concerning AI, “big data”, biotechs, med techs and with the reference to user-centric innovation and the role of individual creativity. This track seeks papers focusing on both 1) the current industry challenges for innovators; 2) the new purpose-driven models and practices for the value-driven management of innovation in all subareas of healthcare; and 3) the crucial role of designing patients-centric business models.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people; Goal 9: Industry, Innovation, and Infrastructure; Goal 12: Responsible consumption and production
Primary Contact:
Francesco SCHIAVONE, Parthenope Univ. Naples – schiavone@uniparthenope.it
T06_12 – Navigating new product development in an era of collaboration, uncertainty, and technological change
New product development (NPD) is the process of bringing a new product or service to market—from ideation to post-launch. Since the 1980s, when Cooper (1990) introduced the stage-gate model, the business landscape has undergone significant changes. Today, companies face an increasingly dynamic environment characterized by high uncertainty and fast-paced technological change. Additionally, emerging topics such as sustainability are forcing companies to adapt their NPD processes. This proposed track seeks to invite both relevant and novel research aimed at advancing our understanding of the mechanisms that either hinder or facilitate NPD success, thereby helping companies to navigate these challenges.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure; Goal 12: Responsible consumption and production
Primary Contact:
Christian Baccarella, Universität der Bundeswehr München – christian.baccarella@unibw.de
T06_13 – Bridging Academia, Science and Industry for Tomorrow’s Breakthroughs
To tackle Grand Challenges, the development and diffusion of new scientific knowledge to fuel NPD processes are critical. A better understanding of new ways of organizing such knowledge transfer is needed. At the individual level, academics need to navigate novel tensions between engagement with industry, publish-or-perish paradigm and innovation. At the organizational level, universities and companies need to explore new ways to foster mission- ‐oriented research and synergies between discoveries and inventions. Furthermore, new forms of research organizations are emerging and take part in transfer processes. This results in significant ecosystem shifts which call for further investigation.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure; Goal 17: Partnerships for the goals
Primary Contact:
Quentin Plantec, TBS Education – q.plantec@tbs-education.fr
T06_14 – Innovation ecosystems and platforms: Emergence, construction, and persistence
A growing consensus has emerged to identify the importance of innovation ecosystems for theory and practice. Management research has underlined the role of ecosystems in promoting disruptive innovation and supporting new dynamics of innovation at the territorial level and in the context of globalization. Innovation ecosystems play a key role in explaining the firm”s performance in innovation. However, there is still limited understanding of several issues: the emergence of new ecosystems of innovation, the transformation of existing ones to adapt to new challenges, their governance modes, and the key stakeholders that play a catalyst role in the development of
UN Sustainable Development Goals (SDG):
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
Primary Contact:
Valerie Merindol, Paris School of Business – valerie@merindol.net
T03_11 / T06_10 – Entrepreneurial and Innovation Ecosystems (ENT & INNO SIGs)
Over the last decade, research on ecosystems has been increasingly stressing the importance of context to develop entrepreneurship and innovation. A growing consensus has emerged to identify the importance of entrepreneurial and innovation ecosystems for theory and practice. However, there is still limited understanding on several issues, most notably: the dynamics and processes that nurture entrepreneurship and innovation at the dawn of complex spatial morphologies and specificities, the management of networks of stakeholders to foster the emergence of radical innovation and of sustainability-centric innovation, and the management of innovation intermediaires to support entrepreneurial ventures and new approaches for innovation.
UN Sustainable Development Goals (SDG):
Goal 1: No poverty,Goal 8: Decent work and economic growth,Goal 9: Industry, Innovation, and Infrastructure,Goal 10: Reducing inequalities,Goal 11: Sustainable cities and communities
Christina Theodoraki, Toulouse Business School – c.theodoraki@tbs-education.fr