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 (2025-2026):
Audrey Rouyre, a.rouyre@montpellier-bs.com – SIG Co-Chair
Martin Pit, m.k.pit@rug.nl – SIG Programme – Co-Chair
Oleksandra Kochura, oleksandra.kochura@essca.fr – SIG Programme – Co-Chair
Charlotte Chappert, charlotte.chappert@umontpellier.fr – Team Online Conference and Special Projects
Anisha Varughese, a.varughese@lancaster.ac.uk – Team Online Conference and Special Projects
Silvia Blasi silvia.blasi@univr.it – SIG Development chair
Isabel Estrada Vaquero, i.estrada.vaquero@rug.nl – SIG Development chair
Anne-Sophie Fernandez, anne-sophie.fernandez@umontpellier.fr – SIG Develoment Chair
Nuno Barros De Oliveira, N.R.BarrosDeOliveira@tilburguniversity.edu – SIG Programme Co-Chair of kick off activities
Katharina Cepa, k.c.cepa@vu.nl – SIG Programme Co-Chair of kick off activities
Nicole Steller, nsteller@escp.eu – Communication Co-Chair
Sniazhana Diduc, Sniazhana.diduc@uwasa.fi – Communication Co-Chair
STRATEGIC MANAGEMENT SIG STANDING TRACKS
GT13_00 – Strategic Management General Track
Short description:
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 4: Quality education; Goal 5: Gender equality; Goal 9: Industry, Innovation, and Infrastructure; Goal 13: Climate action; Goal 17: Partnerships for the goals
For more information contact:
Martin Pit, University of Twente – m.k.pit@utwente.nl
ST03_01 / ST06_01/ST13_01 – Business Model – Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored ENT / INNO / SM SIGs)
Short description:
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
For more information contact:
Sascha Klein, University of Vechta – sascha.klein@uni-vechta.de
ST13_03 – CENA – Coopetition, Ecosystems, Networks and Alliances
Short description:
The CENA track explores how inter-organizational relationships – including coopetition and alliances – are designed, managed, and leveraged across diverse configurations (networks, clusters, ecosystems, platforms) and industries (high-tech, creative, energy, services and beyond). We welcome contributions that investigate the drivers, processes, tensions, and outcomes of inter-organizational strategies at multiple levels (inter-organizational, intra-organizational, inter-individual). Special attention is placed on understanding how these strategies evolve in the face of grand challenges and in the pursuit of green innovation. The CENA track encourages interdisciplinary perspectives and diverse methodological approaches to deepen our understanding of how collaboration can serve as both a source of
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure; Goal 17: Partnerships for the goals
For more information contact:
Audrey Rouyre, MBS School of Business – audrey.rouyre@hotmail.fr
ST13_04 – Mergers & Acquisitions and Divestitures
Short description:
Can M&As and divestitures be managed with purpose? 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.
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
For more information contact:
Audrey Rouzies, Toulouse School of Management – University of Toulouse Capitole – audrey.rouzies@tsm-education.fr
ST13_06 – Strategic Ambidexterity: Solving the tensions between existing and new processes
Short description:
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
For more information contact:
Lilla Hortovanyi, Mathias Corvinus Collegium – hortovanyi.lilla@mcc.hu
ST13_07 – Strategic Processes and Practices
Short description:
The SPP track brings together processual and practice-based approaches to deeply understand strategy in the making. Aligned with EURAM 2026’s theme, we invite contributions that critically interrogate how strategy is shaped in a world of constant disruption. Environmental crises, technological advancements and their associated risks, the growing challenges of globalization and multipolarization, the geopolitics of resources, and increasingly complex interdependencies are disrupting established organizational patterns (Godart & Pistilli, 2024; Sewpersadh, 2023), calling for the integration of adaptive strategies and the development of new modes of strategizing suited to the disruptive conditions of contemporary organizational life while remaining within planetary limits.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people; Goal 8: Decent work and economic growth; Goal 11: Sustainable cities and communities; Goal 12: Responsible consumption and production
For more information contact:
Zohor Kettani, Africa Business School – Mohammed VI Polytechnic University – zohorkettani@gmail.com
ST13_08 – Ecosystems in disruption: Artificial Intelligence, data-driven innovation, and new frontiers
Short description:
The accelerating rise of generative AI, advanced data capabilities, and interconnected digital ecosystems is transforming industries, challenging traditional structures, and opening entirely new frontiers, from redefined work dynamics to emerging sectors such as the space economy. These disruptive forces reshape business models and societal dynamics, demanding fresh perspectives on efficient governance and sustainable ecosystem growth. This track invites scholars to explore how organizations and ecosystems adapt, innovate, and thrive amidst technological breakthroughs and institutional changes.
UN Sustainable Development Goals (SDG):
Goal 9: Industry, Innovation, and Infrastructure; Goal 11: Sustainable cities and communities; Goal 12: Responsible consumption and production
For more information contact:
Ke Rong , Tsinghua University – r@tsinghua.edu.cn
STRATEGIC MANAGEMENT SIG TRACKS
T01_06 / T06_09 / T12_09 / T13_09 – Action Research in Innovation Management and Management Sciences: Conceptual and Empirical Research Studies (co-sponsored B4S / INNO / RM RP/ SM SIGs)
Action Research (AR) provides a collaborative, cyclic method for helping organizations steer through today’s “high waters ” of geopolitical shocks, digital upheaval, and regulatory turbulence. AR converts propositional theories into participatory, context-specific learning. We invite conceptual, methodological, and empirical studies that use robust AR protocols to address exigent challenges like supply chain fractures, sustainability paradoxes, and workforce disruption while building agility and resilience for navigating in an unpredictable world. Submissions must specify transparent cycles of diagnosis, action, and reflection; integrate qualitative and digital-trace evidence; and articulate multilevel impact, thereby extending AR quality criteria and equipping managers to act decisively amid continual disruption.
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, sylwia.sysko.romanczuk@pw.edu.pl
T06_10 / T13_10 – Innovation ecosystems and platforms: Emergence, construction, and persistence
A growing consensus has emerged regarding the importance of innovation ecosystems for both theory and practice. Management research has highlighted the role of ecosystems in promoting disruptive innovation and supporting new dynamics of innovation at the territorial level and within the context of globalization. Innovation ecosystems play a key role in explaining firms’ innovation performance. However, several issues remain poorly understood: the emergence of new innovation ecosystems, the transformation of existing ones to adapt to new challenges, their modes of governance, and the key stakeholders who act as catalysts in ecosystem development.
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; Goal 17: Partnerships for the goals
Primary Contact:
Chloé Zanardi, c.zanardi@tbs-education.fr
T13_11 – Purpose-Driven Strategies, Transformation, Corporate Governance, and Resilience
Purpose is recognized as a driver of competitive advantage, stakeholder engagement, and corporate resilience. Growth often stems from purpose-driven companies, with purpose emerging from internal factors like leadership ambition or external forces such as regulation, uncertainty, or stakeholder pressure. This evolving topic invites exploration from multiple angles, including strategic leadership, transformation processes, stakeholder legitimacy, and organizational structures. It applies across diverse organizational types and 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
Primary Contact:
Albena Björck, bjoe@zhaw.ch
T13_12 – Sport Management Responsibility in Times of Disruption
Sport is always in the public eye, and when disruptive waves hit, its leaders must steer with particular care. This track gathers researchers who are keen to discuss how responsible management and innovative governance can keep sport organisations both seaworthy and ahead of the tide, ensuring they deliver value to fans, communities and the planet while thriving in uncertain waters. We are particularly interested in contributions that examine responsible governance, stakeholder inclusion, and the strategic use of technology in high-pressure, high-visibility environments. This track bridges theory and practice to chart a sustainable, inclusive, and ethical future for sport.
UN Sustainable Development Goals (SDG):
Goal 1: No poverty; Goal 3: Good health and well-being for people; Goal 5: Gender equality; Goal 9: Industry, Innovation, and Infrastructure; Goal 10: Reducing inequalities; Goal 11: Sustainable cities and communities; Goal 13: Climate action; Goal 17: Partnerships for the goals
Primary Contact:
Igor Perechuda, igor.perechuda@gmail.com
T13_13 – 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, silvia.blasi@univr.it
T13_14 – Strategic Performance Measurement In An Age Of Disruption: Enabling Complexity Management And Long-Term Value Creation
Strategic Performance Measurement Systems (SPMS) support owners, entrepreneurs, and managers in developing and executing competitive strategies by identifying, measuring, and managing key value drivers. However, in an era defined by systemic disruptions—including geopolitical tensions, sustainability imperatives, digital acceleration, and the transformation of work—traditional SPMS are no longer sufficient. Literature increasingly emphasizes the need for broader, more dynamic measurement frameworks that promote strategic learning and adaptability. This track welcomes interdisciplinary contributions that explore how SPMS are being reimagined to integrate sustainability, digital transformation, and strategic agility, enabling organizations manage complexity, enhance resilience, and drive long-term value creation.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education; Goal 9: Industry, Innovation, and Infrastructure; Goal 12: Responsible consumption and production; Goal 13: Climate action
Primary Contact:
Rafaela Gjergji, rgjergji@liuc.it