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 other tracks

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

Audrey Rouyre – a.rouyre@montpellier-bs.com

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

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

Audrey Rouyre – a.rouyre@montpellier-bs.com

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

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

Primary Contact

Audrey Rouzies – audrey.rouzies@tsm-education.fr

ST13_05 – Microfoundations of Strategy: Dynamic Capabilities, Behavioural Strategy and Knowledge Mechanisms

Microfoundations have emerged as a pivotal area in strategy research, serving as the crucial link between micro-level mechanisms and macro-level organizational processes and outcomes. To deepen our understanding of these foundations, we are particularly interested in research that explores dynamic capabilities, behavioral strategy, and knowledge management. We welcome both empirical studies and conceptual contributions that push the boundaries of this field.

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 11: Sustainable cities and communities; Goal 12: Responsible consumption and production; Goal 17: Partnerships for the goals

Primary Contact

Mait Rungi – 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 – hortovanyi.lilla@mcc.hu

ST13_07 – Strategic Processes and Practices

The SPP track brings together processual and practice-based approaches to deeply understand strategy in the making (Chia & Holt, 2009), whether it is emergent or deliberate. With rapid global changes and the reassessment of the why behind our work (Cnop, 2023), companies are dedicating themselves to embracing a purpose that extends beyond generating profit (Von Ahsen & Gauch, 2022), including reorienting their business towards its humanistic essence (Pirson & Lawrence, 2010). Therefore, we welcome contributions that explore, through various ontological and epistemological perspectives, how companies embed purpose into their strategic processes and practices and the impact this has on sustainability.

UN Sustainable Development Goals (SDG)

Goal 5: Gender equality; Goal 8: Decent work and economic growth; Goal 10: Reducing inequalities; Goal 12: Responsible consumption and production

Primary Contact

Zohor Kettani – zohorkettani@gmail.com

ST13_08 –  Artificial Intelligence, data and digital ecosystems

The rise of generative artificial Intelligence have reshaped business ecosystems, work dynamics, and societal structures. Along with this transformation, data emerges as a cornerstone, acting as the new lifeblood fueling the digital engine. As digitalization intertwines more stakeholders within ecosystems, new challenges also come to the forefront such as AI-human synergy, data governance, privacy concerns. Amidst these advancements, the call to reintroduce humanism into AI and data management practices grows louder. This track invites scholars to explore these evolving topics in digital ecosystems.

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  – r@tsinghua.edu.cn