GT13_00 – Strategic Management General Track

Short description:

Organisations operate under conditions marked by profound uncertainty and disruption. Geopolitical instability, accelerated technological change, demographic developments, and expanding regulatory demands are reshaping competitive landscapes and increasing the need for adaptability.

Strategic management research seeks to understand how organisations define their strategic orientation and respond to evolving external pressures. Broadly defined, the field addresses both intended and emergent actions through which managers mobilise resources to maintain or improve organisational performance within dynamic environments. This General Strategic Management track invites contributions that advance such understanding, especially work that explores emerging issues, unconventional perspectives, or topics not addressed in more specialised tracks.

By drawing on insights from sport and other organisational domains, this track aims to contribute to strategic management scholarship on how organisations can navigate disruption, strengthen resilience, and sustain performance in turbulent environments.

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_05 – Microfoundations of Strategy: Dynamic Capabilities, Behavioural Strategy and Knowledge Mechanisms

Short description:

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

For more information contact:

Elio Shijaku , Universitat de Barcelona, elio.shijaku@ub.edu

ST13_06  – Strategic Ambidexterity and Performance Measurement in an Age of Disruption: Managing Complexity for Long-Term Value Creation

Short description:

In an era shaped by digital transformation, geopolitical instability, sustainability imperatives, and rapid technological change, organizations face mounting pressure to simultaneously exploit existing capabilities while exploring new opportunities. This dual challenge places strategic ambidexterity at the core of organizational success and calls for advanced performance measurement systems capable of capturing complexity, enabling adaptability, and supporting firms for long-term value creation.

This track invites contributions that examine how organizations integrate ambidextrous strategies with evolving Strategic Performance Measurement Systems (SPMS) to manage the persistent tensions between stability and change. We particularly welcome interdisciplinary research that explores how firms design capabilities, processes, and measurement frameworks to enhance strategic agility, resilience, and sustainable performance across diverse organizational and institutional

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

For more information contact:

Rafaela Gjergji, Università Cattaneo – LIUC, rgjergji@liuc.it

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