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 (2026-2027):
- 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
- Christian Hossbach (University of Halle, Germany) – christian.hossbach@wiwi.uni-halle.de
- Ana Polic (University of Geneva, Switzerland) – ana.polic@unige.ch
Marketing and Dialogue Officers
- Andrea Sestino (Università Cattolica del Sacro Cuore, Italy) – andrea.sestino@unicatt.it
- Jeremy Orsat (University of Geneva, Switzerland) – jeremy.orsat@unige.ch
- Nguyen Duc Anh (Université Paris-Saclay, France) duc-anh.nguyen@universite-paris-saclay.fr
- Laura Hartung (Universität Kassel, Germany) – laura.hartung@uni-kassel.de
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
Short description:
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
For more information contact:
Patrick Spieth, University of Kassel – spieth@uni-kassel.de
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
ST06_03 – Digital Innovation: Strategies, Competencies, Theories, and Practice
Short description:
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.
For more information contact:
David Versailles, Paris School of Business & Luxembourg School of Business – dwv@newpic.fr
ST06_05 – Innovation for Sustainability, Circularity and Green-tech
Short description:
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.
For more information contact:
Erik G. Hansen, Johannes Kepler University Linz (JKU) & Leuphana University Lüneburg – erik.hansen@jku.at
ST06_07 – Open Innovation Engaging Individuals, Communities and Networks
Short description:
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
For more information contact:
Liliana Mitkova, University Evry Paris Saclay – liliana.mitkova@univ-evry.fr
ST06_07 - Open Innovation Engaging Individuals, Communities and Networks
ST06_08 – Managing Creativity for Innovation
Short description:
Understanding how organisations can effectively manage creativity for innovation has attracted growing scholarly attention. Research has generated substantial insights into how creative people, processes, and work environments can be supported and managed. At the same time, rapid technological advances, evolving ways of working, and new forms of organising are changing the conditions under which organisational creativity unfolds. This track brings together research on a broad range of established and emerging topics to advance our conceptual and empirical understanding of managing creativity for innovation in contemporary organisations.
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.
For more information contact:
Christian Hoßbach, Martin Luther University Halle-Wittenberg – christian.hossbach@wiwi.uni-halle.de
INNOVATION SIG TRACKS
T01_06 / T06_09 / T14_01 Innovative Pedagogies for Rising Above: Resilience, History, and Sustainable Future (co-sponsored B4S / INNO / Conference Theme SIGs)
Management education stands at a turning point. As disruption becomes the norm, how we teach shapes how future leaders respond to ecological crisis, geopolitical instability, technological change, and social inequality. Echoing EURAM 2027’s call to “rise above,” this track invites bold, inclusive, and future-oriented pedagogies built around three commitments: cultivating resilience, reckoning critically with history, and rethinking management as a moral practice for sustainable, just futures. We welcome contributions on experiential, arts-based, decolonial, AI-enhanced, and systems-thinking approaches, co-created with industry and society. Our aim is to connect educators and scholars cultivating responsible, adaptive, and transformation-ready leaders.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education;Goal 10: Reducing inequalities;Goal 12: Responsible consumption and production;Goal 13: Climate action;Goal 17: Partnerships for the goals.
For more information, contact
Marina Schmitz , IEDC-Bled School of Management, marina.schmitz@iedc.si
T06_10 Bridging Consumer Behaviour and Innovation Management: “Two worlds, one goal”
Innovation management explains how organizations create innovations; consumer behaviour explains why innovations become meaningful, accepted, resisted or transformed. This Topic bridges these complementary perspectives by positioning consumer behaviour as a behavioural foundation of innovation management. We welcome research examining how consumer psychology, identities, emotions, cultures, practices and interactions shape innovation strategy, opportunity recognition, co-design, value co-creation, adoption, legitimacy and innovation renewal. Emerging phenomena, including Human-AI collaboration, human vs. computer interaction, service robots, immersive experiences and intelligent system, are explored as contexts through which new consumer behaviours emerge, ultimately informing the design of human-centred value propositions and more meaningful innovations.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people;Goal 5: Gender equality;Goal 9: Industry, Innovation, and Infrastructure;Goal 11: Sustainable cities and communities;Goal 12: Responsible consumption and production
For more information, contact
Andrea Sestino, Luiss Business School, Rome, asestino@luiss.it
T06_11 University–Industry Collaboration and Knowledge Transfer: Exploring Actors, Processes, and Outcomes
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):
For more information, contact
Quentin Plantec , Toulouse Business School, q.plantec@tbs-education.fr
T06_12 Managing the unknown: rethinking innovation and management science
This track builds on the premise that the unknown can be managed – for example through rational heuristics, design approaches, organizational learning – providing a foundation for rising above established assumptions in management research. Embracing the unknown can enrich research by revealing new phenomena (management of transitions, crises, complex systems…) and sparking theoretical (can the unknown be defined as “acknowledged ignorance” (Hatchuel, 2023)?) and epistemological debates. The call seeks empirical and theoretical papers that advance understanding of the types of unknown organizations face, the practices and theories that support their management, and the epistemological and methodological approaches needed to study them.
UN Sustainable Development Goals (SDG):
For more information, contact
Maxime Thomas , MINES PARIS PSL University, Center for Management Research (CGS) Mines de Paris, maxime.thomas@minesparis.psl.eu
T06_13 Innovation Management and Human-centric design in Healthcare Services: Challenges and Opportunities for Value Creation
Healthcare innovation is increasingly a matter of service transformation. Although the sector has traditionally relied on technology-push models, clinical experimentation, regulatory protocols and evidence-based validation, contemporary innovation also concerns the redesign of service systems, care pathways, patient journeys and professional practices. This track invites contributions examining healthcare service innovation through human-AI collaboration and human-centric service redesign. Human-centric redesign refers to the reorganization of services around the needs, expectations, capabilities and vulnerabilities of patients, professionals and caregivers, ensuring that digital and AI-based technologies strengthen service quality.
UN Sustainable Development Goals (SDG):
For more information, contact
Francesco Schiavone , Università Degli Studi Di Napoli Parthenope, franz.schiavone@gmail.com
T06_14 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):
For more information, contact
Chloé Zanardi , TBS Business School, c.zanardi@tbs-education.fr
T06_15 Managing New Product Development in a Changing World
New product development (NPD) is the organizational process through which firms transform ideas into successful products and services, from opportunity identification and concept development to commercialization and post launch activities. Since Cooper’s (1990) seminal stage gate model, the NPD landscape has evolved substantially. Today, firms operate in an increasingly dynamic and uncertain environment shaped by rapid technological advances, digital transformation, artificial intelligence, shifting customer expectations, and growing sustainability demands. These developments challenge established approaches to NPD while also creating new opportunities for innov
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 12: Responsible consumption and production
For more information, contact
Christian Baccarella , Free University of Bozen-Bolzano, christian.baccarella@unibz.it