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 (2026-2027):
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:
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.
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 allow firms to build resilience and engage in responsible and sustainable business practices. The CENA track encourages interdisciplinary perspectives and diverse methodological approaches to deepen our understanding of collaboration can be a source of tension and benefits.
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 foster resilience and long-term sustainability? 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.
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: Solving the tensions between existing and new processes
Short description:
In an era shaped by digital transformation, geopolitical instability, and sustainability imperatives, organizations face mounting pressure to simultaneously exploit existing capabilities and explore new opportunities. This dual challenge places strategic ambidexterity at the core of organizational success. It demands reimagining history and moving beyond business-as-usual to discover next practices that are both sustainable and effective. This track invites contributions examining how organizations integrate ambidextrous strategies to foster resilience while managing the persistent tensions between stability and change. We particularly welcome interdisciplinary research exploring how firms design capabilities, digital processes, and adaptive performance metrics to rise above systemic disruptions.
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:
Lilla Hortovanyi, Mathias Corvinus Collegium – hortovanyi.lilla@mcc.hu
ST13_06 - Strategic Ambidexterity and Resilience in an Age of Disruption
ST13_07 – Strategic Processes and Practices
Short description:
Organizations evolve amid environmental crises, technological advancements, and globalization, which disrupt established structures and practices (Godart & Pistilli, 2024; Sewpersadh, 2023). Yet, the uncertainty generated by these conditions can become a source of strategic advantage for organizations prepared to navigate whatever the future holds, a notion conceptualized as an “uncertainty advantage” (Moore, 2024). From this perspective, questioning inherited assumptions about how strategy is conceived and enacted becomes imperative. Aligned with EURAM 2027’s theme, the SPP track invites contributions that examine how strategic processes and practices can be rethought to foster resilience, engage with historical legacies, and contribute to sustainable futures.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people;Goal 8: Decent work and economic growth;Goal 12: Responsible consumption and production;Goal 13: Climate action
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:
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
T02_ 04 / T13_09 Purpose-Driven Strategies, Resilience, Transformation, and Corporate Governance
Short description:
As organisations confront geopolitical instability, technological disruption, climate change, and changing societal expectations, purpose is emerging as a strategic capability that enables organisations to compete and rise above persistent uncertainty. This track explores how purpose-driven strategies help organisations reimagine established management assumptions, strengthen organisational resilience, reconcile economic and societal objectives, and develop long-term viable forms of organising. As a truly interdisciplinary track we welcome contributions from different disciplines, cultures and contexts.responsible leadership, strategic decision-making, and long-term organizational resilience.
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
For more information contact:
Albena Björck , Zurich University of Applied Sciences, bjoe@zhaw.ch
T01_07 / T02_05 / T03_08 / T10_ 05 / T11_05 / T12_ 03 / T13_10 Action Research in Management: Approaches for Greater Research Impact upon Practice (co-sponsored by B4S & COGO & ENT & PO & PM&NPM & RP&RM & SM SIGs)
Short description:
Action Research (AR) provides a collaborative, cyclic method for helping organizations steer through today’s complexity of geopolitical shocks, digital upheaval, and regulatory turbulence. It moves iteratively between practice and theory, resonating with real impactful and phenomenon-driven research, and bridging academic knowledge with organizational practice. This track welcomes methodological contributions on rigorous AR design and evaluation, and practical contributions on AR research protocols organization. Aligned with the conference theme of “rising above,” the track explores how AR addresses grand challenges for improved articulation between management sciences and practice for a greater impact on society.
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
For more information contact:
Miriana Ferrara , University of Salerno, mferrara@unisa.it
T13_11 Strategic Performance Management and Control: rising above for resilience, sustainability, and long-term value creation
Short description:
Strategic Performance Management and Control (SPMCS) support owners, entrepreneurs, and managers in developing and executing competitive strategies by identifying, measuring, and managing key value drivers. Yet the assumptions of stability, growth, and control on which these systems were built are increasingly challenged by ecological crisis, geopolitical instability, and rapid technological change. This track invites interdisciplinary contributions that question these inherited assumptions and rethink the foundations of strategic performance measurement and control, integrating sustainability and digital transformation, and building the resilience organizations need to rise above today’s grand challenges and secure long-term, regenerative value creation.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education;Goal 8: Decent work and economic growth;Goal 9: Industry, Innovation, and Infrastructure;Goal 12: Responsible consumption and production;Goal 13: Climate action;Goal 15: Life on land;Goal 16: Peace, justice and strong institutions;Goal 17: Partnerships for the goals
For more information contact:
Biagio Amico , UNIVERSITA’ CARLO CATTANEO – LIUC, bamico@liuc.it
T13_12 Rethinking Sport Management for a Sustainable Future
Short description:
We aim to develop new perspectives on resilience, sustainability, and responsible governance in sport organisations. Sport plays a significant social, environmental, and economic role, making it a unique context for addressing contemporary societal challenges. As sport organisations face increasing uncertainty, technological change, and stakeholder expectations, they must rethink leadership, innovation, and management practices. Through their broad societal reach and influence, sport federations, clubs, and events can foster sustainable and inclusive development. The track welcomes contributions addressing management challenges, governance, innovation, resilience, and sustainability within sport organisations and the wider sport ecosystem.
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 17: Partnerships for the goals
For more information contact:
Zsolt Havran , Corvinus University of Budapest, zsolt.havran@uni-corvinus.hu
T13_13 The Next Competitive Advantage: Inquiry-Driven Management in the Age of AI
Short description:
Αrtificial intelligence is transforming organisations, but sustainable competitive advantage will increasingly depend on something AI cannot replace: the ability to ask better questions. This Topic introduces Inquiry-Driven Management as an emerging research agenda that positions inquiry, human judgement, and practical wisdom as strategic capabilities for innovation and organisational performance. We welcome conceptual and empirical contributions that explore how human–AI collaboration can advance leadership, strategy, entrepreneurship, marketing, governance, and organisational learning while creating inclusive innovation and meaningful societal impact.
UN Sustainable Development Goals (SDG):
Goal 4: Quality education;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:
Rafailia Nikoletta Kallioupi , National And Kapodistrian University Of Athens, rafnikolkal@ba.uoa.gr
T13_14 Supply Chain Strategies for Sustainable, Resilient and Responsible Business
Short description:
Implementing innovative supply chain solutions is essential for developing sustainable, resilient, and responsible businesses in an increasingly uncertain global environment. As supply chains face growing environmental, geopolitical, technological, and social challenges, firms must integrate digital innovation, resilience, purchasing and risk management, and responsible governance into their strategies. Artificial Intelligence and advanced digital technologies enhance visibility, transparency, and decision-making, supporting responsible sourcing, social sustainability and Human Rights, and ESG compliance. This track welcomes theoretical, conceptual, and empirical contributions exploring strategic supply chain innovation, digital transformation, stakeholder collaboration, performance measurement, and the synergies and trade-offs between sustainability, resilience, and long-term competitive advantage.
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 16: Peace, justice and strong institutions;Goal 17: Partnerships for the goals
For more information contact:
Silvia Blasi , Department of Management, University of Verona, silvia.blasi@univr.it
T13_15 Social Evaluations and Organizational Resilience: Navigating the Theoretical, Contextual, and Methodological Frontiers
Short description:
Social evaluations are perceptions and judgments about social actors – individuals, groups, organisations, and other entities, such as governments, meta-organizations, and organizational categories. Evaluations, such as legitimacy, reputation, status, stigma, and trust, shape access to resources, secure stakeholder support, and provide strategic room to manoeuvre. They shape and are shaped by organisational strategies. Today’s turbulent times require social actors to be resilient, capable of navigating complexity in evaluations. We invite theoretical, empirical, and methodological contributions on social evaluations under uncertainty: how evaluators make judgements, how judgments aggregate into collective assessments, how organisations shape evaluations and respond to divergent audiences.
UN Sustainable Development Goals (SDG):
Goal 3: Good health and well-being for people;Goal 4: Quality education;Goal 5: Gender equality;Goal 7: Affordable and clean energy;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 16: Peace, justice and strong institutions
For more information contact:
Alex Bitektine , JMSB – Concordia University, alex.bitektine@concordia.ca