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_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:

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