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_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