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 Chairs:

Jan Dul (Rotterdam School of Management Erasmus School) This email address is being protected from spambots. You need JavaScript enabled to view it.
Vivek K. Velamuri (HHL Leipzig Graduate School of Management) This email address is being protected from spambots. You need JavaScript enabled to view it.


For more detail on each track, please download the related document. If you cannot see the whole text on any of the Excel pages, please double-click.


GT 06_00 Innovation General Track

While much knowledge about innovation management has accumulated over the years and some puzzles  have  been  solved,  new  issues  emerge  and  urge  us  to  continue  on  the  journey.  In particular, research is required on the future of innovation for a world of 7, 8 or 9 billion people with rising expectations…towards a better future. We all people – the humanity – are looking for change, changing the offering (product/service), the ways in which it is created and delivered (process innovation), the context and the ways in which it is introduced  to  that  context  (position  innovation)  and  the  overall mental models for thinking about what we are doing (business model or ‘paradigm’ innovation). The general track offers an umbrella for any innovation-related research that does not find a home in the more specific tracks provided below.



ST 06_01 Rethinking the Design Paradigm in Management: Theories, Activities and Organisations

Design issues are addressed in many research fields, e.g. R&D management, engineering design, industrial design, but these research areas are often poorly connected. The aim of this EURAM track is to build a platform for research on design in management that could transform a fragmented debate into an organized and fruitful diversity. We address the following lines of research: history of design, design professions, design as a model of thought, design & creative processes, and design research methodology.

ST 06_02 Business Model Innovation (BMI) (This track is sponsored by both the Innovation SIG and the Strategic Management SIG)

Business models represent a multi-dimensional phenomenon which spans across various units, functions and processes of organisations (DaSilva & Trkman, 2013; Baden-Fuller, 2010). Concurrent research reflects this multi-dimensional nature and investigates business models from different viewpoints in separate streams which so far fail to converge into a common understanding of the topic (George, & Bock, 2011). While strategy scholars operationalize business models as system-level unit of analysis to understand how firms create and deliver value to gain competitive advantage (Teece, 2010), studies in the innovation management field focus more on the role of business models for bringing new products and technologies to markets (Spieth, Schneckenberg & Ricart, 2014; Zott, Amit & Massa, 2011). At the same time, managers struggle to efficiently develop and implement new business models in corporate practice (Chesbrough, 2012). In short, the topic of business models is both important for research and practice, and it offers a range of avenues for further research which conceptualises and integrates its key components into a common framework.

ST 06_03 Standardisation and Innovation 

By now, many academics, policy makers and practitioners have accepted that standardisation is not the adversary of innovation as which it has been portrayed until not so long ago. These days, some scholars consider standards as both a constraint for and an enabler of innovation, others see them as a common basis upon which innovation can flourish. However, the precise nature of the inter-relation between both still remains largely unclear. The Track will look at both the role of standardisation (the process) and of standards (the resulting product) for innovation.

ST 06_04 Open Innovation     

Interest in open innovation from academia and practice has been growing continuously. Within the open innovation framework, companies transfer knowledge they cannot leverage internally to the outside and use the knowledge produced by externals to advance their technologies and generate innovations internally. The fundamental principle of open innovation is simple in theory. For many organizations, however, the journey toward open innovation is difficult. Activities such as internal and external knowledge exploitation and exploration call for different capabilities and solutions that organizations should build in order to be successful in their open innovation endeavors.

The track aims to stimulate a discussion on the latest research insights in open innovation, especially with respect to new perspectives, methods, tools, competencies and context-specific solutions.

ST 06_05 Organizing Creativity for Innovation: Multidisciplinary perspectives, theories, and practices

This track intends to address research from various disciplines on organisational creativity and innovation. Our objective is to discuss the processes, mechanisms, behaviours, tools and methods that promote or hamper creative and innovative efforts of individuals and teams, and how they can be managed. We focus on: “Organising” which includes (HR) management practices, leadership, organisational elements, and strategic environment; the “Creativity” of individuals and teams in general as well as with a specific creative task; the “Innovation” of products, services, processes, marketing, business models, etc. , and on the contribution to firm “performance”. We welcome both conceptual/theoretical and empirical contributions.

ST 06_06 Service Innovation and Servitization

Building upon a fundament of recent perspectives in service research, this track deals with services and service innovation in different industries and uncertain environments. Main themes are a) service providing systems, b) hybrid value creation in product service systems and c) multidimensional concepts of performance parameters, capabilities and competences. We encourage papers about the following issues: Dynamics of innovation for services, tools and methods for managing innovation in service, the role of ICT for service innovation, service innovation in service systems, service infusion and servitization, insights on the innovation of product-service systems.

ST 06 _07 Knowledge, Learning, and Innovation

This standing track intends to address research on the intersection of organizational knowledge, learning and innovation.

The management of knowledge, learning and innovation is a challenging task within societal sectors but even more in cross-sector collaborations. Organizations from multiple sectors (i.e., government, business and civil society) are increasingly collaborating to find innovative solutions for societal and economic problems which are too large and complex to be tackled within one sector alone.

This track welcomes theoretical and empirical contributions which address related challenges to the governance and management of knowledge, learning and innovation in cross-sector- as well as in within-sector collaborations.

ST 06 _08 Sustainable Human Factors and HRM for Innovation 

As organizations continue to move into increasingly global arenas, competitiveness reaches new levels with continuous needs to change and improve quality and efficiency while controlling costs. Oftentimes, technology is seen as a solution to realizing competitive advantage. This approach is predicated on the ability to integrate the weakest, least reliable and most unpredictable component into the system – the human. At the same time, there are increasing demands for more intense work to be done by an aging work force in, for example, Europe. Also it should be predicated on the ability of management to improve human commitment and competency as a "resource" in the rising new economy. Therefore, Human Resources Management can contribute to realizing an enterprise’s strategy. The ability to harmonize humans into sociotechnological systems is the lynch pin to drive global competitiveness. This is the role that Human Factors and Ergonomics (HFE) and Human Resource Management (HRM) can play in improving organizations in our global future.  We welcome contributions that provide new theoretical perspectives on and/or empirical insights into HF/HRM and Sustainable Development.



T 06_09 Network Configurations, Location, Innovation and Time

The development of networks inside geographically bounded spaces, which foster the mutual exchange and collective creation of knowledge, has become particularly important for a firm’s innovative capacity. Inside these locations, such as clusters, industrial districts or science and technology parks, firms establish formal and informal relationships with other co-located firms and institutions. However, the understanding of network evolution still constitutes an emerging topic. Most work has been developed in a static way and focused on endogenous factors for explaining the evolution of the network. In this sense, there are many opportunities to incorporate existing research to better understand the evolution of networks across time. In order to advance a dynamic networks perspective we are open to all methods of research by inviting contributions that comprehensively explore emerging and new areas of research in the field of networks, innovation and location, and to gain new insights from a dynamic perspective, conceptual as well as qualitative and quantitative empirical contributions are welcome.

T 06_10 Teaching and learning with a difference

Our students and the world we live in have dramatically changed. Despite recent developments in refocusing attention on teaching and learning practices in management education, we have a long way to go before we can safely say that we have duly addressed the challenges and priorities that teaching and learning practices need to attend to. Emerging trends in management education and beyond call for a fundamental reconsideration of the principles that underpin education itself. Reviewing and renewing the principles that guide education will not only fundamentally need to account for the learning needs of diverse audiences (undergraduate and post-graduate students, MBAs, DBAs etc.). Reviewing the principles that guide education will also need to address the burning question of what does teaching management mean today?

T 06_11 Managing Emerging Technologies for Socio-Economic Impact

In this track we seek to explore new and novel approaches to managing emerging technologies such as nano-, bio- medical and recent developments in ICT, data analytics and automation. The focus of this track is on the social, economic and technological impact of emerging technologies at the societal, organisational and individual level. Further, we seek to unpack the dynamic and interactive nature of the social, economic and technological as societies and organisations attempt to cope with the introduction and diffusion of emerging technologies.

T 06_12 Organizational Behavior in a Digital Ecosystem: Challenges and Opportunities

According to the OECD (2012), by 2020 over 50 billion of potentially interconnected devices are estimated to populate the ‘infosphere’ (Floridi 2010). The emergence of new integrated forms of ubiquitous computing devices, alongside advances in cloud computing and the proliferation of fluid multi-device platforms are enabling the rise of Ubiquitous Media Systems. This new and complex form of information systems encapsulates various functions and provides fluid information access across a variety of channels. It fosters a remarkable shift in the way people as well as organizations interact and behave, posing important challenges and opportunities for academics and practitioners. The goal of this track is to provide a forum to discuss the challenges and opportunities of ubiquitous digital ecosystems for organizational research.