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: 

Pascal Le Masson (Mines Paris Tech, France) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

Vivek K. Velamuri (HHL Leipzig Graduate School of Management, Germany) This email address is being protected from spambots. You need JavaScript enabled to view it. Programme Chair

Julia Jonas (University of Erlangen Nuremberg, Germany) This email address is being protected from spambots. You need JavaScript enabled to view it. Co-Programme Chair and Communications Officer

GT 06_00 Innovation General Track

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

In the field of Management, there has been a growing and sustained interest for design thinking and design issues. Areas of research like new product development, Innovation or R&D Management are very active. In spite of active research in all these areas, there is a need for better clarification and more connections with management theories and models. The objective of this EURAM track is to focus on the links between Design and other related processes and activities such as:

- Creativity and Organization (open innovation, crowdsourcing, innovation contest, user innovation…)
- Strategy-making process and alliances
- Entrepreneurship capacity and processes (effectuation, trial/error processes, learning mechanisms…)
- Leadership and Organizational Change
- Innovation in Project Management
- Team dynamics and social networks in innovation
- IP Management - R&D activities

ST 06_02 Business Model Innovation (co-sponsored by Entrepreneurship SIG-03 and Strategic Management SIG-13)

The business model topic attracts continued interest in business research and practice (Demil et al., 2015; Zott, Baden-Fuller and Mangematin; 2015 Amit and Massa, 2011). This confirmed interest for the business model, and the central question of how to innovate the business model, provide a range of avenues for further research in the field (Spieth, Schneckenberg & Ricart, 2014). However, despite ongoing research efforts to understand the business model and its role in firm performance, scholars face persistent questions about constituent components, sequences and contingencies for the process of business model innovation. Our track aims to pursue these important questions.

ST 06_03 Open Innovation 

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_04 Organising 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”. The track also encourages sessions that focus on the role of HR strategies and practices in facilitating innovation and creativity. We welcome both conceptual/theoretical and empirical contributions.

ST 06_05 Managing for Service Innovation

This track encourages the discourse on the management of service innovation in different settings (digital, industrial, traditional service innovation) and current themes in service innovation research such as the co-creative nature of services and the multi-dimensionality of service innovation as a process demanding for the integration of various stakeholders; the role of the service systems which enable and guide service innovation activities; the role of service innovation platforms and ICTs to align multiple players for service innovation and the need for tools and methods to deal with the process-character of services. 

ST 06_06 Knowledge, Learning, and Innovation in Cross-Sector Collaborations

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 papers 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_07 Emergent ways of integrating Human Factors in management and innovations

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. At the same time, there are increasing demands for more intense work to be done by the personnel. The ability to harmonize humans into socio‐technological systems is the linchpin to drive global competitiveness. Therefore, it is important to highlight in organizations’ strategy the role and activities of HR and daily management to acknowledge Human Factors and Ergonomics (HFE) as an important competitiveness factors of the organization. Innovative approaches for managing humans in sociotechnical systems are needed. This track opens the avenue for discussions on a variety of insights regarding the emergent ways to manage people for innovation.  

T 06_08 Digital Innovation in Smart Products and Services

Building upon recent advances triggered by digitization, this track deals with new principles of value creation and its impact on customers, employees, and firms. Main themes that will be welcomed by this track are a) digitization in traditional, personnel-intense areas (e.g., handcraft, hairdresser, food delivery), b) digitization in organizational processes and c) user and employee acceptance of digitized offerings/digitized processes. Thus, this track calls for conceptual and empirical research that is managerially relevant, but grounded in theory and that has the potential to advance our understanding of the impact of digitization in smart product and service innovation on customers, employees, business models, and society. As the track proponents represent various research areas such as Innovation, Information Systems, and Marketing, multi-disciplinary submission are highly appreciated.

T 06_09 Teaching and learning with a difference

Since knowledge is de-concentrated and widely accessible, teaching may no longer mean “spoon-feeding” transmission. The Academic Territory of our Classrooms is increasingly being policed and controlled by methods of student and faculty evaluation. Resources as space and money become scarce and shape diverse obstructions for good education. Reviewing and renewing the principles that guide education will not only fundamental 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?

The purpose of the track is to propose and analyse avenues for the development in higher education of skills related to business management.

T 06_ 10 Competency Development in Business Management

Companies today are part of more complex and dynamic environments than ever, and this calls for new competencies for managers. Higher education must deal with this challenge, ensuring that students acquire appropriate competencies and that are trained in order to be able to continue learning throughout their lives (lifelong learning). There are certain crucial competencies, skills and abilities: capacity for innovation, leadership, decision-making in uncertain circumstances, teamwork, conflict management and, above all, the ability to acquire and generate knowledge.

T 06_11 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.

T 06_12 Standardization 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.

T 08_03 Sport Innovation (Co-sponsored with the MANAGING SPORT SIG-08)

Sport innovation involves the creation of something new, which can be in the form of an idea, skill, product, process, service or technology. Sport innovation helps improve individual performance, organizational effectiveness and society well-being. The aim of this track is to introduce a wider view of Sport Innovation as a method to create value in the sports context by focusing on research that studies innovation processes that are related to sport in practice. This will help develop Sport Innovation as a stream of research that explores the mechanism for promoting innovation in the sport management area.


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