Strategic Interest Groups – Standing Tracks

Our 13 SIGs are the building blocks of EURAM. Their Chairs and Officers nurture communities of engaged scholars focused on specific research issues. Standing tracks are tracks having the vocation to stand at least during a few years within a SIG. Click on the SIG of your choice to see detail about the Standing Tracks prior to submitting your Topic Proposal.

 

  1. Business for Society (B4S)
  2. Corporate Governance (COGO)
  3. Entrepreneurship (ENT)
  4. Family Business Research (FABR)
  5. Gender, Race and Diversity in Organisations (GRDO)
  6. Innovation (INNO)
  7. International Management (IM)
  8. Managing Sport (SPORT)
  9. Organisational Behaviour (OB)
  10. Project Organising (PO)
  11. Public and Non-Profit Management (PM&NPM)
  12. Research Methods and Research Practice (RM&RP)
  13. Strategic Management (SM)
  14. Conference General Track (General)

 

  1. Business for Society (B4S)

    SIG Officers 

    Jérôme Méric (Université de Poitiers, France) jThis email address is being protected from spambots. You need JavaScript enabled to view it., SIG Chair

    Corinne Vercher (Université Paris 13, France)  This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair

    Francesco Gangi (Second University of Naples) This email address is being protected from spambots. You need JavaScript enabled to view it. Chair of the General Track

    Rémi Jardat (ISTEC, France) This email address is being protected from spambots. You need JavaScript enabled to view it., Past SIG Chair

    Asmaé Diani (Université Paris Est Créteil, France) This email address is being protected from spambots. You need JavaScript enabled to view it. Communications Officer

    GT 01_00 Business for Society General Track

    The Business for Society General Track aims at analysing under which conditions organizations can interact positively with their social and natural environment. B4S community is expanding, as confirmed by the number of papers submitted in the last conference. Consistently with the interdisciplinary nature of this field of study, colleagues from economics, management, political sciences, sociology, etc. are developing the debate on the ways, methods and new initiatives that allow organizations to contribute to a sustainable development. Therefore, the sharing of continuous knowledge creation from business and academy is the objective of our general track, in line with the scope of EURAM 2017: “Making Knowledge Work”.
    The general track is specially devoted to contributions that are not explicitly covered by other tracks within the SIG.

    BUSINESS FOR SOCIETY SIG STANDING TRACKS

    ST 01_01 Accounting and Control for Sustainability

    We aim to attract papers which critically review and advance theorizations and methodological applications in the study of accounting and control for sustainability, highlighting the relevance of different theories and research approaches, as well the potential richness of this stream of research for both sustainability and accounting studies. We would like also to explore different research methods, and various types of organisational settings and practices in different countries. Sustainability accounting plays a central role in the implementation of the sustainability strategy, and developing relationships with stakeholders. It comprises accounting practices and mechanisms devoted to measure, represent and communicate the company’s performance and which embrace environmental, social and economic aspects and their relationships. However, it appears that we know still little about the integration of sustainability into management control and its uses for strategic management. It also seems that theory and practice have devoted little attention on questions of how to embed sustainability and CSR in management control systems (MCSs) and performance measurement systems (PMSs) in order to align business strategy and sustainable strategy, and the role of AFC department(s) and its relationship with the CSR/sustainability unit. Another area of interest is sustainability/CSR disclosure that has become a prominent phenomenon in practice. Integrated reporting, materiality matrix, quality and assurance of disclosure are becoming very relevant issues. The track is carried out in collaboration with the Environmental Management Accounting Network Europe (EMAN EU).

    ST 01_02 Finance, Economy and Society

    The social tumults and economic upheavals of the past decade have highlighted the dis-functioning of the global financial and economic system and the risks to which the world economy is subjected.  Market and institutional failures coupled with social pressures call for new ideas and practices as well as alternative management and business models. The ‘Finance, Economy and Society’ track encourages scholarly debate and research on an array of economic, societal and environmental topics that focus on the nature and extent of disruptive shocks and the solutions to the pressing social demands, alternative models of investment and financing (e.g. microfinance, crowd funding, impact investment, social investment bonds) and the role of institutions and policies in supporting alternative management and business models.

    ST 01_03 Institutional change, Power, Resistance and Critical Management

    The track addresses the paradox of institutional change, the resistance that the change faces and the contradictions that it incites or reveals.

    POWER, RESISTANCE AND CRITICAL MANAGEMENT
    When addressing institutional change, literature emphasizes the role of power. Institutional agency is understood as the power to change institutions countervailing resistance to change.

    The track investigates the issues of institutional change, power and resistance. This latter interpreted as both the institutional work of elites to maintain their hegemony and exploitative power, and the one enacted by dominated actors that resist exploitation and hegemony processes.

    DEMOCRACY, BUREAUCRACY AND INSTITUTIONAL PARADOXES
    Paradoxically, institutions defined through their persistence seem increasingly to be dominated by multi factorial causes of change, with the event of the UK EU referendum being just the most evident example today. Connecting networks of knowledge and ways of knowing within institutions and between their social spaces generates the meaning of events, those phenomena that cannot be treated according to a predetermined rule, whose occurrence is a factor in unexpected change.

    The track explores why and how what institutions and organizations change, despite routinized tendencies to inertia and the domination over individual members through routines and regularities. Thus, we look for papers that contribute to the advance of institutional theory by coupling persistence and change, order and disorder, authority and resistance.

    How do individual actors or coalitions of actors (traders, entrepreneurs, managers, unions, parties, ordinary employees) and actants (such as Eurozone crises) contribute to institutional dynamics? To what extent are managers effectively monitoring institutional change? What is the role of democracy and cooperation and of bureaucracy and authority, and of resistance to each, in initiating and explaining change? How do networks of social knowledge and individual knowing incorporate unexpected events and institutional change?

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  2. Corporate Governance (COGO)

    The corporate governance SIG welcomes studies exploring all aspects of antecedents and consequences - of corporate governance and boards of directors. Contributions adopting a wide set of theoretical lenses and research methods are strongly encouraged as well as studies analysing corporate governance in different types of enterprises and institutional contexts, including different countries and regional cultures.

    SIG Officers:

    Jonas Gabrielsson (Lund University, Sweden) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

    Mariateresa Torchia (University of Witten/Herdecke, Germany) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair-Elect

    Heike Mensi-Klarbach (Vienna University of Economics and Business - Austria) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair 

    Nikolaos Kavadis (University Carlos III of Madrid - Spain) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair-Elect

    Axel Walther (Witten Herdecke University - Germany) - This email address is being protected from spambots. You need JavaScript enabled to view it. Communications Officer

    Silke Machold (University of Wolverhampton Business School - UK), This email address is being protected from spambots. You need JavaScript enabled to view it., Andriy Boytsun (University of Antwerp, Belgium) This email address is being protected from spambots. You need JavaScript enabled to view it., Nikolaos Kavadis (University Carlos III Madrid, Spain) This email address is being protected from spambots. You need JavaScript enabled to view it. Chairs of the General Track

    GT 02_00 Corporate Governance General Track

    This is a general corporate governance track within the Corporate Governance SIG which invites contributions from all areas related to corporate governance that are not explicitly covered by other tracks within the SIG. We welcome studies examining the antecedents and processes of governance as well as its consequences. We encourage paper submissions from diverse theoretical lenses, using different research methods, analysing different types of companies, and exploring governance in various countries.

    CORPORATE GOVERNANCE SIG STANDING TRACKS

    ST 02_01 Top Management Teams & Business Elites co-sponsored by Strategic Management

    Business elites and top management teams (TMTs) are among the most influential actors at both firm and society level. Previous research on TMTs and business elites has consistently tried to establish relationships between corporate actors and corporate financial performance, or other firm-level outcomes such as corporate strategic choices. Scholars have focused their attention on corporate leaders at various levels, including individual executives (CEOs), top management teams (TMTs), and other business elites. Despite the large amount of existing research, its results are pronouncedly mixed in their conclusions, and upper echelons research is still plenty of opportunities for further development. Adding to our experience on previous EURAM Conferences, this standing track aims to build a platform for discussion of issues related to different aspects of upper echelons at micro and macro levels.

    ST 02_02 Board of Directors

    How boards of director’s influence firm behaviour and firm outcome continues to be subject to much debate. In this context, understanding the role of board effectiveness presents an important and growing avenue for research. Research on board effectiveness spans a wide variety of units of analysis (firm, team, director) as well as methodologies (survey, archival, observational). Board composition, board processes, and board task performance are considered key elements to effective boards. This topic seeks to understand what makes boards effective? and to examine the relationships between board, structures, processes and effectiveness. 

    ST 02_03 Women on Boards

    The role of women on boards is a hot topic in many countries nowadays. How to promote the number of women on boards, and the dynamics created inside these corporate bodies are important topics to be analysed. We encourage submissions coming from different points of view such as the antecedents, processes, dynamics and consequences of the growing presence of women. These are to be understood from the individual, organizational or societal level, or with a multi-level approach and/or cross-cultural view. We are interested in understanding the mechanisms of diverse boards from a multidisciplinary point of view, combining theoretical and methodological perspectives.

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  3. Entrepreneurship (ENT)

    The purpose of the SIG Entrepreneurship is to develop an ongoing and constructive dialogue among entrepreneurship scholars to conduct research that is relevant for entrepreneurship theory and practice in the contemporary world. The SIG Entrepreneurship aims at promoting research and networking interests in individual and collaborative forms of entrepreneurship by providing a wide-ranging, engaged and internationally focused forum to discuss and develop research and practice in the field. We put a distinct focus on the key European feature – ‘context matters’ – why we try in all activities to promote and stimulate what ‘European’ might mean in any given context and any approach of entrepreneurship research.

    SIG Chairs:

    Massimiliano M. Pellegrini (University of Roehampton, UK) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

    Matthias Raith (Otto-von-Guericke University, Germany) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair

    Lucrezia Songini (Eastern Piedmont University, Italy) This email address is being protected from spambots. You need JavaScript enabled to view it. Past Chair

    Hans Lundberg (Linnaeus University, Sweden) This email address is being protected from spambots. You need JavaScript enabled to view it. Past Chair

    Luca Gnan (University of Rome Tor Vergata, Italy) This email address is being protected from spambots. You need JavaScript enabled to view it. Past Chair

    Marzena Starnawska (Gdansk University of Technology, Poland) This email address is being protected from spambots. You need JavaScript enabled to view it. & Michele Pinelli (Luiss Business School, Italy) This email address is being protected from spambots. You need JavaScript enabled to view it. Communications Officers 

    GT 03_00 Entrepreneurship General Track

    The purpose of the SIG Entrepreneurship General Track is to develop an ongoing and constructive dialogue among entrepreneurship scholars to conduct research that is relevant for entrepreneurship theory and practice in the contemporary world. Accordingly, and in line with our mission – methodological, theoretical and empirical pluralism in entrepreneurship research – we welcome contributions from all areas related to entrepreneurship that are not explicitly covered by the other tracks and topics sponsored by the SIG. Papers adopting different theoretical lenses, using different research methods, analysing different types of organizations and exploring entrepreneurship less common empirical contexts are strongly encouraged.
    This general track is intended to capture new and emerging research areas within as well as classical areas of study of entrepreneurship. Some examples of these topics are: Entrepreneurial Social Capital and Entrepreneurial Social Networks, Different paradigms for entrepreneurship: Effectuation vs. Causation, Entrepreneurial behaviours, Behavioural strategy in entrepreneurial firm, Entrepreneurial decision-making, Entrepreneurship and performance, Entrepreneurship, knowledge, and innovation, Entrepreneurial entry and exit, Business transfers and firm acquisitions, Innovative research methods in entrepreneurship (both qualitative and quantitative), Entrepreneurship and aesthetics, Historical approach to entrepreneurship, Corporate entrepreneurship and intrapreneurship, Entrepreneurial education, Senior-entrepreneurship, Entrepreneurial contexts.

    ENTREPRENEURSHIP SIG STANDING TRACKS

    ST 03_01 Social Entrepreneurship and Societal Change

    There has been an undeniable “social turn” in business and in the market that slow absorbed ideas about sustainability, stakeholders’ interests and social enterprise model. This track calls for papers investigating the impact of social and environmental concerns in the strategies of new ventures or existing one, and the in formation of social enterprises, hybrid organizations, and other forms of social movements in business. On the other hand, we welcome papers that investigate the reverse relation i.e. the influence of entrepreneurial activities on institutional, environmental and societal contexts and their evolutions.

    ST 03_02 Academic Entrepreneurship and the Entrepreneurial University

    The “entrepreneurial university” emphasizes an understanding of the university as an economic institution designed for the creation and delivery of economic value. With the creation of value within the transfer process, the university is confronted with new challenges. Academic entrepreneurship requires new incentive systems and a new type of researcher. Moreover, if the university itself becomes entrepreneurial, it also acts as a market participant. The purpose of this topic is to bring together international theoretical and empirical research approaches dealing with academic entrepreneurship, the organizational design of and the transition to the entrepreneurial university, and the impact of these developments on the regional ecosystem.

    ST 03_03 Entrepreneurial Finance

    Entrepreneurial companies are the backbone of economic development. Yet, these firms often suffer from a lack of internal finance, which limits their growth and survival. The availability of external finance is hence a key element in entrepreneurial ecosystems.

    Recently, the availability of external finance has changed dramatically. Whereas a large number of actors that traditionally finance entrepreneurial companies (e.g. banks, venture capitalists or private equity investors) had to recover from the financial crisis, a novel set of financial instruments and business accelerators have emerged such incubators, proof-of-concept centres or crowd funding platforms. Considering the importance of these phenomena, it is crucial to understand how they influence the development of entrepreneurial businesses. Are existing insights in the relationship between finance and growth still up-to-date? To which extent can these novel instruments act as a substitute for traditional sources of finance? When and why should an entrepreneur favour a particular source of financing over another?

    ST 03_04 Entrepreneurial Emotions and Passion

    Entrepreneurship is an emotional journey. The close bond between the entrepreneur and the venture, the effort needed to produce results which are subject to uncertainty and the fear of failure are all parts of this journey. Passion is considered essential to persist in the intense and stressful pursuit of entrepreneurship and emotions have been found to influence and being influenced by judgments, decision making and behavior.
    This track opens interesting discussions on new determinants and consequences of passion and emotions in entrepreneurship across various contexts. We aim to build a European community of scholars to allow future cross-country comparisons.

    ST 06_02 Strategy and Business Model Innovation co-sponsored by Innovation SIG and Strategic Management SIG

    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.

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  4. Family Business Research (FABR)

    The European Academy of Management with an ad-hoc Strategic Interest Group on “Family Business Research” aims to be the ideal opportunity to assess the conceptual development, empirical research, and future directions of the family business field within a broader community of European scholars of management.  We envision this SIG as an international arena to attract contributions of both new scholars of the field and scholars from the established community in family business, that will provide new insights on topics that have received significant attention in the past, as well as we especially encourage scholars to undertake innovative papers and discussions of topics that have not received much attention but are important in the field.

    SIG Officers: 

    Reinhard Pruegl (Zeppelin University, Friedrichshafen, Germany) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

    Massimo Baù (Jönköping International Business School, Sweden) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair Elect

    Claudia Astrachan-Binz (Lucerne University of Applied Sciences and Arts, Switzerland) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair

    Anneleen Michiels (Hasselt University, Belgium) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair Elect

    GT 04_00 Family Business Research General Track

    Family-owned firms are one of the foundations of the world’s business community. Their creation, growth and longevity are critical to the success of the global economy. During the past decade, although family business research is progressing in terms of theory building, it still lacks a systematic adoption of thorough and theoretically-based frameworks. To advance our field we welcome papers investigating one or several dimensions of family businesses, with multi-theoretical and level approach (e.g. management, entrepreneurship, finance, psychology, sociology, etc.) and cross-cultural research. We are particularly interested in advancing “Family Business” as an autonomous Research Field with contributions, which offer rigor to the Academia and relevance to owner-managers, practitioners and local communities.

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  5. Gender, Race and Diversity in Organisations (GRDO)

    Inequalities in organisation and societies are related to a myriad of different dimensions of identity including gender, race, ethnicity, social class, age, sexuality, religion, and disability. These inequalities not only reinforce social injustice but also encourage exploitation and underutilisation of human capital by organisations and nations.

    Current debates in gender, race, diversity, development and management research embrace inter alia social theory and inequality. This includes intersectionality and post colonialism, the extent to which globalisation has facilitated the spread of western ideas (or not) around feminism, organisation and management, and what feminism and broader social movements mean in diverse socio-cultural and geo-political contexts. In addition, there is complexity and variety in human resources and management policies and institutional frameworks that address issues of social inequality.

    Within the Gender, Race, and Diversity in Organisations (GRDO) Strategic Interest Group (SIG) and various tracks and sub-tracks organised by this SIG, we seek to analyse varying socio-demographic, cultural, and geo-political contexts and their implications for work organisation, management, and human resource strategies. This incorporates critiques of gender, race, and diversity in a range of organisations, including transnational corporations, public and private sector organisations, NGOs, and international organisations.

    We value theoretically inspired papers based on leading social commentators and empirically based research. We encourage contributions from scholars from a broad range of disciplines: management, economics, psychology, women's/ men's/ gender studies, geography, sociology, and development. We welcome conceptual and empirical papers and studies of single countries and comparative research

    SIG chairs :

    SIG Chairwoman: 
    Dr Beverly Dawn Metcalfe – American University of Beirut, Lebanon - This email address is being protected from spambots. You need JavaScript enabled to view it.

    Programme Co-chairs:  

    Dr Hamid Kazeroony – Walden University, USA - This email address is being protected from spambots. You need JavaScript enabled to view it.

    Prof Jawad Syed – Suleman Dawood School of Business, Lahore University of Management Sciences, Pakistan - This email address is being protected from spambots. You need JavaScript enabled to view it. 

    Dr Faiza Ali -  Suleman Dawood School of Business, Lahore University of Management Sciences, Pakistan – This email address is being protected from spambots. You need JavaScript enabled to view it.

    Professor Edwina Pio - AUT University, New Zealand - This email address is being protected from spambots. You need JavaScript enabled to view it.

    05_00 Gender, Race and Diversity in Organisations General Track

    The aim of the GRDO General Track is to advance and disseminate new scholarship and debates, which address all forms of inequalities in the global political economy. In addition, it aims at addressing how policy measures may be devised to nurture the inclusion of marginalised voices and work towards the social justice and well-being of all individuals and communities. GRDO covers all knowledge and content relating to gender, race, and diversity within and outside organisational boundaries, including cultural, societal, political, and geographical levels, to illustrate the intersecting dynamics of differences on several scales.

    GENDER, RACE AND DIVERSITY IN ORGANISATIONS SIG STANDING TRACKS

    ST 05_01 Women and Sexual Orientation in Management, Work, and Organisation

    This track, sponsored by the Gender, Race, and Diversity in Organisations (GRDO) SIG, focuses on gender equality and women’s empowerment in management, and Sexual Orientation issues in work and organisation. We invite scholars to submit papers that address women and sexual orientation issues in organisations from a variety of different perspectives.

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  6. Innovation (INNO)

    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. SIG 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.

    INNOVATION SIG STANDING TRACKS

    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 

    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 endeavours. 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 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 analyze avenues for the development in higher education of skills related to business management.

    ST 06_08 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.

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  7. International Management (IM)

    The mission of this Special Interest Group (SIG) is to facilitate and promote the development and exchange of knowledge within all areas of International Management within and beyond the academic community. In line with the European Academy of Management’s (EURAM) mission this SIG aims to be an open, international and multicultural European forum for networking and research (theoretical, empirical and methodological ) related to International Management with a particular (but not exclusive) regional focus on Europe regarding (a) the SIG community and (b) the geographical scope of empirical or conceptual research. 

    SIG Chairs

    Markus G Kittler (University of Stirling, UK) This email address is being protected from spambots. You need JavaScript enabled to view it.

    Lisa Siebers (Nottingham Business School, UK) This email address is being protected from spambots. You need JavaScript enabled to view it. 

    07_00 International Management General Track

    The SIG IM covers ALL subfields of International Management and International Business (e.g., cross-cultural management, strategy and structure of MNCs; cross-border activities of firms; the international business environment, comparative studies). As examples (rather than a comprehensive list), submissions could relate to international business strategy, functional perspectives, and cooperations across borders. Other relevant IB/IM topics and a cross-pollination of IB/IM with other fields stimulated by multi-disciplinary studies are very welcome. For the 2017 conference, we also explicitely invite research related to the challenges to communication in international settings.

    INTERNATIONAL MANAGEMENT SIG STANDING TRACKS

    ST 07_01 Expatriate Management

    The topic of Expatriate Management usually involves physical international mobility for work purposes by skilled workers or professionals. Although the core of this topic includes internationally assigned business expatriates, it also includes alternative forms of global work where movement of people across national borders is becoming increasingly common. Therefore, Expatriate Management research also examines, for example, self-initiated expatriates, expatriate academics, short-term transfers, international business travellers, impetrates, and commuter assignments. Emerald Group Publishing and the Journal of Global Mobility (JGM): The Home of Expatriate Management Research have instituted an annual Best Paper Award for Expatriate Management papers at EURAM Conferences.

    ST 07_02 SME Internationalisation 

    Internationalization of small and medium-sized enterprises (SMEs) is not a novel phenomenon but an increasingly relevant component of research in the field of international business. This track invites traditional and conventional SME internationalisation research as well as fresh perspectives and critical thought on SME internationalization. We invite ALL empirical and conceptual submissions that take an international perspective on SMEs and microbusinesses.

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  8. Managing Sport (SPORT)

    The EURAM “Managing Sport” SIG is a network of academics, practitioners, athletes and sport officials whose interests revolve around aspects of internationalisation, professionalisation and commercialisation of sports in theory and in practice. The SIG functions as a catalyst for building and disseminating new ideas around the business and management of sport and sport related industries.

    SIG Officers:

    Mathieu Winand (University of Stirling, UK), This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

    Anna Gerke (Audencia Business School, France) This email address is being protected from spambots. You need JavaScript enabled to view it. Programme Chair

    Christofer Laurell (Stockholm Business School, Sweden) This email address is being protected from spambots. You need JavaScript enabled to view it. Communications Officer

    GT 08_00 Managing Sport General Track

    The EURAM general track on ‘Managing Sport’ seeks to gain a deeper understanding of the unique development in sports, its logic of co-creation of value and the advancement of the industry towards internationalisation, professionalisation, and commercialisation. The track aims to cover all management functions and welcomes papers that address a range of topics related to sporting issues and particularities of the management of sport organisations, including human resources and voluntarism, sport facility management, professional sport clubs, sport finance and sport economics, sport sponsorship and branding, fans and spectators in sport, equality and diversity in sport.

    MANAGING SPORT STANDING TRACKS

    ST 08_01 Sport Governance

    For the last decade, sports governance has developed into a considerable field of research, and has raised interest of many researchers and practitioners worldwide, advancing knowledge and best practices in sport organisations. Sports Governance is understood as the exercise of power within sports organisations or (inter)national sport systems which provides the structure through which these organisations or systems are controlled, directed and regulated. We invite empirical and theoretical contributions that develop a critical analysis of sport governance and/or practical application of good governance principles on a range of different theoretical and methodological approaches.

    ST 08_02 Sport Events and Tourism

    The proposed topic “Sport Events and Tourism” at EURAM aims to examine the nature and scope of event management studies and related disciplines by demonstrating what is unique and challenging about event management. We further would like to address comparative and cross-disciplinary studies by drawing on existing conceptual models, event-related literature, and practical experience in the field. Empirical and theoretical contributions that elaborate on event management drawing on a range of different theoretical and methodological approaches are invited.

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  9. Organisational Behaviour (OB)

    The purpose of the OB SIG is to develop an ongoing and constructive dialogue among organizational behaviour scholars and practitioners to conduct research that is relevant for management theory and practice in the contemporary world. The OB SIG aims at promoting research and networking interests in individual and group behaviour in the organizational context by providing a wide-ranging, engaged and internationally-focused forum to discuss and develop research and practice in the field. In addition to well-established topics the OB SIG is open to and wants to encourage submissions to different new streams of research in private, public and non-profit organizations.

    SIG Officers:

    Fabian Homberg (Bournemouth University, UK) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

    Zeynep Yalabik (University of Bath, UK) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair

    Ceydan Maden (Istanbul Kemerburgaz University, Turkey) This email address is being protected from spambots. You need JavaScript enabled to view it. Communications Officer

    GT 09_00 Organisational Behaviour - SIG General Track

    The OB General Track is open to all papers that broadly fall into the domain of Organizational Behaviour but are not covered by the various other tracks of the OB SIG. The OB General Track is open to a variety of themes on both well-established topics and new streams of research in public, private and non-profit organizations. The submitted papers might be dealing with the attributes, processes, mechanism, behaviours, and outcomes within and between individual, interpersonal, group, and organizational levels of analysis.

    ORGANISATIONAL BEHAVIOUR SIG STANDING TRACK

    ST 09_01 Team Performance Management

    In this research track of Team Performance Management, we intend to organize in a more systematic manner the increasing number of papers addressing teams and team working presented at EURAM and we invite papers that explore team performance management in a multi-dimensional and dynamic way. Therefore in terms of unit of analysis, we welcome papers that study individuals in teams (e.g., how multiple-team membership impacts on individual learning and adaptation, how individual performance is influenced by team dynamics), teams as units (dynamic views on team processes, antecedents and consequences of team performance, team emergent states, team training, empirically supported team interventions, virtual teams) as well as the inter-team dynamics in larger social systems (e.g., multi-team systems dynamics and effectiveness, teamwork implementation in organizational settings). The research topic is inclusive and we expect papers that use or combine theoretical insights from a variety of disciplines (Organizational Psychology, Sociology, Management and Organization Studies) and use various research methods and approaches (ranging from field studies to experiments and formal simulations) to understand the dynamics and effectiveness of organizational teams. We intend to publish a selection of papers presented within this track in the journal “Team Performance Management”.

    ST 09_02 Human Resources Management

    Several social and economic changes have affected the growth of the HRM, recognizing that human resources are crucial to organizational success in most industries. Promoting theory and research development on important substantive and methodological topics in the field of HRM is therefore of foremost importance, as confirmed by the growing number of academic journals that are addressing this topic. All articles falling within the broad domain of HRM will be considered, spanning from micro HRM to strategic HRM and international HRM subfields. Empirical studies, theoretical contributions and interdisciplinary research are welcome.T 09_03 Organisational Cognition - Theories, Applications and Advancements

    This topic is designed to attract papers on different aspects of cognition research applied to and concerning organizations. Submissions are very much encouraged from diverse theoretical perspectives—e.g., computationalism and its opposite, social identity theory, mental representationalism and its critics, sensemaking—as well as from different disciplinary traditions even if outside organizational behavior—e.g., cognitive psychology, social cognition, cognitive science, artificial intelligence. We do not want to be constrained by methodological grounds either: the topic is open to qualitative, quantitative, and computational and mathematical simulation studies. We are open to any method but are especially hoping to attract studies that experiment with multi-methods, mixing qualitative and/or quantitative with simulation.

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  10. Project Organising (PO)

    The Special Interest Group Project Organising is focused on projects and programmes defined as temporary organisations with a goal and pre-determined life cycle. The Project Organising SIG is concerned with project-based/oriented organisations: firms or public sector agencies organised to promote and/or deliver projects or to implement their Strategies and changes by projects and programs.

    SIG Officers:

    Brian Hobbs (Université de Quebec a Montreal, Canada) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

    Martina.Huemann (WU Vienna, Austria) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair Elect

    Pernille Eskerod (Webster University Vienna, Austria) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair & Communications Officer

    Alexander Kock (Technische Universität Darmstadt,Germany), This email address is being protected from spambots. You need JavaScript enabled to view it., Track Chair (responsible for reviews)

    GT 10_00 Project Organising - SIG General Track

    PROJECT ORGANISING SIG 2017 TRACKS

    The Project Organising track provides an international platform to share and debate topical issues in the management of projects as temporary organisations and their context in organisations or inter-organisational networks. This includes the management of single projects, mega projects, programs, and project portfolios, as well as project-oriented organisations, which deliver projects to external or internal customers, and project networks or multi-enterprise meta-organisations created to deliver projects. We invite conceptual as well as empirical papers based on quantitative, qualitative or mixed methods. In our track, we run competitive sessions as well as development sessions, to help authors further develop their papers.

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  11. Public and Non-Profit Management (PM&NPM)

    The Public and Non-Profit Management SIG aims at providing an authoritative and internationally focused forum to discuss major developments in the area of governance and management of public interest. Such focus allows embracing all organisations that operate for the benefit of the community, be they public or private. Key issues include network management, performance management, organisation and HRM, social innovation, social responsibility, accounting and accountability, marketing and fundraising, leadership. We especially welcome topic proposals focusing on collaborative governance (networks and co- production), social innovation, management of hybrid organisations and the creation of public value at the intersection between public and private domains. We encourage envisioning topics and symposia proposals that could be managed in partnership with another SIG.

    SIG Officers:

    Denita Cepiku (University of Rome Tor Vergata Italy) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

    Andrea Bonomi Savignon (University of Rome Tor Vergata, Italy) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Chair

    GT 11_00 Public and Non-Profit Management General Track

    PUBLIC MANAGEMENT & NON-PROFIT MANAGEMENT SIG STANDING TRACKS

    The track chairs welcome papers dealing with the multiplicity of governance arrangements promoting the public interest.
    These have endured a shift from the traditional Weberian public administration to forms emulating business models to public governance hybrid solutions based on collaboration and co-production. The public sector has become more fragmented and multifaceted, while the shift in expectations by citizens make them now keener to engage in policy-making and service delivery.
    Public, non- and for-profit organizations serve the public interest, autonomously, in competition or in collaboration with each other, in healthcare, culture, education, security, territorial development, utilities, and other sectors.

    The public governance literature entails a renewed and more specific attention to management across the boundaries of the public sphere; namely, to business-government relations and non-profit government relations. The role of government, however, is not limited to that of a network facilitator. Especially in the current global crisis, it has a key role in ensuring important values for Europe such as equity, sustainability, and democracy.

    The Public and Non-Profit Management general track aims at gathering and promoting confrontation between engaged scholars investigating the role of public and no-profit management for the pursuit of public interest aims.

    ST 11_01 Healthcare Management Research

    This standing track is organized to facilitate sharing of research concerning the health of the population and the ways to organize healthcare services more effectively and efficiently. Studies of cooperative strategies of hospital networks, physician referral practices, public and private partnerships, and other efforts that improve outcomes may be emphasized. Papers on patient safety and satisfaction, workforce issues including quality of work life and employee satisfaction, evidence-based management decision making, innovative practices, and efficient reallocation of health services are welcome. Submissions may include conceptual papers as well as qualitative and empirical studies.

    ST 11_02 Governance of Public and Non-Profit Organisations

    This Track is developed around the following key points: (1) the definition of theoretical components that assign an innovation role to governance systems in public and non-profit organizations; (2) a deeper analysis of governance mechanisms in their relationships with both external (stakeholders) and internal (management) actors; (3) the conditions which enable governance mechanisms to effectively play their proper roles. This track should provide a forum for scholars from different SIGs for exchanging and developing their research in the specific field.
    Subjects of interest include the following: The Role, the Behaviour and the Effectiveness of the Public and Non-Profit Boards; The Multi-Level and Multi-Faceted Nature of Governance in Public and Non-Profit Sector; Capturing Governance Changes and Dynamics; Governance of State-Owned Enterprises.

    ST 11_03 Accounting, Accountability, Sustainability in Public and Non-Profit 

    This track aims to bring together researchers from the areas of accounting, accountability, CSR and sustainable management with those focussing on public sector and non-profit management. In particular, we would like to attract theoretical and empirical papers addressing the following issues: Accounting, Accountability, Sustainability and social responsibility, Social reporting, Public Value, Public governance, Ethics, Social partnerships, Stakeholders engagement, Performance Management, Corporate social disclosure, Measuring social impact, Social innovation.

    ST 11_04 Management and Governance of Culture, Heritage and Tourism

    The applications of management to the culture, heritage and tourism is a subject that has gained an increasing relevance over the last decade. Despite such a growing body of literature, we believe that the understanding of this issue is still limited and that there are several managerial and organizational challenges worth to be investigated. Thus, the aim of this track is to contribute to extant debate by encouraging scholars to discuss about new lines of inquiry, and widen the overall spectrum of perspectives, methodological tools and expected contributions to extant literature.

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  12. Research Methods and Research Practice (RM&RP)

    The Research Methods and Research Practice (RM&RP) strategic interest group (SIG) exists to promote debates – and stimulate innovation – around all aspects of academic research, from its conception through to its execution and dissemination. The SIG also focuses on problematising and innovating methodological approaches and research practices beyond the academic milieu: how to tailor research designs based on research problems identified by practitioners themselves; how to establish purposeful interfaces concerning the relevance and utility of academic research between requirements for publications in scholarly journals and managers; and how to translate principles of rigorous methods into the sphere of management consultancy and in-house research efforts within corporate and public organisations. The RM&RP SIG seeks to draw understanding about research methods and research practice from all business and management disciplines including Accounting, Computer Science, Entrepreneurship, Finance, Human Resource Management, Learning and Development, Marketing, Operations Management, Organizational Behaviour, Strategy, and Systems Management. By sharing novel approaches and advancing knowledge about the usefulness of different methods and the facilitators of – and constraints on – the use of those methods in the research and broader environment, it seeks to enable researchers to improve the design and execution of their research and to find ways of disseminating the findings of that research to all parts of the broader community who might be affected by that research and have an interest in it.  As part of this effort, the SIG also encourages innovation through interdisciplinary and transdisciplinary application of methods and research designs by engaging with other disciplines, such as Political Science, Social Anthropology, visual methods and Natural Sciences. The RM&RP SIG aims to stimulate debate in a supportive environment in which all levels of academic from doctoral students through to senior professors feel at home. The RM&RP SIG’s objective is to promote understanding across national borders and to draw strength from the diversity of research approaches that exist across Europe and beyond. It seeks to generate continuous debate between conferences through its use of a range of different media including electronic newsletters and a presence on the World Wide Web. The RM&RP SIG celebrates the intellectual diversity that exists both within and outside of Europe – and across disciplinary and research philosophical traditions –  and it seeks to use that diversity to help facilitate advancement in research methods, research practice, engagement with practitioners in international work-life and the knowledge that stems from those methods and practice.

    SIG Officers

    SIG chair: Evandro Boccato MacEwan University, School of Business, Canada, This email address is being protected from spambots. You need JavaScript enabled to view it.

    Programme chairs: Jacqueline Fendt ESCP Europe, France, This email address is being protected from spambots. You need JavaScript enabled to view it.; David Guttormsen University of Exeter Business School, UK, This email address is being protected from spambots. You need JavaScript enabled to view it.

    Treasurer: Catherine Cassell University of Leeds, UK, This email address is being protected from spambots. You need JavaScript enabled to view it.

    SIG Communication Officer: Gail Clarkson University of Leeds, UK, This email address is being protected from spambots. You need JavaScript enabled to view it.

    GT 12_00 Research Methods and Research Practice General Track

    Management academics’ capability to manage their co-operation with industry, public bodies, civil society institutions and broader communities depend on their ability to generate reliable research in settings over which they may exercise limited control. The Research Methods and Research Practice track welcomes papers on all types of research methods of data collection and analysis and their application from any intellectual standpoint and discipline. Papers on challenges faced when seeking to operationalise research methods during field-research of international work-life and/or within work organisations are especially welcome. Examples of such challenges include, but are not exclusive to: building trust and gaining access, working cross-nationally/cross-culturally, catering for different audiences in addition to promoting positive impacts for managers and practitioners through establishing partnerships with non-academic partners as well as disseminating and translating the knowledge produced by management scholars beyond the academic milieu. Authors of outstanding papers will be encouraged to submit them for consideration for publication in the forthcoming “Methodology Matters” section of the European Management Review.

    RESEARCH METHODS & RESEARCH PRACTICE SIG STANDING TRACK

    ST 12_01 Evolutionary and Darwinian Methodological Endeavours in Management Research

    This standing track in the Research Methods and Research Practice SIG at EURAM seeks to provide a forum for discussion and development of approaches, which embrace a multi-level, eco-systemic and evolutionary perspective on organisations.
    The track continues to build upon growing body of evolutionary and ecological research in within a wide range of disciplines such as management, organisation, decision-making, entrepreneurship and innovation, economic geography, philosophy and psychology. As such the track welcomes multi- and inter-disciplinary contribution to further conceptual and methodological perspectives in management research.

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  13. Strategic Management (SM)

    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:

    Tomi Laamanen (University of St.Gallen, Switzerland) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Chair

    Henk Volberda, (Erasmus University, Netherlands) This email address is being protected from spambots. You need JavaScript enabled to view it. Past Chair

    Anabel Fernández-Mesa (University of Valencia, Spain) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Co-Chair

    Patrick Reinmoeller (Cranfield University. UK) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Co-Chair

    Ana Garcia-Granero (University of Valencia, Spain) This email address is being protected from spambots. You need JavaScript enabled to view it. Communications Officer

    Xavier Castañer (University of Lausanne / HEC, Switzerland) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Co-Chair of kick off activities

    Nuno Oliveira (Tilburg University, Netherlands) This email address is being protected from spambots. You need JavaScript enabled to view it. SIG Programme Co-Chair of kick off activities

    GT 13_00 Strategic Management General Track

    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.

    STRATEGIC MANAGEMENT SIG STANDING TRACKS

    ST 13_01 Corporate Strategy: Managing knowledge within and across Mergers, Acquisitions and Alliances

    Accessing knowledge detained by the acquired firm or the alliance partner is a major motive underlying M&A and/or alliances. We now have a sound understanding of such deal motives, however, the organizational processes leading to leveraging the value inherent to knowledge similarities and/or complementarities remain a fertile ground of investigation. In line with the track title, we welcome papers that examine inter-organizational encounters with regard to knowledge and competency transfer and combination. Strategic, organizational, cultural or human relations perspectives are welcome. For empirical studies, we welcome studies drawing from a variety of methods.

    ST 13_02 Business Ecosystems: Structures, governances, strategies, evolutions and transformations

    Academic and industrial publications on business ecosystems (BE) have not only increased the numbers but also diversified the scope in the last two years.  The ecosystem research has been exploring the BE from various perspectives including innovation, entrepreneurial behaviour, technological platforms, regional economic development, and in relation to some specialise technologies e.g. 3D printing. However, our fundamental understanding about business ecosystems and their intrinsic properties and capabilities are still in a very early stage.  The proposed track aims to understand the fundamentals of business ecosystems and seeks to explore the ecosystems from different perspectives and identify the BE’s intrinsic characteristics. 

    ST 13_03 Strategic Processes and Practices

    In the SPP track we aim to bring together organizational and micro levels of analysis to advance our understanding of strategy in the making. We specifically intend this year to explore the relationships between strategic practices and routines. The Strategy as Practice opened avenue in studying strategy with a practice lens. This stream emphasized so far on the role of discursive practices, tools and socio-material practices at a micro level. Vaara and Whittington (2012) called for investigating the role of the macro into the practice of strategy.  On the same token, there has been a focus on understanding routines (Feldman and Pentland, 2003) from within their immediate context. Lately Howard-Grenville and Rerup (forthcoming) suggested proximities between process, practices and routines and their role in change, emergence and performance of organizational action. Even though these themes are strategic in essence, few pieces associate strategic processes, practices and routines.  We therefore invite contributions to better distinguish and articulate the role of practices and routines in relation to each other as well as to the broader strategy making processes in organizations.

    ST 13_04 Microfoundations of Strategy, Dynamic Capabilities and Knowledge Mechanisms 

    This track focuses on the microfoundations of strategy, dynamic capabilities, and knowledge with the special focus on: (1) How microfoundations of strategy shape, mediate between, and explain aggregate strategy phenomena such as strategic decision-making, strategic consensus seeking; (2) Dynamic capabilities promoting entrepreneurship, change, innovation, and organizational learning; (3) Balancing between internal knowledge accumulation and external knowledge absorption. We welcome particularly submissions that explore the interconnections between levels of analysis and the topics in depth. We encourage both empirical and conceptual contributions.
    This topic aims to investigate how the following approaches inhibit or contribute to firm competitive advantage or superior performance in general.
    We encourage empirical and conceptual contributions focusing on these to be submitted to this track.

    ST 13_05 Behavioural Strategy

    Behavioural Strategy has developed into an important new sub domain of strategic management research. By combining psychological research with the strategy domain, Behavioural Strategy aims at grounding strategic management on more realistic assumptions regarding human judgment and interaction. It thus transfers psychological research to an organizational context asking questions like "How can an improved psychological architecture of the firm lead to competitive advantage?"

    ST 13_06 Collaborative Strategies: Coopetition, Networks and Alliances

    Firms adopt collaborative strategies, Alliances or Coopetition strategies in multiple contexts such as Networks or Clusters to innovate, to deal with uncertainty or to expect higher levels of performance. The management of these collaborative strategies became a critical issue for management scholars and practitioners. This issue can be explored through different levels of analysis – inter-organizational level, firm-level, intra-organizational level or inter-individual level. Researches could investigate collaboration in high-tech industries but also on more traditional ones. Studies of multinational companies, associations, public companies, SMEs etc. are also welcome. Both theoretical and empirical contributions can be accepted.

    ST 13_07 Strategic Ambidexterity: The paradox of Exploitation and Exploration

    Research on strategic ambidexterity should provide a starting point for practitioners to adapt to the disruptive change induced by the fourth industrial revolution. By studying the contradictions between exploitation and exploration researchers could help them prepare.
    For example, Mom, van den Bosch, and Volberda (2007) found that top-down knowledge inflows are associated to exploitation; horizontal and bottom-up inflows are related to exploration. Others pointed out the trade-offs that are inherently present when organizations pursue both types of activities (Hortovanyi and Szabo, 2006).
    We call for papers that address the organizational challenge of industry 4.0 into the debate on strategic ambidexterity.

    ST 06_02 Strategy and Business Model Innovation co-sponsored by Innovation SIG, Entrepreneurship SIG and Strategic Management SIG

    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 02_01 Top Management Teams & Business Elites (Co-sponsored with the Corporate Governance SIG-02)

    Business elites and top management teams (TMTs) are among the most influential actors at both firm and society level. Previous research on TMTs and business elites has consistently tried to establish relationships between corporate actors and corporate financial performance, or other firm-level outcomes such as corporate strategic choices. Scholars have focused their attention on corporate leaders at various levels, including individual executives (CEOs), top management teams (TMTs), and other business elites. Despite the large amount of existing research, its results are pronouncedly mixed in their conclusions, and upper echelons research is still plenty of opportunities for further development. Adding to our experience on previous EURAM Conferences, this standing track aims to build a platform for discussion of issues related to different aspects of upper echelons at micro and macro levels. 

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  14. Conference General Track (General)

    Tracks Sponsored by the 2018 Conference Committee

    This track welcomes submissions related to our conference theme “Research in Action – Accelerating knowledge creation in management.” This track will also consider submissions which do not fit into other tracks. More information about the conference theme is here.

    Chair 

    Eythor Ivar Jonsson (University of Iceland) This email address is being protected from spambots. You need JavaScript enabled to view it.

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Contacts

 EURAM 2018 Local Organising Team:

This email address is being protected from spambots. You need JavaScript enabled to view it.