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.
GT 13_00 Strategic Management General Track
Anabel Fernández-Mesa, University of Valencia
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 The Strategic Practices of Mergers & Acquisitions
Duncan Angwin, Lancaster University Management School, UK
David Kroon, VU Amsterdam, The Netherlands
Nicola Mirc, Toulouse School of Management, France
Nuno Oliveira, Tilburg University, The Netherlands
Janne Tiennari, Aalto University, Finland
Philippe Very, Edhec Business School, France
The M&A track at EURAM will be celebrating its 10th anniversary in 2018!
The track’s aim continues to be to provide a forum for interdisciplinary discussion and engagement to further an enhanced analysis of the underlying dynamics shaping Mergers & Acquisitions (‘M&A’). It includes all elements of the M&A process broadly defined, such as acquisition decision-making, target search and selection, due diligence, negotiation, implementation, maintenance, divestitures that have a performance outcome(s). As an interdisciplinary track, strategic, organizational, cultural or human relations, financial and economic perspectives are welcome, particularly when combined to shed light on some of the conundrums in this area of research. We are eclectic in methodology and so encourage submissions that are qualitative, quantitative and mixed method. Conceptual papers are also welcome.
ST 13_02 Business Ecosystems: Structures, governances, strategies, evolutions and transformations
Shi Yongjiang, Cambridge University
Thommie, Hanken (Finland)
Ke Rong, Tsinghua University (China)
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
Isabelle Bouty, Université Paris-Dauphine
Mehdi Safavi, University of Edinburgh Business School
Omid Omidvar, Coventry Business School
In the SPP track we aim to bring together organizational and micro levels of analysis to advance our understanding of strategy in the making (Chia & Holt, 2009). We specifically intend this year to explore the role of everyday practitioners and actions in the (continuous) emergence of strategy. The Strategy as Practice opened avenue in studying strategy with a practice lens (Whittington, 2003), we still know very little on the emergent side of strategy. This stream emphasized so far on the role of discursive practices, tools and socio-material practices at a micro level. It is principally through the discursive practices elaborated by top managers that the doing of strategy has emerged. Even if various call for delving more into the very essence of strategic processes this kind a research remain scarce (Carter, Clegg, & Kornberger, 2008). We therefore invite contributions to better inform and theorize on the emergent side of strategy processes and practices.
ST 13_04 Microfoundations of Strategy: Dynamic Capabilities and Knowledge Mechanisms
Lolita Jurksiene, Kaunas University of Technology
Gertjan Lucas, De Montfort University
Asta Pundziene, Kaunas University of Technology
Mait Rungi, Tallinn University of Technology
Microfoundations have become an important topic in strategy research, linking explanatory mechanisms at the micro-level to macro-level organizational processes and outcomes. To enhance our understanding of the microfoundations of strategy, we seek research on dynamic capabilities that promote entrepreneurship, change, and innovation (e.g., cognitive managerial capabilities; sensing, seizing and transforming) and knowledge mechanisms that help balance between internal knowledge accumulation and external knowledge absorption (e.g., absorptive capacity; organizational learning). How do microfoundations shape, mediate between and provide explanatory mechanisms for aggregate strategy phenomena (e.g., strategic decision making)? We encourage both empirical and conceptual contributions.
ST 13_05 Behavioural Strategy
Tomi Laamanen, University of St. Gallen
Torsten Wulf, Philipps-University Marburg
Behavioral Strategy has developed into an important new sub domain of strategic management research. By combining psychological research with the strategy domain, Behavioral 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
Klimas Patrycja, University of Economics in Katowice – Faculty of Management
Wojciech Czakon, University of Economics in Katowice – Faculty of Management
Frédéric Le Roy, University of Montpellier & Montpellier Business School
Firms adopt collaborative strategies with pure partners i.e. Alliances and/or with competitors i.e. 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.
ST 13_07 Strategic Ambidexterity: The paradox of Exploitation and Exploration
Henk Volverda, Rotterdam School of Management
Robert E. Morgan, Cardiff Business School
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 13_08 Competition: Interfaces and Impact
Jukka Luoma, Aalto School of Business
Competition research has generated important insights about how companies create and capture value through series of competitive moves (Chen & Miller, 2012). Most empirical competitive dynamics research has been conducted in oligopolistic, fairly mature industries. Recent research has shown, however, that the phenomenon of competition can manifest in markedly different ways in other kinds of contexts—for example, nascent industries (e.g., Chen et al., 2010; Rindova et al., 2010), mature low-clock-speed industries (Lamberg & Ojala, 2006), highly regulated industries (Shaffer, Quasney, & Grimm, 2000), and highly unregulated industries (Humphrey, 2007). The study of competition in these “unusual contexts” can help elucidate previously unrecognized theoretical issues and mechanisms in competitive interaction.
ST 06_02 Strategy and Business Model Innovation co-sponsored by Innovation SIG, Entrepreneurship SIG and Strategic Management SIG
Patrick Spieth, University of Kassel, Germany
Joan Enric Ricart, IESE Business School, Spain
Henk Volberda, Rotterdam School of Management, Erasmus University
Kurt Matzler, Innsbruck University School of Management, Austria
Kevin Heij, Rotterdam School of Management, Erasmus University
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.