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.
GT06_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
ST03_01/ST06_01/ST13_01 - Business Model - Strategy, Innovation, and Entrepreneurial Venturing (co-sponsored by Entrepreneurship SIG-03, Innovation SIG-06 and Strategic Management SIG-13
Business Model - Strategy, Innovation, and Entrepreneurial Venturing
The 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 (Massa, Tucci & Afuah, 2017; Foss & Saebi, 2016; Spieth, Schneckenberg & Ricart, 2014). While ongoing research aims to understand the business model and its role in firm performance, scholars face persistent questions about constituent components, sequences and contingencies. Consequently, this track invites research addressing the process of business model innovation and the intent of firms to develop value-creating and value-capturing activities.
ST06_02 - Competency Development in Business Management: Improvement through Higher Education
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. 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. The purpose of the track is to propose and analyze avenues for the development in higher education of skills related to business management.
ST06_03 - Digital Innovation: Strategies, Competencies, Theories, and Practice
New organizational challenges arise when accommodating digital innovation; it characterizes either with the use of digital technologies during the innovation process, or with the outcome of innovation. Digital innovation modifies the ways of working and how people use technology. It carries organizational challenges in relation with the firm’s capacity to coordinate knowledge and resources and with open innovation.
We expect several types of contributions: workplace and work practices; organizational structure; emergence of new roles in resources orchestration and knowledge articulation; critical competences to facilitate coordination and creativity; the role of technological artifacts; and the elaboration of new business models.
ST06_04 - Inter-organizational networks and innovation
The track aims to stimulate and update the debate on the relationship between inter-organizational networks and innovation. Despite the great attention in past decades still many topics deserve a better investigation and attention, with possible important contribution to the general theoretical framework.
ST06_05 - Knowledge, learning and innovation in cross sector collaborations
Searching to facilitate creative processes, organisations recognise that the source of new ideas and information lies in the interaction between different functional departments, as well as in the cooperation with external actors. That is why increasingly, organisations from multiple sectors (i.e., government, business and civil society) are collaborating to tackle larger and more complex challenges beyond the organisation and sectoral boundaries. Examples of such challenges include the emergence of new industries and markets, financial crises and political conflicts, responses to socio-cultural change, the provision of health care and poverty.
ST06_06 - Managing for Service Innovation
This track encourages discourse on the management of service innovation in different settings (digital, industrial, traditional service innovation). It includes 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 the integration of various stakeholders;
- the role of the service (eco)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.
ST06_07 - Open Innovation
The track aims to stimulate a discussion on the latest research insights in open and collaborative innovation in the ecosystem, especially with respect to new perspectives, methods, tools, competencies and context-specific solutions. This track involves diffrent concepts : open innovation, innovation and ecosystem, collaborative innovation, Interllectual Porperty rights and innovation.
ST06_08 - 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”. We welcome both conceptual/theoretical and empirical contributions.
ST06_09 - Rethinking the Design Paradigm in Management: Theories, Activities and Organisations
Design issues are addressed in many fields, e.g. R&D management, engineering design and industrial design, organisation theory, but these research areas are often poorly connected. The aim of this track is to build an interdisciplinary research platform to link design issues, management, R&D management, organisational theories, and organisational behaviours. This interdisciplinary view could transform a fragmented debate into a fruitful diversity. Some key topics include (but not limited to): design as a model of thought, design & creative processes, design professions & leadership, team working & design, studies in design-related industries, research methodology in these fields (including action/collaborative/intervention research orientations).
ST06_10 - Sustainability, Circular and Green Tech Innovation
Innovation researchers and practitioners are increasingly interested in reframing ecological and societal challenges as opportunities for innovation. In this track we explore recent advances towards the broader field of sustainability-oriented innovation (SOI) as well as the subthemes of circular and green technology innovation. We are keen to understand these innovation directions on the levels of products, product-service systems, and business models and are particularly interested in a better understanding of the innovation and entrepreneurial processes, as well as the related ecosystems, underlying these innovation outcomes. Last but not least, we are also interested in how these organisational practices link into.
ST06_11 - Teaching and Learning with a difference
Since knowledge widely accessible, teaching no longer means “spoon-feeding” transmission. The Academic Territory of our Classrooms is increasingly being policed and controlled by methods of student and faculty evaluation. Resources such as space, attention, reflection, and money become scarce and shape diverse obstructions for good education. Reviewing and renewing the principles that guide education has 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?
INNOVATION SIG TRACKS
T06_12 - Frugal Innovation: Contextual shift and global applicability
This track invites contributions that examines the evolution of the concept of frugal innovation in light of todays’ digitalized and more resource-cautious world and investigates the specific features that need to be broadened and re-investigated. Track questions if frugal innovation is gradually becoming a globally applicable concept? Does it require a broader perspective rather than just being a low-cost alternative to being more resourceful and sustainable, offering higher value propositions? What are the implications of this shift on the industry? What is necessary for the industry to succeed and how do they need to adapt their strategies, business models and value chain?
T06_13 - Necessary Condition Analysis. Method and Applications
Necessary Condition Analysis (NCA) is a novel methodology, recently published in Organizational Research Methods. The method has already been applied in fields such as innovation, strategy, entrepreneurship, organizational behaviour, and human resource management. Given the novelty of the method the goal of this track is twofold:
- Give a platform to researchers who apply NCA to present their draft papers (contributions based on full paper, competitive sessions).
- Support researchers who have started or intend to apply NCA and help them to develop this towards a publication (contributions based on extended abstract, paper and idea development sessions).