SIG 13: Strategic Management
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.
SIG General Track
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.
Keywords: Strategy; Business policy; Management.
SIG Standing Tracks
ST_13-01 Corporate strategy: Dynamics and Micro-foundations of inter-organizational encounters (M&As, alliances, divestitures)
The aim of this track is to provide a forum for interdisciplinary discussion and engagement to further an analysis of the dynamics shaping M&A and alliance implementation, maintenance, and performance. We welcome papers analysing the dynamics and micro-foundations of these inter-organizational encounters, be it from theoretical as well as methodological approaches. Strategic, organizational, cultural, or human relations perspectives are welcome, particularly when combined to shed light on the some of the conundrums in this area of research. We encourage submissions that identify new avenues of research in M&As and alliances and provide a fresh look at mixed findings in existing research.
Proponents: Audrey Rouzies (University of Toulouse)
Nicola Mirc (University of Toulouse)
Duncan Angwin (Oxford Brookes University)
Nuno Oliveira (London School of Economics)
Janne Tienari (Aalto University)
Philippe Very EDHEC Business School)
Keywords: Corporate strategy; Mergers; Acquisitions; Alliances; Divestitures; Microfoundations.
ST_13-02 Nurturing Business Ecosystems to Deal with Uncertainties: Theoretical roots’ exploration and practical implication
Rapid and often unpredictable innovation, when combined with hyperactive competition on a global scale, has created conditions where static models of organizational structures and strategic processes seem increasingly dated. This proposed track aims to achieve two objectives: (1) To explore the theoretical antecedents of business ecosystems and consider the ways in which technological and competitive uncertainty have provided the conditions appropriate to the development of new business models and new strategic processes. (2) To explore the architecture of business ecosystems in different industrial and competitive contexts and consider the strategic implications.
Proponents: Ke Rong (Bournemouth University)
Yongjiang Shi (University of Cambridge)
Liang Guo (NEOMA Business School)
Lynne Butel (Plymouth University)
Thommie Burström (Hanken School of Economics)
Jinxi Wu (Tsinghua University)
Sebastien Tran (Normandy Business School)
Keywords: Business ecosystem; Innovation ecosystem; Exogenous uncertainty; Endogenous uncertainty; Ecosystem architecture; Value creation/capture; Social/value network; Supply chains.
ST_13-03 Strategic Processes and Practices
Strategic processes refer to the organizational processes related to the formation and implementation of (business, corporate and geographical) strategies as well as the processes enabling firms to seize and deploy strategic initiatives (acquisitions, alliances, divestitures, internal ventures, et cetera) as well as the management of strategic issues associated with these (Ansoff, 1980; Dutton, Fahey and Narayanan, 1983; Floyd and Wooldridge 1990, 2000; Lechner and Floyd, 2012)). Strategy-as-practice, as a research stream, focus on what people do 'inside' such organizational processes (Whittington, 2003) and seeks to highlight the role of organizational actors in creating and exploiting competitive advantage (Felin et al., 2012; Sirmon and Hitt, 2009; Vaara and Whittington, 2012). This research topic area aims at bringing together these organizational and people levels of analysis to advance understanding of strategy in the making, in the flow of environmental dynamics.
Proponents: Sebastien Picard (Université Toulouse)
Xavier Castañer (HEC Lausanne)
Veronique Steyer (ISG International Business School)
Keywords: Strategy Process; Strategy-as-Practice; Microfoundations; Implementation; Strategy Work; Cognition and Attention.
ST_13-04 Competitive Strategy: 3C Dynamics “Competition, collaboration, and coopetition strategies”
Why would companies have to choose between competitive and cooperatives strategies to obtain a sustainable advantage when they can adopt a coopetition strategy combining simultaneously the advantages of both? So far, competition and cooperation strategies have been mostly investigated separately. The concept of coopetition offers a new approach of strategic management. However, the interplay between competition and cooperation strategies remains under-researched. This topic aims thus to explore the dynamics between competition, cooperation and coopetition. We invite original theoretical, methodological, and empirical contributions focused on these dynamics at different levels: inter-organizational, intra-organizational, and inter-individual levels. We look forward to meeting you in Warsaw for simulative and inspiring discussions.
Proponents: Anne-Sophie Fernandez (University of Montpellier)
Patrycja Klimas (University of Economics in Katowice)
Wojciech Czakon (University of Economics in Katowice)
Frédéric Le Roy (University of Montpellier & Montpellier Business School)
Keywords: Competitive dynamics; Interfirm rivalry; Industry dynamics; Competitive advantage; Coopetition; Cooperation.
ST_13-05 Micro-foundations of Strategy, Dynamic Capabilities, Knowledge, and Ambidexterity
The topic aims to bring together scholars interested in recent approaches to the understanding of how firms deal with their environment to achieve (temporary) competitive advantage. This topic aims to investigate how the following approaches inhibit or contribute to this advantage or other outcomes: (1) How micro-foundations of strategy shape, mediate between, and explain aggregate strategy phenomena (strategic decision-making, strategic consensus seeking); (2) dynamic capabilities promoting entrepreneurship, innovation, and organizational learning; (3) Balancing between internal knowledge accumulation and external knowledge absorption. We are interested in submissions that explore the interconnections between levels of analysis and combinations of the approaches above.
Proponents: Rob J. G. Jansen (Tilburg University)
Asta Pundzienė (Kaunas University of Technology)
Mait Rungi (Tallinn University of Technology)
Valeria Stulova (Tallinn University of Technology)
Ioannis C. Thanos (University of Glasgow)
Keywords: Ambidexterity; Microfoundations; Agility; Innovation; Dynamic Capabilities.
ST_06-02 Business Model Innovation (BMI)
(This track is sponsored by both the Innovation SIG and the Strategic Management SIG)
Despite the rise of research on business models (e.g., Zott, Amit, Massa, 2011), many questions on the topic and in particular on business model innovation are still largely unanswered. The aim of this track is to advance our theoretical and empirical understanding on business models and in particular on business model innovation. While the impact of business models and their innovation on a firm’s success appears to be convincing, so far the construct has been only very poorly understood. Literature on business models has developed in a range of isolated silos integrated in ecommerce, strategy, and innovation management literatures, which further demonstrates the lack of a common understanding of the concept’s definition and its empirical evidence. This year, we focus on empirical manuscripts which put effort in enhancing our understanding of BMI processes, BMI methods, business model design, systems of business models and strategy, industry specific business models, and success issues of BMI. This track also welcomes submissions that open-up the black box of business model innovation in terms of examining its antecedents, internal and external contingencies, and outcomes. Moreover, we welcome a multi-level approach and empirical papers on the topic.
Henk Volberda (Erasmus University, Rotterdam School of Business, Netherlands)
Dirk Schneckenberg (ESC Rennes School of Business, France)
Joan Enric Ricart (IESE Business School, Spain)
Kurt Matzler (Innsbruck University School of Management, Austria)
Kevin Heij (Erasmus University Rotterdam, Netherlands)
Keywords: Business model innovation; Business models; Business model design; Business model renewal; Business model process; Competitive advantage; Firm performance
ET_13-01 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?”
Proponents: Philip Meissner (University of Marburg)
Torsten Wulf (University of Marburg)
Tomi Laamanen (University of St.Gallen)
Keywords: Behavioural strategy; Cognitive biases; Decision-making; Cognition; Heuristics; Prospect theory.
ET_13-02 Strategies for Air and Maritime Transportation
This track aims to bring together scholars interested in strategies to reduce uncertainty and increase sustainable competitiveness in the context of air and sea transportation. Several, mutually related, research topics are addressed and include:
- Strategies to increase innovation and improve sustainable competitiveness;
- The role of organizational ambidexterity in boosting growth;
- Public-Private-Partnerships in airports and ports;
- CSR and green strategies: economic, social and environmental challenges;
- Stakeholder dialogue and conflict mitigation;
- Strategy of Airport and Port Authorities to face increased market volatility and risk;
- The impact of cruise tourism on the development of local communities.
Proponents: Francesco Parola (University of Naples 'Parthenope')
Evangelia Siachou (Hellenic American University)
Triant Flouris (Hellenic American University)
Giovanni Satta (University of Genoa)
Keywords: Maritime logistics; Aviation management; Strategic alliances; Sustainable growth; Innovation; Market uncertainty.