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Saturday, September 11, 2010
- 08:00 — 18:00
Co-Chairs
Jay Anand, Ohio State University
Jaideep (Jay) Anand is Professor of Corporate Strategy and International Business at the Fisher College of Business, Ohio State University. Previously, he taught at the University of Michigan and Ivey Business School in Canada. He earned a B.Tech. in Mechanical Engineering from the Indian Institute of Technology, New Delhi, India, and master's and Ph.D. degrees from the Wharton School, University of Pennsylvania. His interests include M&A, strategic alliances and multinational strategy. He has received several awards for his research and teaching, including the Outstanding Editorial Member Award from SMJ (2010), Best Reviewer Award from JIBS (2009), the Pacesetter Research Award (top research award at Fisher College) (2008), MBA Teaching awards (2009, 2007, 2003 and 1997), Best PhD Teacher award nomination (2004 and 2001), Booz, Allen and Hamilton Fellowship (2002), Best Research Paper Award in International Management (2001), the Outstanding Reviewer award from the Academy of Management (2000) and F.W.P. Jones Award for Outstanding Faculty (1996-98). He has appeared on ABC and CBS TV News, and Summit Business TV and has been referenced in The Economist, Wall Street Journal, USA Today, CEO magazine, Knowledge@Wharton and other popular media in several countries. He is a member of the editorial boards of Strategic Management Journal, Organization Science, Journal of International Business Studies, and Journal of Management Studies. His research has been published in academic journals (including the Academy of Management Journal, Strategic Management Journal, Organization Science and Journal of International Business Studies) as well as the business press (including the Financial Times, California Management Review and the Columbia Journal of World Business).
Pierre Dussauge, HEC-Paris
Pierre Dussauge is a Professor of Strategic Management at HEC-Paris. He is a graduate of HEC and earned a PhD. in management science from the Paris-Dauphine University. He was a visiting professor of Corporate Strategy at the Ross Business School of the University of Michigan from 1991 to 2003 and has also had visiting positions and teaching assignments at Insead, at the Indian School of Business (Hyderabad), at Tsinghua Universty (Beijing), at IESE (Barcelona, Spain), etc. He is the author or co-author of several books in the field of strategic management and of many articles published in academic or practitioner-oriented journals, notably Strategic Management Journal, Journal of International Business Studies, International Studies in Management and Organization, Long Range Planning, European Management Journal, etc. Pierre Dussauge was the Editor of the European Management Review from 2002 to 2005
This Pre-Conference workshop is not part of the regular conference schedule. The Doctoral Workshop is intended for doctoral students at the early stage of their dissertation research. The Workshop will be highly interactive and will includes a variety of panels as well as, practical sessions on developing dissertation proposals and launching academic careers, and a meet-the-editors session. (see full session details)
- 13:00 — 18:00
Session Chair
Mitchell Koza, Rutgers University
Mitchell P. Koza is Distinguished Professor and Former Dean at the Rutgers School of Business – Camden. Prior to his Rutgers appointment, Mitchell Koza spent almost 2 decades as an expatriate, most recently as Director General and Professor of International Strategy at INSEAD-Cedep, in Fontainebleau, France. He was Founding Director of the Centre for International Business and held the Chair in International Strategy at Cranfield School of Management, and before that, spent 11 years at INSEAD as a faculty member. Prior to his move to Europe, he held appointments at UCLA, Yale, and Chicago. He has served on the Board of Directors of EGOS and sits on the Quality of Markets Committee of the Philadelphia Stock Exchange. His research, cases, and commentary have explored issues of producing cooperation in international strategic management, and have been published in the leading academic and practitioner outlets, including, but not limited to, the Strategic Management Journal, Global Strategy Journal, Organization Science, Organization Studies, The Journal of Economic Behavior and Organization, The Financial Times, and Les Echos, and have been translated into eight languages.
This Pre-Conference workshop is not part of the regular conference schedule. This Paper Development Workshop is structured to provide feedback to authors with research papers, and to researchers who are designing empirical studies, on global strategy topics. Authors of research papers will work in small groups along with members from well published scholars and members of editorial teams in select journals, to get feedback on improving his/her paper. The workshop will include a plenary session on theory development and study design with leaders of several major journals. Participants will work in small-groups to discuss successful publication strategies. (see full session details)
- 13:00 — 18:00
This Pre-Conference workshop is not part of the regular conference schedule. This workshop will include panel discussions and breakout sessions. Senior faculty panels will discuss critical aspects of the research and publication process, ways to craft a successful research program and future directions in competitive strategy research. A breakout session will provide opportunities for participants to discuss and receive feedback on their work in an informal setting. (see full session details)
Sunday, September 12, 2010
- 10:15 — 11:30
Track E: Competitive Strategy
Track F: Corporate Strategy And Governance
- Session 330
- New Scholar Writing Workshop
Track G: Global Strategy
Track H: Strategy Process
Track I: Knowledge And Innovation
- Session 316
- Innovation in Collaborative Ecosystems
Track J: The Practice Of Strategy
Track K: Entrepreneurship And Strategy
- Session 319
- Revisiting Path Dependence and Path Creation
Track L: Strategic Human Capital
- 11:30 — 12:45
- 12:45 — 14:00
Track E: Competitive Strategy
- Session 327
- Formal Approaches to Management Theory
Track F: Corporate Strategy And Governance
- Session 332
- Corporate Governance and Risk Taking
Track G: Global Strategy
- Joint Session 320
- Entrepreneurship and Strategy in Emerging Economies
- Session 354
- Value Dilemmas in Global Strategy: Universal Values across Dispersed Geographies (A)
Track H: Strategy Process
Track I: Knowledge And Innovation
- Session 322
- Knowledge and Innovation Town Hall Meeting
Track J: The Practice Of Strategy
- Session 339
- Strategic Issues at the Crossroads: A Collaborative and Open Strategy at Intel Corporation
Track K: Entrepreneurship And Strategy
- Joint Session 320
- Entrepreneurship and Strategy in Emerging Economies
Track L: Strategic Human Capital
- 14:00 — 14:30
- 14:30 — 15:45
Track E: Competitive Strategy
- Session 326
- Business Models
Track F: Corporate Strategy And Governance
- Session 331
- Corporate Strategy: Business Groups
Track G: Global Strategy
Track H: Strategy Process
Track I: Knowledge And Innovation
- Session 323
- Sustainability and Strategy
Track J: The Practice Of Strategy
Track K: Entrepreneurship And Strategy
Track L: Strategic Human Capital
- 16:00 — 17:15
Track E: Competitive Strategy
Track F: Corporate Strategy And Governance
Track G: Global Strategy
- Session 343
- Interest Group Business Meeting-Global Strategy
Track H: Strategy Process
- Session 344
- Interest Group Business Meeting-Strategy Process
Track I: Knowledge And Innovation
Track J: The Practice Of Strategy
Track K: Entrepreneurship And Strategy
Track L: Strategic Human Capital
- 17:30 — 18:30
Session Chair
Maurizio Zollo, Bocconi University
Maurizio Zollo holds a Ph.D. degree in management from the Wharton School of the University of Pennsylvania and a laurea degree in monetary economics from Bocconi University. He is currently the Director of the Center for Research in Organization and Management and the Bocconi Dean’s Chaired Professor in Strategy and Corporate Responsibility at Bocconi University. Maurizio Zollo serves on the Executive Committee of the European Academy of Management and of the European Academy of Business in Society, of which he is one of the co-founders. He also serves as associate editor or on the editorial board of five leading academic journals in the strategy and organization studies fields. Before joining Bocconi University in September 2007, he served for 10 years on the faculty of INSEAD in the strategy department. Maurizio Zollo served as one of the Program Chairs for the 2010 SMS Annual International conference in Rome.
Panelists
Jay Barney, Ohio State University
Jay Barney is a Professor of Management and holds the Chase Chair for Excellence in Corporate Strategy at the Max M. Fisher College of Business, The Ohio State University. His research focuses on the relationship between costly-to-copy firm skills and capabilities and sustained competitive advantage. He is an associate editor for the Journal of Management and senior editor for Organization Science and has been published in numerous leading publications. In addition to his teaching and research, he presents executive training programs throughout the US and Europe. His consulting work focuses on large-scale organizational change and strategic analysis. Jay Barney is an SMS Fellow as well as a fellow of the Academy of Management. In 1997 he was awarded an honorary doctorate degree from the University of Lund, and has honorary visiting professor positions in New Zealand and China.
Russell Coff, University of Wisconsin-Madison
Russell Coff is the Wisconsin Naming Partners Professor of Strategic Management at the University of Wisconsin-Madison. His research explores the role of knowledge-based assets in creating and sustaining competitive advantage. For example, he studies management dilemmas associated with human assets including how buyers cope in mergers and acquisitions that involve human assets, rent appropriation in the context of a knowledge-based advantage, and organizational design under conditions of asymmetric information and uncertainty. Professor Coff received his Ph.D. from UCLA and has previously been a faculty member at Emory and Washington Universities. He has served the research community through his participation on a variety of editorial boards including Academy of Management Journal, Academy of Management Review, Organization Science, Strategic Management Journal, and Strategic Organization. He also chaired the Business Policy and Strategy Division of the Academy of Management and the Strategic Human Capital Interest Group of the Strategic Management Society.
Edward Freeman, University of Virginia
R. Edward Freeman is University Professor and Olsson Professor at the Darden School, University of Virginia. He is also Academic Director of the Business Roundtable Institute for Corporate Ethics, housed at Darden. His latest book, Stakeholder Theory: The State of the Art was published in 2010 by Cambridge University Press. Managing for Stakeholders was published by Yale University Press in 2007. Freeman's Strategic Management: A Stakeholder Approach in 1984 traced the genesis of the stakeholder idea and offered a new way to conceptualize business and business strategy.
Rajendra Sisodia, Bentley University
Rajendra Sisodia is Professor of Marketing at Bentley University and co-founder and Chairman of the Conscious Capitalism Institute. He has a Ph. D. in Marketing & Business Policy from Columbia University. In 2003, Rajendra Sisodia was cited as one of “50 Leading Marketing Thinkers” by the Chartered Institute of Marketing. Bentley University honored him with the Award for Excellence in Scholarship in 2007 and the Innovation in Teaching Award in 2008. Rajendra Sisodia’s book The Rule of Three: How Competition Shapes Markets was a finalist for the 2004 Best Marketing Book Award from the American Marketing Association. His book Firms of Endearment: How World Class Companies Profit from Passion and Purpose was named one of the best business books of 2007 by several organizations, including Amazon.com. Rajendra Sisodia has published seven books and over 100 academic articles. His work has been featured in the Wall Street Journal, The New York Times, Fortune, Financial Times, The Washington Post, The Boston Globe, CNBC and numerous other media outlets. He has consulted and taught executive programs for numerous companies, including AT&T, Nokia, Ericsson, Siemens, Sprint, Volvo, IBM, Price Waterhouse, Ernst & Young, and Southern California Edison.
This plenary session will introduce the new Interest Groups created by the Strategic Management Society, but it will do so with the explicit intent to launch novel and fruitful debates among our broader community from the perspectives of the two new IGs. Ed Freeman and Russ Coff will offer their view about how some of the tenets in strategic management theory could be revisited, and propose novel scientific quests on the basis of their IGs’ theoretical positions. Jay Barney will then provide a commentary from an “internal” strategic management perspective, whereas Raj Sisodia, the founder of the Conscious Capitalism Institute and professor of Marketing at Bentley College, will provide an “external” view on the ideas proposed. (see full session details)
- 18:45 — 19:30
- 19:00 — 21:00
Monday, September 13, 2010
- 08:00 — 08:15
- 08:15 — 09:15
Respondent
Emma Marcegaglia, Confindustria
Emma Marcegaglia is the President of Confindustria, the Association of Italian Manufacturers, the first woman and the youngest person to be elected to this high-level institutional role in Italy. In addition, she is Board member and co-CEO (with her brother Antonio ) of Marcegaglia S.p.A., one of the leading manufacturers of steel products in Europe. Before her current role at Confindustria, she was Vice-President in charge of the Association’s energy and industrial policy. Earlier roles include serving as President for the Young Entrepreneurs for Europe (YES) and as President of the Italian Association of Young Entrepreneurs. She holds a Laurea degree in Management from Bocconi University and completed MBA studies at the New York University’s Stern Business School.
Keynote Speaker
Mario Monti, Bocconi University
Mario Monti was a member of the European Commission in charge of Competition from 1999 to 2005. From 1995 - 1999 he was in charge of the Single Market, Financial Services and Tax Policy of the previous Commission. He received a degree in Economics from Bocconi University and pursued graduate studies at Yale University; in 1994, he was appointed President of Bocconi University. He also taught at the Universities of Trento and Turin before returning to his alma mater. At Bocconi, Mario Monti was also a professor of Economics and Director of the Institute of Economics. He has been a member of the board of directors of several companies and is the author of many publications, in particular on monetary and financial economics, fiscal policy and European integration.
The opening plenary session will be dedicated to the interdependence between the policy and the firm-level dimensions of competitive and corporate strategy-making. Mario Monti will address this key question from his long experience as former EU Commissioner in charge of competition policy and of market integration. Based on his recent report – following which the EU institutions are currently defining a new strategy of a single market - he will offer his view on the key lessons for both policy-makers and firm strategists from the crisis and the complex exit strategies that are being followed. Emma Marcegaglia will provide a response from the perspective of both the President of the Italian Manufacturers’ Association (Confindustria) as well as the perspective of the CEO of one of the leading European manufacturers of steel products. The overarching goal of session will be to stimulate the debate in our profession about the influence of regulatory and industrial dynamics on firm strategy and competitive advantage, as well as the impacts of firm level competitive and growth strategies, at varying degrees of sectoral or regional coordination, on the development of the regulatory framework. (see full session details)
- 09:15 — 09:45
- 09:45 — 11:00
Track A: Micro-Foundations of Strategy
- Session 113
- Emerging Methods for Microfoundation Research
Track B: Macro-Foundations of Strategy
- Session 277
- Reputation and Legitimacy
Track C: Strategies at the Crossroads of Contexts and Cultures
- Session 100
- Coopetition Tension: Emerging Conceptual Issues
Track E: Competitive Strategy
- Session 235
- Networks and Alliances
- Session 304
- Real Options
Track F: Corporate Strategy And Governance
- Session 171
- Mergers and Acquisitions Reconsidered
- Session 172
- Diversification and Divestitures
Track G: Global Strategy
- Session 226
- Strategic Offshoring: Motivations and Performance Drivers
- Session 231
- Outsourcing, Dynamic Capabilities, and the Changing Nature of Firm Boundaries
Track H: Strategy Process
- Session 263
- Knowledge and Goals in Decision Making
Track I: Knowledge And Innovation
- Session 187
- Open Innovation
- Session 189
- Knowledge Sharing and Integration
- Session 198
- Intraorganizational Knowledge Flows
Track J: The Practice Of Strategy
- Session 250
- Strategists Dealing with Change
Track K: Entrepreneurship And Strategy
Track L: Strategic Human Capital
- Session 151
- Employee Mobility
Track T: Teaching Track
- Special Session 288
- The Core Strategy Course: Is There a Dominant Design?
- 11:15 — 12:30
Track A: Micro-Foundations of Strategy
Track B: Macro-Foundations of Strategy
- Session 279
- Institutional Logics and Market Strategies
Track C: Strategies at the Crossroads of Contexts and Cultures
Track D: Integrating Strategies at the Crossroad: General Track
- Session 300
- Antecedents of Entrepreneurial Governance
Track E: Competitive Strategy
- Session 238
- Integrating Theories of the Firm
- Session 247
- What Leads to Sustainable Advantage & Profit Persistence?
Track F: Corporate Strategy And Governance
- Session 164
- Coordination and Control Within and Across Firm Boundaries
- Session 174
- Managing Strategic Alliance Relationships
- Session 317
- M&A at the Crossroads: Current Issues and Novel Strands of Development
Track G: Global Strategy
- Session 227
- MNCs from Emerging Markets
Track H: Strategy Process
- Session 262
- Implementation and Execution
Track I: Knowledge And Innovation
- Session 190
- Alliances and Innovation
- Session 275
- Network Structure and Innovation
Track J: The Practice Of Strategy
- Session 258
- Strategizing in Challenging Settings
Track K: Entrepreneurship And Strategy
- Session 129
- Managerial Cognition, Sense-Making and New Ventures
- Session 132
- Investing in New Ventures
Track L: Strategic Human Capital
- Session 152
- Human Capital Specificity
- 12:30 — 13:45
- 13:45 — 14:45
Session Chair
Constance Helfat, Dartmouth College
Constance E. Helfat is J. Brian Quinn Professor in Technology and Strategy at the Tuck School of Business at Dartmouth. Constance Helfat’s research focuses on firm capabilities, including technological innovation and firm adaptation and change. She also has conducted research on corporate executives, including women executives. Constance Helfat has published widely in leading academic journals, and has written and edited three academic books. She is a member of the SMS Fellows Group, serves as an associate editor of the Strategic Management Journal and the forthcoming Palgrave Dictionary of Strategic Management, and is on the editorial boards of several other journals. Constance Helfat received her undergraduate degree from the University of California, Berkeley and her Ph.D. from Yale University.
Panelists
Kathleen Eisenhardt, Stanford University
Kathleen M. Eisenhardt is the S. W. Ascherman M.D. Professor and Co-director of the Stanford Technology Ventures Program at Stanford University. She is the coauthor of Competing on the Edge: Strategy as Structured Chaos, which won the George R. Terry Book Award. Kathleen Eisenhardt conducts research at the nexus of strategy and organization theory with particular emphasis on entrepreneurial firms and high velocity markets. Among her awards are the Dan and Mary Lou Schendel Best Paper Prize from SMS, and the Scholarly Contribution to Management award from AOM. She is a Fellow of the Strategic Management Society and Academy of Management, and has served as a Fellow of the World Economic Forum (Davos) and the Clinton Global Initiative.
Michael A. Hitt, Texas A&M University
Michael A. Hitt is a Distinguished Professor and holds the Joe B. Foster Chair in Business Leadership at Texas A&M University. He has authored or co-authored many journal articles published in leading journals such as the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Organization Science, Journal of Applied Psychology, among others. Mike Hitt is a Founding Editor of the SEJ, a former editor of the Academy of Management Journal, and former president of the Academy of Management. His involvement in the SMS runs deep with recently serving as the President of the SMS. He is a member of the SMS Fellows and is the former Deputy Dean of this organization. He has received awards from the American Society of Competitiveness for Outstanding Academic Contributions (1996) and Outstanding Intellectual Contributions (1999) to Competitiveness.
Margaret Peteraf, Dartmouth College
Margaret Peteraf is the Leon E. Williams Professor of Management at the Tuck School of Business at Dartmouth. She is a member of the SMS Fellows Group and has served as Chair of the Competitive Strategy Interest Group. She has also served on the Academy of Management’s Board of Governors, is a past Chair of the BPS Division of the Academy, and is presently on 9 editorial boards, including the Strategic Management Journal, the Academy of Management Review, and Organization Science. She is best known for her work on strategic group identity, the resource-based view, and dynamic capabilities. Her 1993 SMJ paper, “The Cornerstones of Competitive Advantage: A Resource-Based View”, won the The Dan and Mary Lou Schendel Best Paper Prize in 1999 for its contribution toward the development of the strategic management field.
David Teece, Berkeley Research Group
David J Teece's research interests include the theory of the firm and strategic management, the economics of technological change, knowledge management, technology transfer, and antitrust economics and innovation. He is the Thomas W. Tusher Chair at the Haas School of Business, University of California, Berkeley. He has a Ph.D. in economics from the University of Pennsylvania, has held teaching and research positions at Stanford University and Oxford University, and has also received four honorary doctorates. He is the author of more than 200 books and articles, and is the co-editor of Industrial & Corporate Change. He is one of the top 10 cited scholars in economics and business for the decade, and has been recognized by Accenture as one of the world's top 50 business intellectuals. He is the co-founder of the Berkeley Research Group, a professional services firm focusing on economics, finance, and data analytics. David Teece has also been elected to the SMS Fellows Group.
Sidney Winter, University of Pennsylvania
Sidney G. Winter is the Deloitte and Touche Professor of Management, Emeritus, at The Wharton School of the University of Pennsylvania. During his career he has held regular or visiting appointments at seven universities, served on the staffs of the U.S. General Accounting Office, the RAND Corporation and the U.S. Council of Economic Advisers, been a consultant for various governmental and non-profit organizations, and appeared as an expert witness in antitrust and other litigation. With Richard Nelson, he co-authored An Evolutionary Theory of Economic Change (1982). His recent research focus has been on the study of management problems from the viewpoint of evolutionary economics. He is an elected fellow of the Econometric Society and of the American Association for the Advancement of Science. Sidney Winter is a graduate of Swarthmore College, and received his doctorate in economics from Yale University. He is also a member of the SMS Fellows Group.
“Dynamic capabilities” has attracted an enormous amount of interest and scholarship in the past decade, and has important implications for practitioners. Much of the work has focused on conceptual issues, and researchers have begun to converge on the broad outlines of key attributes of dynamic capabilities. Empirical research on dynamic capabilities also is starting to take off. Much work remains, however. Firstly, the microfoundations of dynamic capabilities in terms of the role of individual managers, including their cognition and actions, remain relatively unexplored. Secondly, with regard to macro-organizational foundations of dynamic capabilities, we have much to learn about how the organizational routines and cognition that underpin dynamic capabilities are related to the microfoundations of these capabilities, and how these factors together facilitate strategic change. Thirdly, we do not yet understand how these factors might affect the nature of dynamic capabilities in different external environments, and how strategic outcomes might differ. This panel will bring together leading scholars of dynamic capabilities to address these challenges for both academic research and practice. (see full session details)
- 14:45 — 15:15
- 15:15 — 16:30
Track A: Micro-Foundations of Strategy
- Session 115
- Routines, Capabilities, and Learning
Track C: Strategies at the Crossroads of Contexts and Cultures
Track D: Integrating Strategies at the Crossroad: General Track
- Session 301
- The Strategic Management of Cities
Track E: Competitive Strategy
- Session 239
- Dynamic Capabilities
- Session 240
- Signaling, Media, and Learning Within and Across Markets
Track F: Corporate Strategy And Governance
- Session 163
- New Perspectives on Shareholders and Boards
- Session 166
- Rent-seeking CEOs and Expropriating Shareholder Wealth
- Session 179
- Importance and Compensation of Organizational Leaders
Track G: Global Strategy
Track H: Strategy Process
- Session 264
- Patterns of Change
Track I: Knowledge And Innovation
- Session 186
- New Directions in Absorptive Capacity Research
- Session 193
- Network Characteristics and Innovation
- Session 201
- Knowledge and Innovation Research at a Crossroads: Multi-level Perspectives
Track J: The Practice Of Strategy
- Session 253
- Cognitive Elements of Strategy Practice
Track K: Entrepreneurship And Strategy
- Session 225
- Resource Accumulation in the Embryonic Firm
Track L: Strategic Human Capital
- Session 159
- Linking Human Capital and Competitive Advantage
Track P: Plenary Track
Track T: Teaching Track
- Special Session 289
- How To Really Teach Strategy: Good, Better and Best
- 16:45 — 18:00
Track A: Micro-Foundations of Strategy
- Session 116
- Ambidexterity and Dynamic Capabilities
Track B: Macro-Foundations of Strategy
- Session 276
- Stakeholder Strategy
Track E: Competitive Strategy
- Session 242
- Conversations in the Resource Based View
- Session 284
- Foresight, Innovation, and Industry Evolution
Track F: Corporate Strategy And Governance
- Session 167
- Importance of CEOs to Firm Outcomes
- Session 178
- Upper Echelons and Boards of Directors
- Session 184
- Market Entry and Coordination Challenges of Diversification
Track G: Global Strategy
- Session 228
- Emergent Strategies in Emerging Markets
- Session 230
- Liability of Foreigness
Track H: Strategy Process
- Session 267
- Environmental Issues in the Strategy Process
Track I: Knowledge And Innovation
- Session 199
- A Strategic Perspective on Network Anchors
- Session 204
- Innovation Adoption and Outcomes
Track J: The Practice Of Strategy
Track K: Entrepreneurship And Strategy
- Session 127
- Opportunity Recognition and Entrepreneurship
- Session 133
- Knowledge-based Capabilities and New Ventures
- Joint Session 154
- Entrepreurship and Human Capital
Track L: Strategic Human Capital
- Joint Session 154
- Entrepreurship and Human Capital
Track T: Teaching Track
- Special Session 294
- The Most Popular Strategy Electives and How to Teach Them
- 18:30 — 22:00
Tuesday, September 14, 2010
- 08:00 — 09:15
Track A: Micro-Foundations of Strategy
Track B: Macro-Foundations of Strategy
- Session 278
- Political Strategies
Track C: Strategies at the Crossroads of Contexts and Cultures
- Session 108
- Interfirm Ties and Nodes: Strategic Alliances, Joint Ventures, Regional Systems and Business Groups
Track D: Integrating Strategies at the Crossroad: General Track
- Session 299
- Navigating to Publication
Track E: Competitive Strategy
- Session 305
- Competion & Rivalry
Track F: Corporate Strategy And Governance
- Session 173
- Owners and Shareholders
- Joint Session 176
- C-level Executives, Who Matters and Why
Track G: Global Strategy
- Session 232
- Dealing with Host Country Pressure
Track H: Strategy Process
Track I: Knowledge And Innovation
- Session 203
- Capability Development
- Session 205
- Strategy and Leadership Influences for Innovation
Track J: The Practice Of Strategy
- Session 252
- Impactful Learning and Knowing
- Session 260
- Strategic Tools in Action
Track K: Entrepreneurship And Strategy
Track L: Strategic Human Capital
- Joint Session 176
- C-level Executives, Who Matters and Why
- Session 285
- Executive Human Capital
Track P: Plenary Track
Track T: Teaching Track
- Special Session 292
- Simulations Bring Strategy Classes to Life
- 09:30 — 10:30
Track P: Plenary Track
- Session 141
- NeuroScience and Strategic Management
- Session 142
- Ambidexterity, Capabilities, and Strategic Change
- Session 143
- Family Business, Global Contexts, and Strategic Management
- Session 146
- Heterogeneity, Selection, and its Implications for Strategy
- Session 149
- Strategy Execution: Eastern Perspective on Self Organization
- Session 324
- Adaptive Strategy
- 10:30 — 11:00
- 11:00 — 12:15
Track A: Micro-Foundations of Strategy
- Session 118
- Microfoundations of Alliances
Track E: Competitive Strategy
- Session 237
- Timing, Speed, and Industry Evolution
- Session 243
- Learning, Imitation, and Innovation
Track F: Corporate Strategy And Governance
- Joint Session 162
- Organizational Form and Transition: A Global Perspective
- Session 165
- Mergers & Acquisitions
Track G: Global Strategy
- Joint Session 162
- Organizational Form and Transition: A Global Perspective
- Session 234
- Managing the MNC
Track I: Knowledge And Innovation
- Session 191
- Institutional Influences on Knowledge and Innovation
- Session 208
- Measures of Innovation
- Session 210
- Cognitive Perspectives on Knowledge and Innovation
Track J: The Practice Of Strategy
- Session 257
- Strategizing Across Networks
Track K: Entrepreneurship And Strategy
- Session 222
- Networks and Entrepreneurial Ventures
- Session 311
- Social Entrepreneurship
Track L: Strategic Human Capital
- Session 157
- Managing Human Capital Knowledge
- Session 161
- Exploring the Impact of HR Practices on Human Capital
Track S: Special track
- Special Session 355
- SMS Certification Initiative: What is a Strategist? Legitimating the Role of the Professional Strategist
Track T: Teaching Track
- Special Session 290
- Finding Strategy Cases that Are Guaranteed to Succeed
- 12:15 — 14:00
- 14:00 — 15:15
Track A: Micro-Foundations of Strategy
Track D: Integrating Strategies at the Crossroad: General Track
Track E: Competitive Strategy
Track F: Corporate Strategy And Governance
- Session 168
- Examining the Effectiveness of Boards of Director
- Session 180
- Symbolism and Linguistic Effects on Stakeholders
Track G: Global Strategy
- Session 233
- Internationalizing the Firm
Track H: Strategy Process
- Session 271
- Middle Managers in the Strategy Process
Track I: Knowledge And Innovation
- Session 194
- Corporate Venture Capital and Investor Influences on Innovation
- Session 195
- The Role of the Inventor
- Session 209
- Technology Markets
Track J: The Practice Of Strategy
- Session 259
- Unpacking Strategy Making
Track K: Entrepreneurship And Strategy
- Session 134
- Founding Conditions and Entrepreneurship
- Session 221
- Strategic Initiatives in Young Firms
Track L: Strategic Human Capital
- Session 306
- Top Management Team Human Capital
- 15:15 — 15:45
- 15:45 — 16:45
Respondent
Gabriel Szulanski, INSEAD
Gabriel Szulanski is Professor of Strategy at INSEAD Singapore. His research focuses on the exploitation of knowledge assets, such as the transfer of best practices, and on the making of strategy. He is best known for his work on Stickiness and Replication. Gabriel Szulanski has served on the editorial board of leading academic journals including Administrative Science Quarterly, Organization Science, Long Range Planning and the Journal of International Business Studies. He is currently Area Editor for the Journal of International Business Studies. He received his doctorate in management from INSEAD.
Panelists
Sergio Bertolucci, CERN
Sergio Bertolucci serves as Director for Research and Scientific Computing at CERN. Before his time at CERN, he chaired the LHC committee and was a member of DESY’s physics research committee. He was also vice-president and a member of the Board of the Italian National Institute of Nuclear Physics (INFN). A former Pisa scholar, Sergio Bertolucci has worked at DESY, Fermilab and Frascati. He was a member of the group that founded Fermilab’s CDF experiment and has been involved in the design, construction and running of the CDF detector. Sergio Bertolucci has been technical coordinator of the team responsible for the design and construction of the KLOE detector at the DAFNE storage ring at the Frascati National Laboratories (LNF). He was appointed head of the LNF accelerator division and the DAFNE project, becoming Director in 2002.
Timo Santalainen, Aalto University
Timo J. Santalainen's career concept is a combination of academia, business and consulting. His previous academic positions include professorships at Thunderbird Graduate School of Global Management, Texas Tech University and Management Centre Europe. He has held senior executive positions in retailing, banking and world sports organizations. Currently he is President of STRATNET, a Geneva-based network of strategy advisors, and Adjunct Professor of Strategy and International Management at Aalto University Business School and at Lappeenranta University of Technology. His most recent field of interest is strategic management and thinking in transformational and parastatal organizations such as telecommunications, energy, sports, public service and research. He has been a strategy adviser and Board member for many of these organizations throughout the world. Timo Santalainen is Founding Member of Strategic Management Society. He is the author or co-author of ten books, numerous chapters in books and articles in leading international publications.
Rome acted as the central stage for the thriller “Angels and Demons” but the trigger for all the excitement and street chases around the Vatican actually originated in Geneva, at CERN, where large physics experiments were producing antimatter. CERN does actually exist and it does design, build and operate large physics research facilities of industrial scale. And yes, it does produce antimatter, albeit in tiny quantities. CERN is looking for experimental evidence for theories some of which suggest the existence of worlds beyond ours with extra dimensions and other peculiar properties. But how do they connect? Where does the micro world of the infinitely small meet the macro world of our daily environment and the visible cosmos? How can the theories of the quantum and the cosmos be so different but yet describe the same things? On the individual or organizational level, how do such large scientific collaborations work, given that there is no centralized learning logic? What is then the “business model”, if any? Is there a strategy? Is there leadership? Given the complexity of the devices with millions of components, where do (technological) architectures come from? This plenary talk which involves the Director of CERN research and a scholarly discussant will highlight, in simple and illustrative words, the crossroads that particle physics has reached and how it is attempting to make sense of our micro and macro worlds. The organizational design and human dimensions related to such large scientific endeavors are described, connecting the role of individual scientists in such global projects. The innovation process resolving encountered technological challenges while constructing the research instruments is explained. Interactions with and imposed boundary conditions by stakeholder governments are outlined, both in terms of financial and scientific aspects. The purpose of the talk is to inspire management scholars to think of research in the new competitive landscape. (see full session details)
- 17:00 — 18:15
Track A: Micro-Foundations of Strategy
- Session 123
- Institutional Patterns Within Organizations
Track C: Strategies at the Crossroads of Contexts and Cultures
- Session 103
- Institutions and Strategy
Track E: Competitive Strategy
- Session 236
- Competition and Coopetition
- Session 282
- Organization, Culture, & Performance
Track F: Corporate Strategy And Governance
- Session 169
- Examining the Structure of a Board of Directors
- Session 177
- Modes of Corporate Governance
- Session 181
- Vertical Integration and Supplier Management
Track G: Global Strategy
- Session 293
- Advancing Theory in Global Strategy
Track H: Strategy Process
- Session 273
- Coordination Mechanisms in Decision Making
Track I: Knowledge And Innovation
- Session 192
- Knowledge and Innovation Process and Routines Insights
- Session 212
- Knowledge Stocks and Performance
- Session 215
- Lessons from Failure and Predicting Knowledge Declines
Track J: The Practice Of Strategy
- Session 251
- Strategy as Discourse
Track K: Entrepreneurship And Strategy
Track L: Strategic Human Capital
- Session 156
- Human Capital and Diversity
Track S: Special track
Track T: Teaching Track
- Special Session 291
- Case Teaching Tips: Little Things Can Make a Big Difference
- 18:30 — 19:30
Wednesday, September 15, 2010
- 08:00 — 09:15
Track A: Micro-Foundations of Strategy
- Session 121
- Microfoundations of Strategic Decision Making
- Joint Session 160
- Examining the Role of Human Capital in Competitive Advantage
Track C: Strategies at the Crossroads of Contexts and Cultures
Track E: Competitive Strategy
- Session 241
- Corporate Development Activities & Abnormal Returns
- Session 245
- Considering Alternative Business Models
Track F: Corporate Strategy And Governance
- Joint Session 170
- Examinations of Executive Turnover
- Session 175
- Dependence or Alliance?
- Joint Session 182
- Corporate Strategic View of Organizational Knowledge and Learning
Track G: Global Strategy
- Session 287
- Cross-border Acquisitions
Track H: Strategy Process
- Session 261
- Strategic Decision Processes and Performace
Track I: Knowledge And Innovation
- Joint Session 182
- Corporate Strategic View of Organizational Knowledge and Learning
- Session 196
- External Knowledge Sourcing
- Session 213
- Innovation and Capability Antecedents
Track J: The Practice Of Strategy
- Session 256
- Practitioner Influence on Strategic Actions
Track K: Entrepreneurship And Strategy
- Session 219
- Knowledge Capture and Entrepreneurial Outcomes
- Session 314
- Environment, Institutions and New Ventures
Track L: Strategic Human Capital
- Joint Session 160
- Examining the Role of Human Capital in Competitive Advantage
- Joint Session 170
- Examinations of Executive Turnover
- 09:30 — 10:30
Track P: Plenary Track
- 10:30 — 11:00
- 11:00 — 12:15
Track A: Micro-Foundations of Strategy
Track B: Macro-Foundations of Strategy
- Session 280
- Strategy and Financial Markets
Track C: Strategies at the Crossroads of Contexts and Cultures
Track D: Integrating Strategies at the Crossroad: General Track
- Session 309
- Different Perspectives on Value Creation
Track E: Competitive Strategy
- Joint Session 183
- Resources and Dynamic Capabilities
- Session 283
- Competition, Pricing, and the Pursuit of Advantage
Track F: Corporate Strategy And Governance
- Joint Session 183
- Resources and Dynamic Capabilities
- Session 307
- Strategic Context and Performance
Track G: Global Strategy
Track H: Strategy Process
- Session 270
- Strategic Renewal
Track I: Knowledge And Innovation
- Session 188
- Knowledge Spillovers
- Session 197
- Knowledge Search
- Session 200
- Exploration and Exploitation
Track J: The Practice Of Strategy
- Session 303
- Dealing with Tensions in Strategy Practice
Track K: Entrepreneurship And Strategy
- Session 224
- International Entrepreneurship
Track L: Strategic Human Capital
- Session 153
- Leveraging Human Capital with HR