Saturday, September 11, 2010

08:00 — 18:00
Pre-conference PhD Workshop

Co-Chairs

Jay Anand, Ohio State University

photo of Jay Anand

Jaideep (Jay) Anand is the William H. Davis Chair and Dean’s Distinguished Professor of Strategy at the Fisher College of Business, Ohio State University. Prior to joining Fisher, he was faculty at the University of Michigan (Ross). 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 corporate growth, mergers & acquisitions, joint ventures & strategic alliances, global strategy and strategy implementation. He regularly consults and conducts executive education programs with companies all over the world. He has worked in more than a dozen countries in Africa, the Americas, Asia and Europe. He has appeared on ABC, NBC and CBS TV News, National Public Radio 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 has received several awards for his teaching and contribution to management knowledge, including Outstanding Editorial Board Member from the Strategic Management Journal (2010), the Best Reviewer Award from JIBS (2009), the Pacesetter Research Award (top research award at Fisher College) (2008), Executive education teaching awards (2014 & 2009), MBA Teaching awards (2012, 2011, 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), F.W.P. Jones Award for Outstanding Faculty (1996-98), and several other international awards for research and professional excellence, and has been selected for inclusion in Who’s Who in America since 2006.

Pierre Dussauge, HEC-Paris

photo of Pierre Dussauge

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
Pre-conference Faculty Workshop – Competitive Strategy IG

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)

13:00 — 18:00
Pre-conference Faculty Workshop – Global Strategy IG

Session Chair

Mitchell Koza, Rutgers University

photo of Mitchell Koza

Mitchell Koza comes to Rutgers Business School, Newark – New Brunswick as Distinguished Professor of Global Strategy & Vice Dean for Educational and Research Outreach after serving as Distinguished Professor and Former Dean of 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 (CEO) 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 in the United Kingdom, 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 sat on the Quality of Markets Committee of the Philadelphia Stock Exchange. Koza was Co-Founder and Chair of the Global Strategy Interest Group of the Strategic Management Society, and Founding Director of the interest group’s Junior Faculty Workshop.

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)

Sunday, September 12, 2010

10:15 — 11:30
Interest Group Sessions

Track E: Competitive Strategy

Session 328
Competition Between For-Profit and Not-For-Profit Organizations

Track F: Corporate Strategy And Governance

Session 330
New Scholar Writing Workshop

Track G: Global Strategy

Session 333
Globalizing “Global Strategy” Classroom: Exploring Innovative Ways to Enhance Student Learning and Experience

Track H: Strategy Process

Session 335
Messiness in Our Metrics: The Good, The Bad, and The Ugly

Track I: Knowledge And Innovation

Session 316
Innovation in Collaborative Ecosystems

Track J: The Practice Of Strategy

Session 338
Renewing our Research Interests at the Crossroads

Track K: Entrepreneurship And Strategy

Session 319
Revisiting Path Dependence and Path Creation

Track L: Strategic Human Capital

Session 295
Why Should We Have a Strategic Human Capital Interest Group?
11:30 — 12:45
Network Luncheon
12:45 — 14:00
Interest Group Sessions

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

Session 336
First-Hand Perspectives on Strategy Process: How It Happens in Practice

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

Session 296
Different Perspectives on Human Capital and Heterogeneity: A Future Agenda
14:00 — 14:30
Coffee Break
14:30 — 15:45
Interest Group Sessions

Track E: Competitive Strategy

Session 326
Business Models

Track F: Corporate Strategy And Governance

Session 331
Corporate Strategy: Business Groups

Track G: Global Strategy

Session 334
Value Dilemmas in Global Strategy: Universal Values Across Dispersed Geographies

Track H: Strategy Process

Session 337
Process Matters: The Centrality of Strategy Process in Strategic Management Research

Track I: Knowledge And Innovation

Session 323
Sustainability and Strategy

Track J: The Practice Of Strategy

Session 340
Landmark Books in Strategy-as-Practice: At the Crossroads

Track K: Entrepreneurship And Strategy

Session 321
The Transformative Potential of Social Entrepreneurship: Implications for Changing the Agenda in Strategy&Entrepreneurship Research & Practice

Track L: Strategic Human Capital

Session 349
How Does Strategic Human Capital Influence a Firm's Ability to Appropriate Rents?
16:00 — 17:15
Interest Group Business Meetings

Track E: Competitive Strategy

Session 341
Interest Group Business Meeting-Competitive Strategy

Track F: Corporate Strategy And Governance

Session 342
Interest Group Business Meeting-Corporate Strategy & 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

Session 345
Interest Group Business Meeting-Knowledge & Innovation

Track J: The Practice Of Strategy

Session 346
Interest Group Business Meeting-The Practice of Strategy

Track K: Entrepreneurship And Strategy

Session 347
Interest Group Business Meeting-Entrepreneurship & Strategy

Track L: Strategic Human Capital

Session 348
Interest Group Business Meeting-Strategic Human Capital
17:30 — 18:30
Plenary 1 – SMS Evolving: New IGs on Strategic Human Capital and Stakeholder Strategy

Session Chair

Maurizio Zollo, Bocconi University

photo of Maurizio Zollo

Maurizio Zollo is the Dean’s Chaired Professor in Strategy and Sustainability at the Management and Technology department of Bocconi University, and director of the Center for Research in Organization and Management (CROMA). He also has a part-time chair appointment at the Vienna School of Economics and Business (WU) and a visiting professorship at the Sloan School of Management of the M.I.T.. He is currently the president of the European Academy of Management (EURAM), after having served as editor of the European Management Review, EURAM’s official journal. His current research activity focuses on directing the Global Organizational Learning and Development Network (GOLDEN) for Sustainability and on applying neuroscience to study the micro-foundations of strategic decisions related to innovation and sustainability. At SMS, he chaired the Innovation and Knowledge Interest Group, was one of the co-chairs of the 2010 annual conference in Rome, and co-founded the Stakeholder Strategy Interest Group.

Panelists

Jay Barney, University of Utah

photo of Jay Barney

Jay B. Barney is a Presidential Professor of Strategic Management and Pierre Lassonde Chair of Social Entrepreneurship at the University of Utah. He previously served as the Professor of Management and held the Chase Chair for Excellence in Corporate Strategy at the Max M. Fisher College of Business, Ohio State University. His research focuses on how firms can gain and sustain competitive advantages. He has been an associate editor for the Journal of Management, a senior editor for Organization Science, a co-editor at the Strategic Entrepreneurship Journal, 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. Jay Barney is an SMS Fellow as well as a Fellow of the Academy of Management. He has received honorary doctorate degrees from the University of Lund, the Copenhagen Business School, and Universidad Pontificia Comillas (Madrid), and has had honorary visiting professor positions in New Zealand and China.

Russell Coff, University of Wisconsin-Madison

photo of Russell Coff

Russell Coff is the UW Foundation Chairman Orr Bascom 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. Thus, he studies dilemmas associated with human capital such as mobility, retention in M&A, rent appropriation, and organizational design under uncertainty. Russell Coff received his Ph.D. from UCLA and has previously been on the faculty of Emory and Washington Universities. He has served the research community through participation on editorial boards including Academy of Management Journal, Academy of Management Review, Journal of Management, Organization Science, and Strategic Management Journal. He is currently a co-editor at Strategic Organization. His service to the profession has included chairing the BPS Division of the Academy of Management, the founding chair of the Strategic Human Capital Interest Group at SMS, and on the SMS board, Russell Coff has chaired the membership committee, which seeks to enhance innovation, coordination, and cooperation among interest groups.

Edward Freeman, University of Virginia

photo of Edward Freeman

R. Edward Freeman is University Professor and Elis and Signe Olsson Professor of Business Administration; Senior Fellow of the Olsson Center for Applied Ethics; Academic Director of the Business Roundtable Institute for Corporate Ethics; and Co-Academic Director of the Institute for Business in Society. He is also Adjunct Professor of Stakeholder Management at the Copenhagen Business School, Adjunct Professor at Monash University (Melbourne), and Visiting Professor ICCSR at Nottingham University. Mr. Freeman taught previously at the University of Minnesota, and The Wharton School, University of Pennsylvania. Edward Freeman’s latest book, Bridging the Values Gap: How Authentic Organizations Bring Values to Life, was published by Berrett-Koehler Publishers in August, 2015 (co-authored with Ellen Auster). His previous book, Stakeholder Theory: The State of the Art, was published by Cambridge University Press in 2010 (co-authored with J. Harrison, A. Wicks, B.Parmar, and S. de Colle.) He is the author or editor of over twenty volumes and one hundred articles in the areas of stakeholder management, business strategy and business ethics. Freeman is perhaps best known for his award winning book: Strategic Management: A Stakeholder Approach, published in 1984. Edward Freeman has a Ph.D. in Philosophy from Washington University, and a B.A. in Mathematics and Philosophy from Duke University. He was recently awarded honorary doctorates in economics (DHC) from Comillas University in Madrid, in management science (DHC) from Radboud University in Nijmegen and from the Hanken School of Economics in Helsinki for his work on stakeholder theory and business ethics. Edward Freeman is a lifelong student of philosophy, martial arts, and the blues. He is a co-principal in Red Goat Records, LLC found at redgoatrecords.com. For more information, go to www.REdwardfreeman.com

Rajendra Sisodia, Babson College

photo of Rajendra Sisodia

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
SMS Business Meeting
19:00 — 21:00
Opening Reception

Monday, September 13, 2010

08:00 — 08:15
Welcome
08:15 — 09:15
Plenary 2 – Keynote – The Future of Competition: Linking the Macro with the Micro

Respondent

Emma Marcegaglia, Confindustria

photo of Emma Marcegaglia

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

photo of Mario Monti

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
Coffee Break
09:45 — 11:00
Parallel Paper/Common Ground/Panel Sessions

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

Session 136
Diverse Strategic Perspectives: An Entrepreneurial Ensemble

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
Parallel Paper/Common Ground/Panel Sessions

Track A: Micro-Foundations of Strategy

Session 120
Microfoundations of Governance: Upper Echelons and Leadership

Track B: Macro-Foundations of Strategy

Session 279
Institutional Logics and Market Strategies

Track C: Strategies at the Crossroads of Contexts and Cultures

Session 107
Power and Political Factors 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
Network Luncheon
13:45 — 14:45
Plenary 3 – Dynamic Capabilities at the Crossroads

Session Chair

Constance Helfat, Dartmouth College

photo of Constance Helfat

Constance E. Helfat is the 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 capabilities for 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 Fellow of the Strategic Management Society, received the Distinguished Scholar Award from the Technology and Innovation Management Division of the Academy of Management, serves as Co-Editor of the Strategic Management Journal and Associate Editor of the Palgrave Encyclopedia of Strategic Management, and is on the editorial board of other academic 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

photo of Kathleen Eisenhardt

Kathleen 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 Simple Rules: How to Thrive in a Complex World and Competing on the Edge: Strategy as Structured Chaos, which won the George R. Terry Book Award. Kathleen 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 and TCU

photo of Michael A. Hitt

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

photo of Margaret Peteraf

Professor Margaret Peteraf is the Leon E. Williams Professor of Management at the Tuck School of Business at Dartmouth. She received a Ph.D. in industrial organization economics from Yale University and has served on the faculties of the Kellogg School of Management at Northwestern as well as the Carlson School of Management at the University of Minnesota. Her research focuses primarily on three topical areas: the resource based view, dynamic capabilities, and strategic groups. She is a Fellow of both the Academy of Management and the Strategic Management Society. She has been active in the governance of both organizations, having been elected to both Boards of Governors and having served as the Division Chair of the Academy’s Business Policy and Strategy Division.

David Teece, University of California-Berkeley

photo of David Teece

David Teece is the Thomas W. Tusher Professor in Global Business and director of the Center for Global Strategy and Governance at Haas School of Business, University of California, Berkeley. He is also chairman and cofounder of Berkeley Research Group, an expert services and consulting firm. David Teece is an authority on subjects including corporate strategy, innovation, strategic management, economics of technological change, technology transfer, and antitrust economics. He has a Ph.D. in economics from the University of Pennsylvania, has held positions at Stanford University and Oxford University, and has four honorary doctorates. He has testified before Congress on regulatory and competition policy, is author of over 200 books and articles, and is the editor of Industrial & Corporate Change (Oxford University Press). According to Science Watch, he is the lead author on the most cited article in economics and business worldwide (1995–2005). He is a SMS Fellow.

Sidney Winter, University of Pennsylvania

photo of Sidney Winter

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.

“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
Coffee Break
15:15 — 16:30
Parallel Paper/Common Ground/Panel Sessions

Track A: Micro-Foundations of Strategy

Session 115
Routines, Capabilities, and Learning

Track C: Strategies at the Crossroads of Contexts and Cultures

Session 101
Diverse Perspectives on Understanding and Managing Coopetition Tension

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

Session 297
Changing Institutional Contexts and Strategic Response

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

Session 318
Capital Market Valuation and Corporate Value Creation Strategies: How to Specify Success Factors of Premium Conglomerates

Track T: Teaching Track

Special Session 289
How To Really Teach Strategy: Good, Better and Best
16:45 — 18:00
Parallel Paper/Common Ground/Panel Sessions

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

Session 255
Social and Market Dimensions in Strategy Practice

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
SMS Monday Night Event at the Vittoriano Monument - More Information

Tuesday, September 14, 2010

08:00 — 09:15
Parallel Paper/Common Ground/Panel Sessions

Track A: Micro-Foundations of Strategy

Session 117
CEOs, Top Management Teams and the Strategy Making Process

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

Session 269
Processes Underlying Entrepreneurship and Innovation

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

Session 313
Don't Go it Alone: Partnering and Entrepreneurial Ventures

Track L: Strategic Human Capital

Joint Session 176
C-level Executives, Who Matters and Why
Session 285
Executive Human Capital

Track P: Plenary Track

Session 353
Conscious Capitalism: A Holistic Approach to Business Research and Practice

Track T: Teaching Track

Special Session 292
Simulations Bring Strategy Classes to Life
10:30 — 11:00
Coffee Break
11:00 — 12:15
Parallel Paper/Common Ground/Panel Sessions

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
Awards Luncheon
14:00 — 15:15
Parallel Paper/Common Ground/Panel Sessions

Track A: Micro-Foundations of Strategy

Session 122
Untangling Entrepreneurial and Innovation Orientation

Track D: Integrating Strategies at the Crossroad: General Track

Session 308
Resources, Capabilities and Organizational Issues

Track E: Competitive Strategy

Session 249
Strategic Management, Public Organizations, & Policy

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
Coffee Break
15:45 — 16:45
Plenary 4 – Big Physics, Small Particles and Bridging Research Communities

Respondent

Gabriel Szulanski, INSEAD

photo of Gabriel Szulanski

Gabriel Szulanski is Professor of Strategy at INSEAD Singapore, where he is currently the area chair. 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, where he also served as Area Editor. A member of the Strategic Management Society since 1994, Gabriel Szulanski currently serves as a board member, and has served in the leadership of the Knowledge and Innovation Interest Group. In 2012 he co-chaired the SMS special conference in Singapore and in 2013 he served as track chair for the SMS special conference in Geneva. He received his doctorate in management from INSEAD.

Panelists

Sergio Bertolucci, CERN

photo of Sergio Bertolucci

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

photo of Timo Santalainen

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, Lappeenranta University of Technology and Finnish Defence University. 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
Parallel Paper/Common Ground/Panel Sessions

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

Session 216
Commercializing University and Publicly-Funded Research-Institution Innovations

Track L: Strategic Human Capital

Session 156
Human Capital and Diversity

Track S: Special track

Session 329
Emerging Scholar Presentation: Research on Strategy and Strategic Leadership in Emerging Markets: Opportunities and Challenges

Track T: Teaching Track

Special Session 291
Case Teaching Tips: Little Things Can Make a Big Difference
18:30 — 19:30
Cocktail Reception

Wednesday, September 15, 2010

08:00 — 09:15
Parallel Paper/Common Ground/Panel Sessions

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

Session 109
Boards, Teams and Cross-Cultural Research in Strategy

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
10:30 — 11:00
Coffee Break
11:00 — 12:15
Parallel Paper/Common Ground/Panel Sessions

Track A: Micro-Foundations of Strategy

Session 114
Alternative Perspectives on Strategic Decision Making

Track B: Macro-Foundations of Strategy

Session 280
Strategy and Financial Markets

Track C: Strategies at the Crossroads of Contexts and Cultures

Session 104
Institutions Cultures and Languages in Strategic Discourse

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

Session 229
Innovation and Knowledge Acquisition in a Global Context

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


Strategic Management Society

Rome