Saturday, October 3, 2015

09:00 — 16:00
Pre-Conference Workshops
16:30 — 18:00
Meet the Editor's Panel

Panelists

Richard Bettis, University of North Carolina-Chapel Hill

photo of Richard Bettis

Rich Bettis is the Ellison Distinguished Professor of Business Administration at the Kenan-Flagler School of Business of the University of North Carolina. He has won the SMJ Dan and Mary Lou Schendel Best Paper prize and been elected to the Fellows of SMS. He has served on the Academy of Management Board and on the Strategic Management Society Board, where he also served a 3-year term as President. He has been a Consulting Editor of the Academy of Management Review, and an Associate Editor of Management Science. In 1995 he became an SMJ Associate Editor and in 2007 became an SMJ Co-Editor where his term will expire at the end of 2015.

Aija Leiponen, Cornell University

photo of Aija Leiponen

Aija Leiponen joined the Charles H. Dyson School of Applied Economics and Management in 2001. She received her Ph.D. in Economics from the Helsinki School of Economics. Prior to joining Cornell University, she carried out research at Haas School of Business, University of California at Berkeley, the International Institute of Applied Systems Analysis (IIASA) in Austria, and the Research Institute of the Finnish Economy (ETLA) in Finland. Between 2009-2011 she was on the faculty of Imperial College Business School (London UK) and continues to hold a part-time affiliation there. Professor Leiponen’s teaching and research focus on the sources and effects of technological change in the economy. The overarching goal of her research program is to understand the role of inter-organizational cooperation in innovation. Ongoing projects examine the creation of open standards in the emerging smart grid industry, the effects of wireless telecom industry consortia on firms' litigation activities, and the emergence and governance of the (big) data economy. Her work has been published in Strategic Management Journal, Management Science, Organization Science, and other major journals, and she is Co-Editor of Media Innovations for Strategic Management Society.

Will Mitchell, University of Toronto

photo of Will Mitchell

Will Mitchell is Professor of Business Administration in Strategy and the J. Rex Fuqua Professor of International Management at Duke University's Fuqua School of Business. He is a faculty associate of Duke’s Center for Entrepreneurship and Innovation, Health Sector Management Program, and Global Health Initiative. Will Mitchell teaches corporate strategy, business dynamics, and health sector strategy in the MBA, MMS, Ph.D., and Executive Education programs at Duke, as well as in partnership programs in Africa and elsewhere. He studies business dynamics, focusing on how businesses in developed and emerging markets change as the competitive environments change and, in turn, how the business changes contribute to ongoing corporate success or failure. Will Mitchell is a former SMS board member, a member of the SMS Fellows Group, a co-editor of SMJ, an editorial board member of several strategy-related journals in North America, Asia, and Europe, and a board member of Neuland Laboratories, Ltd.

Stephen B Tallman, University of Richmond

photo of Stephen B Tallman

Stephen B. Tallman is the E. Claiborne Robins Distinguished Professor of Business at the University of Richmond. He earned his Ph.D. in strategy and international business from UCLA in 1988. He served as chair of the International Management Division of the AoM (1998-99) and of the Global Strategy Interest Group of the SMS (2001-2005). He was elected to the Fellows of the AIB in 2008. He has served on the editorial review boards of several journals, including SMJ, and became an Associate Editor of SMJ in 2007. He is currently co-editor of Global Strategy Journal. He has authored or edited three books relating to international strategy, and has published numerous book chapters and journal articles in a variety of outlets including AMR, AMJ, SMJ, JMS, CMR, MIR, JIM, and JIBS. His research interests include global outsourcing, international diversification, industry clusters, knowledge transfer in multinational firms, and international alliances and joint ventures. He has been on the faculty of the University of Hawaii and the University of Utah, and the Cranfield School of Management, and has taught at Warwick University Business School, Judge Institute of Management at Cambridge University, Thunderbird AGSIM, INSEAD, and SDA Bocconi, among others.

Mike Wright, Imperial College London

photo of Mike Wright

Mike Wright is Professor of Entrepreneurship at Imperial College Business School, Director of the Centre for Management Buyout Research, and a visiting professor at the University of Ghent. He is co-editor of Strategic Entrepreneurship Journal and of Academy of Management Perspectives. He has published over 50 books and more than 400 articles in leading international journals. His research focuses on entrepreneurial ownership mobility and entrepreneurial finance. He is Chair of the Society for the Advancement of Management Studies. He is a Past Chair of the Academy of Management Entrepreneurship Division and a recipient of that Division’s Mentor Award. He has been ranked #1 worldwide for publications in academic entrepreneurship and in entrepreneurship.

A representative editor for each of the SMS journals, SMJ, SEJ, and GSJ, and for the Media Innovations initiative will take part. The panel will discuss the specific goals and objectives of each of the journals, the concept of a family of journals, and the developing role of the Media editors in creating an electronic presence for the journals and for other forms of research. The editors also will discuss the expectations of the SMS journals for potentially publishable papers. Open discussion will address the process of writing for publication in scholarly journals, the editorial policies of the SMS research outlets, and future directions for the dissemination of scholarly research through SMS. (see full session details)

19:00 — 21:00
Welcome Reception at Sheraton Hotel

Sunday, October 4, 2015

08:00 — 09:15
Interest Group Sessions

Track E: Competitive Strategy

Session 28
The Latest and Greatest in Empirical Methods for Strategy Scholars

Track F: Corporate Strategy

Session 193
Phenomenon-driven Research in Strategic Management

Track G: Global Strategy

Session 32
Microfoundations of international strategic management: Opportunism, trust, and bounded reliability

Track H: Strategy Process

Session 22
On Boxes, Arrows and Multiple Case Studies

Track I: Knowledge And Innovation

Session 276
K&I Sunday Panel: Big Data & Analytics in Strategy

Track J: Strategy Practice

Joint Session 74
Open Strategy Workshops: Lessons Learned from Practising Strategizing

Track K: Entrepreneurship and Strategy

Session 10
Entrepreneurship in Base-of-the-Pyramid Markets

Track L: Strategic Human Capital

Session 287
Strategic Human Capital in a Global Market

Track M: Stakeholder Strategy

Session 49
Stakeholder Strategy and Corporate Growth

Track N: Cooperative Strategies

Session 197
A Session in Honor of Ulrich Wassmer

Track O: Strategic Leadership and Governance

Session 40
Strategic Leadership and Governance Expanding: Shifts and New Directions in Research

Track P: Behavioral Strategy

Session 281
Models and Evidence in Behavioral Strategy

Track R: Research Methods

Session 259
Multilevel Modelling

Track T: Excellence in Teaching

Session 3
Researchers Hooked on Teaching / Teachers Hooked on Research

Track X: Executive Discoveries Series

Joint Session 74
Open Strategy Workshops: Lessons Learned from Practising Strategizing
09:15 — 09:45
Coffee Break
09:45 — 11:00
Interest Group Sessions

Track E: Competitive Strategy

Joint Session 29
The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance

Track F: Corporate Strategy

Session 221
Reflecting on the scope of the firm: New avenues for future research

Track G: Global Strategy

Session 279
Formal theory in strategy - A primer

Track H: Strategy Process

Session 23
Simple Rules and Other Seminal Contributions

Track I: Knowledge And Innovation

Session 277
K&I Foundations Session: A Conversation with Dan Levinthal

Track J: Strategy Practice

Joint Session 76
The evolution of the strategy as a profession and the field of strategy

Track K: Entrepreneurship and Strategy

Session 11
Crowdfunding Research: Present and Future

Track L: Strategic Human Capital

Session 289
Seeing the Future in the Recent Past: Predicting Seminal Work

Track M: Stakeholder Strategy

Session 48
On Teaching CSR as a Strategic Management Topic

Track N: Cooperative Strategies

Session 27
Public-Private Partnerships: Capabilities and Organizational Design

Track O: Strategic Leadership and Governance

Session 283
Editor Panel: Publishing Strategic Leadership and Governance Research

Track P: Behavioral Strategy

Session 280
Neuro-science in Behavioral Strategy Research

Track T: Excellence in Teaching

Session 5
Writing Strategy Cases

Track X: Executive Discoveries Series

Joint Session 29
The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance
Joint Session 76
The evolution of the strategy as a profession and the field of strategy
11:15 — 12:30
Interest Group Sessions

Track C: Alternatives to For-Profit Firm Logics

Joint Session 47
On the Emerging B Corp Phenomenon and the Future of Capitalism

Track E: Competitive Strategy

Session 30
Heterogeneity in Firms and Their Pre-entry Capabilities: Implications for Firm and Industry Evolution

Track F: Corporate Strategy

Session 194
The State and Future of Disciplinary Research in Strategic Management

Track G: Global Strategy

Joint Session 33
Methodological challenges in publishing international strategy research

Track H: Strategy Process

Session 24
Tribute to Kathleen Eisenhardt

Track I: Knowledge And Innovation

Session 278
K&I Sunday Panel: Knowledge and Innovation in models of Business Models

Track J: Strategy Practice

Session 81
Mapping current insights on strategy implementation

Track K: Entrepreneurship and Strategy

Joint Session 12
Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?

Track L: Strategic Human Capital

Session 288
Strategy Microfoundations and Human Capital: What Have We Learned?

Track M: Stakeholder Strategy

Joint Session 47
On the Emerging B Corp Phenomenon and the Future of Capitalism

Track N: Cooperative Strategies

Session 196
Perspectives and Dynamics of Committed Relationships

Track O: Strategic Leadership and Governance

Joint Session 38
Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research

Track P: Behavioral Strategy

Session 282
The Origins and Future Development of Behavioral Strategy

Track R: Research Methods

Joint Session 33
Methodological challenges in publishing international strategy research
Session 250
Foundational Issues in Research Methods

Track T: Excellence in Teaching

Session 4
Teaching Challenges: Ask the Experts

Track X: Executive Discoveries Series

Joint Session 12
Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
Joint Session 38
Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research
12:30 — 13:30
Lunch
13:45 — 14:30
Keynote: Lifetime Achievement Award Recipient

Keynote Speaker

Adam Aron, Starwood Hotels and Resorts

photo of Adam Aron

As the CEO of Starwood Hotels and Resorts, and the former CEO of Vail Resorts, the Philadelphia 76ers, and Norwegian Cruise Line, Adam Aron has managed organizations that push through strategic boundaries and drive creativity and innovation. Well-versed with traditional scope decisions (e.g., managing potential acquisitions and divestitures at Starwood), he has also led organizations to develop new business models and seek differentiation within rapidly changing and challenging business environments. For example, under Adam Aron's leadership Vail Resorts expanded from two Colorado ski areas and 50 hotel rooms to the second-largest ski operator in the world with over 8,000 hotel rooms in CO, CA, NM, WA, WY, FL and New England. He is credited with bringing a new model to the US ski industry that broadened the scope and sophistication associated with its offerings. Since taking over at Starwood earlier this year, he solidified plans to launch its first new brand in nearly a decade, Tribute Portfolio. The new brand allows the company to create a unique alliance with independent hoteliers. He also has executive and Board of Directors experience across other diverse organizations including United Airlines, Hyatt Hotels, cell phone operator Nextel and FTD florists among others. Adam Aron holds an undergraduate degree in government from Harvard College, and an MBA with Distinction from the Harvard Business School. He has served in various advisory roles in government related entities (e.g., member of the Council on Foreign Relations, Board of National Forest Foundation). His early career was highlighted by his pioneering work in the creation of airline frequent flyer programs, and other loyalty marketing efforts. His leadership has also been recognized with awards from marketing organizations and the travel and tourism industries for his innovative and transformative achievements.

(see full session details)

Keynote Speaker

Adam Aron, Starwood Hotels and Resorts

photo of Adam Aron

As the CEO of Starwood Hotels and Resorts, and the former CEO of Vail Resorts, the Philadelphia 76ers, and Norwegian Cruise Line, Adam Aron has managed organizations that push through strategic boundaries and drive creativity and innovation. Well-versed with traditional scope decisions (e.g., managing potential acquisitions and divestitures at Starwood), he has also led organizations to develop new business models and seek differentiation within rapidly changing and challenging business environments. For example, under Adam Aron's leadership Vail Resorts expanded from two Colorado ski areas and 50 hotel rooms to the second-largest ski operator in the world with over 8,000 hotel rooms in CO, CA, NM, WA, WY, FL and New England. He is credited with bringing a new model to the US ski industry that broadened the scope and sophistication associated with its offerings. Since taking over at Starwood earlier this year, he solidified plans to launch its first new brand in nearly a decade, Tribute Portfolio. The new brand allows the company to create a unique alliance with independent hoteliers. He also has executive and Board of Directors experience across other diverse organizations including United Airlines, Hyatt Hotels, cell phone operator Nextel and FTD florists among others. Adam Aron holds an undergraduate degree in government from Harvard College, and an MBA with Distinction from the Harvard Business School. He has served in various advisory roles in government related entities (e.g., member of the Council on Foreign Relations, Board of National Forest Foundation). His early career was highlighted by his pioneering work in the creation of airline frequent flyer programs, and other loyalty marketing efforts. His leadership has also been recognized with awards from marketing organizations and the travel and tourism industries for his innovative and transformative achievements.

(see full session details)

14:45 — 15:45
Plenary: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation

Moderator

Sharon Matusik, University of Colorado, Boulder

photo of Sharon Matusik

Sharon Matusik is a Professor of Strategy and Entrepreneurship at the the Leeds School of Business, University of Colorado. Her research focuses on knowledge intensive and entrepreneurial firms. For example, she had looked at topics such as how markets value innovation activities of firms, what accounts for variation in profitability levels of entrepreneurial firms, and how the diversification of a venture capital firm (i.e., the different industries it invests in) affects the performance of the venture capital firm. Her work has been published in journals such as Strategic Management Journal, Strategic Entrepreneurship Journal, Academy of Management Journal, and Academy of Management Review. Sharon Matusik is currently on the editorial boards of the Strategic Management Journal, Academy of Management Journal and Academy of Management Review. She has served as the Director of the Leeds School Doctoral Program in Strategic, Organization, and Entrepreneurial Studies, the Chairperson for the Knowledge and Innovation Interest Group of the Strategic Management Society, and the Academic Director of the Deming Center for Entrepreneurship. She was also a Visiting Professor at Universidad del Desarrollo (UDD) in Santiago, Chile.

Panelists

Gary Dushnitsky, London Business School

photo of Gary Dushnitsky

Gary Dushnitsky is an Associate Professor of Strategy & Entrepreneurship and Academic Director of the Deloitte Institute of Innovation and Entrepreneurship at the London Business School. He also serves as a Senior Fellow at The Mack Center for Technological Innovation at The Wharton School (University of Pennsylvania). Gary Dushnitsky's work focuses on the economics of entrepreneurship and innovation. He explores the shifting landscape of entrepreneurial finance, exploring such topics as corporate venture capital, crowdfunding, and angel investors. His research appeared in leading academic journals, including Strategic Management Journal, Organization Science, and Nature Biotechnology. He received several academic distinctions including the 2013 SMS Emerging Scholar Award, the 2009 Kauffmann Junior Faculty Fellowship, and several best dissertation prizes. Gary serves as a senior editor at the Strategic Entrepreneurship Journal and Organization Science, and is an elected officer of the International Strategic Management Society.

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.

Brad Feld, Foundry Group

photo of Brad Feld

Brad Feld has been an early stage investor and entrepreneur since 1987. Prior to co-founding Foundry Group, he co-founded Mobius Venture Capital and, prior to that, founded Intensity Ventures. Brad is also a co-founder of TechStars. In addition to his investing efforts, Brad Feld has been active with several non-profit organizations and currently is chair of the National Center for Women & Information Technology, co-chair of Startup Colorado, and on the board of UP Global. He is a nationally recognized speaker on the topics of venture capital investing and entrepreneurship and writes the widely read blogs Feld Thoughts, Startup Revolution, and Ask the VC. Brad Feld holds Bachelor of Science and Master of Science degrees in Management Science from the Massachusetts Institute of Technology.

Bart Lorang, FullContact

photo of Bart Lorang

Bart Lorang is the CEO and founder of FullContact. Born and raised in Bozeman, Montana, he is a proven entrepreneur, executive and manager in the global technology industry. He is active in the startup technology community as an angel investor, mentor and speaker at industry events. He began his technology career by achieving his first exit at age 16 and his second exit in Dimension Technology Solutions, at age 29. His wife Sarah’s immaculately-organized address book served as his inspiration for starting his third company, FullContact, in 2010. Bart Lorang has since grown the company to over 40 employees with offices in Denver and Latvia. He serves on the board of Colorado Technology Association, Rapt Media, and Education Funding Partners. In 2012, Bart Lorang was recognized as the Colorado Technology Association’s Technology Entrepreneur of the Year. In 2013, he was an Ernst & Young Entrepreneur of the Year Finalist. He holds a B.S. in Computer Science from the University of Colorado in Boulder and an Executive MBA from Daniels College of Business at the University of Denver.

The last decade has seen many changes in technologies, fields and business models. Some drivers of these changes include mentor driven accelerators, crowdfunding and crowdsourcing, and social media as both a source for entrepreneurial opportunities and a medium of communication often outside of the control of any specific organization. These developments can fundamentally reorganize traditional value creation activities in firms and contribute to an increasingly complex competitive landscape for firms to negotiate.
In this session, panelists will discuss these new frontiers and how they might shape research especially in the areas of firm boundaries, firm value creation, and negotiating complex and rapidly changing competitive environments. (see full session details)

Moderator

Sharon Matusik, University of Colorado, Boulder

photo of Sharon Matusik

Sharon Matusik is a Professor of Strategy and Entrepreneurship at the the Leeds School of Business, University of Colorado. Her research focuses on knowledge intensive and entrepreneurial firms. For example, she had looked at topics such as how markets value innovation activities of firms, what accounts for variation in profitability levels of entrepreneurial firms, and how the diversification of a venture capital firm (i.e., the different industries it invests in) affects the performance of the venture capital firm. Her work has been published in journals such as Strategic Management Journal, Strategic Entrepreneurship Journal, Academy of Management Journal, and Academy of Management Review. Sharon Matusik is currently on the editorial boards of the Strategic Management Journal, Academy of Management Journal and Academy of Management Review. She has served as the Director of the Leeds School Doctoral Program in Strategic, Organization, and Entrepreneurial Studies, the Chairperson for the Knowledge and Innovation Interest Group of the Strategic Management Society, and the Academic Director of the Deming Center for Entrepreneurship. She was also a Visiting Professor at Universidad del Desarrollo (UDD) in Santiago, Chile.

Panelists

Gary Dushnitsky, London Business School

photo of Gary Dushnitsky

Gary Dushnitsky is an Associate Professor of Strategy & Entrepreneurship and Academic Director of the Deloitte Institute of Innovation and Entrepreneurship at the London Business School. He also serves as a Senior Fellow at The Mack Center for Technological Innovation at The Wharton School (University of Pennsylvania). Gary Dushnitsky's work focuses on the economics of entrepreneurship and innovation. He explores the shifting landscape of entrepreneurial finance, exploring such topics as corporate venture capital, crowdfunding, and angel investors. His research appeared in leading academic journals, including Strategic Management Journal, Organization Science, and Nature Biotechnology. He received several academic distinctions including the 2013 SMS Emerging Scholar Award, the 2009 Kauffmann Junior Faculty Fellowship, and several best dissertation prizes. Gary serves as a senior editor at the Strategic Entrepreneurship Journal and Organization Science, and is an elected officer of the International Strategic Management Society.

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.

Brad Feld, Foundry Group

photo of Brad Feld

Brad Feld has been an early stage investor and entrepreneur since 1987. Prior to co-founding Foundry Group, he co-founded Mobius Venture Capital and, prior to that, founded Intensity Ventures. Brad is also a co-founder of TechStars. In addition to his investing efforts, Brad Feld has been active with several non-profit organizations and currently is chair of the National Center for Women & Information Technology, co-chair of Startup Colorado, and on the board of UP Global. He is a nationally recognized speaker on the topics of venture capital investing and entrepreneurship and writes the widely read blogs Feld Thoughts, Startup Revolution, and Ask the VC. Brad Feld holds Bachelor of Science and Master of Science degrees in Management Science from the Massachusetts Institute of Technology.

Bart Lorang, FullContact

photo of Bart Lorang

Bart Lorang is the CEO and founder of FullContact. Born and raised in Bozeman, Montana, he is a proven entrepreneur, executive and manager in the global technology industry. He is active in the startup technology community as an angel investor, mentor and speaker at industry events. He began his technology career by achieving his first exit at age 16 and his second exit in Dimension Technology Solutions, at age 29. His wife Sarah’s immaculately-organized address book served as his inspiration for starting his third company, FullContact, in 2010. Bart Lorang has since grown the company to over 40 employees with offices in Denver and Latvia. He serves on the board of Colorado Technology Association, Rapt Media, and Education Funding Partners. In 2012, Bart Lorang was recognized as the Colorado Technology Association’s Technology Entrepreneur of the Year. In 2013, he was an Ernst & Young Entrepreneur of the Year Finalist. He holds a B.S. in Computer Science from the University of Colorado in Boulder and an Executive MBA from Daniels College of Business at the University of Denver.

The last decade has seen many changes in technologies, fields and business models. Some drivers of these changes include mentor driven accelerators, crowdfunding and crowdsourcing, and social media as both a source for entrepreneurial opportunities and a medium of communication often outside of the control of any specific organization. These developments can fundamentally reorganize traditional value creation activities in firms and contribute to an increasingly complex competitive landscape for firms to negotiate.
In this session, panelists will discuss these new frontiers and how they might shape research especially in the areas of firm boundaries, firm value creation, and negotiating complex and rapidly changing competitive environments. (see full session details)

15:45 — 16:15
Coffee Break
16:15 — 17:30
Paper/Common Ground/Panel Sessions

Track C: Alternatives to For-Profit Firm Logics

Session 223
Hybrid organizations and business model heterogeneity

Track E: Competitive Strategy

Session 229
How Resources Change in Dynamic Situations

Track F: Corporate Strategy

Joint Session 113
Serial Acquisitions: Strategies and Processes

Track G: Global Strategy

Session 209
Institutions and Emerging Markets

Track H: Strategy Process

Joint Session 113
Serial Acquisitions: Strategies and Processes
Session 154
Processes of Capability Development, Rejuvenation and Erosion and their Interplay with Strategy

Track I: Knowledge And Innovation

Session 104
Resource Allocation and Innovation
Joint Session 261
Knowledge Creation and Sharing in Virtual Communities

Track J: Strategy Practice

Joint Session 61
The Institutional Level of Strategizing Activities

Track K: Entrepreneurship and Strategy

Session 50
Entrepreneurship and Institutional Environment

Track L: Strategic Human Capital

Session 13
Employee Mobility: Barriers and Enablers

Track N: Cooperative Strategies

Session 171
How to Govern Alliances: Boards, Multi-market Competition, and Social Capital

Track O: Strategic Leadership and Governance

Session 139
Do Top Managers Matter? Expanding the Focus and Knowledge
Session 147
What Could Strategic IT Governance look like in Smart Cities?

Track P: Behavioral Strategy

Session 77
Organization Level Cognition

Track X: Executive Discoveries Series

Joint Session 61
The Institutional Level of Strategizing Activities
Joint Session 261
Knowledge Creation and Sharing in Virtual Communities
17:45
IG Business Meetings

Track E: Competitive Strategy

Session 313
Competitive Strategy Business Meeting

Track F: Corporate Strategy

Session 314
Corporate Strategy Business Meeting

Track G: Global Strategy

Session 315
Global Strategy Business Meeting

Track H: Strategy Process

Session 316
Strategy Process Business Meeting

Track I: Knowledge And Innovation

Session 317
Knowledge and Innovation Business Meeting

Track J: Strategy Practice

Session 318
Strategy Practice Business Meeting

Track K: Entrepreneurship and Strategy

Session 319
Entrepreneurship and Strategy Business Meeting

Track L: Strategic Human Capital

Session 321
Strategic Human Capital Business Meeting

Track M: Stakeholder Strategy

Session 322
Stakeholder Strategy Business Meeting

Track N: Cooperative Strategies

Session 323
Cooperative Strategies Business Meeting

Track O: Strategic Leadership and Governance

Session 324
Strategic Leadership and Governance Business Meeting

Track P: Behavioral Strategy

Session 325
Behavioral Strategy Business Meeting

Track R: Research Methods

Session 326
Research Methods Community Business Meeting

Track T: Excellence in Teaching

Session 327
Teaching Community Business Meeting
18:45 — 19:30
SMS Business Meeting

Track S: Special track

Special Session 402
SMS Business Meeting

Monday, October 5, 2015

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

Track A: Search of Unifying Frameworks

Joint Session 88
Firm Boundaries: Theories of New Sources of Competitive Advantage

Track C: Alternatives to For-Profit Firm Logics

Joint Session 39
Who is a stakeholder?

Track E: Competitive Strategy

Session 273
Complexity in Competition

Track F: Corporate Strategy

Session 111
Portfolio Management: Diversification and Divestitures
Joint Session 176
Different Perspectives Informing Governance Choices: Partner Choice in Alliances vs. Acquisitions

Track G: Global Strategy

Joint Session 126
Entry Mode & Cross-Border Acquisitions

Track H: Strategy Process

Session 162
Strategy Formation Processes

Track I: Knowledge And Innovation

Joint Session 62
Multi-level perspectives on capability development
Session 105
Sourcing Strategies for Knowledge
Session 256
Innovation and the Strategy-Performance Relationship

Track J: Strategy Practice

Joint Session 62
Multi-level perspectives on capability development

Track K: Entrepreneurship and Strategy

Session 56
Family firms

Track L: Strategic Human Capital

Session 14
Typologies of Human Capital and Strategy

Track M: Stakeholder Strategy

Joint Session 39
Who is a stakeholder?

Track N: Cooperative Strategies

Joint Session 88
Firm Boundaries: Theories of New Sources of Competitive Advantage
Joint Session 176
Different Perspectives Informing Governance Choices: Partner Choice in Alliances vs. Acquisitions

Track O: Strategic Leadership and Governance

Joint Session 140
New Perspectives on the Outside Director Selection Process

Track P: Behavioral Strategy

Joint Session 72
External Influences: Audiences and Media
Session 83
Behavioral Strategy at the Firm Level

Track R: Research Methods

Session 236
Improving methods

Track X: Executive Discoveries Series

Joint Session 72
External Influences: Audiences and Media
Joint Session 126
Entry Mode & Cross-Border Acquisitions
Joint Session 140
New Perspectives on the Outside Director Selection Process
09:15 — 09:45
Coffee Break
09:45 — 11:00
Plenary: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies

Session Chair

Donald Bergh, University of Denver

photo of Donald Bergh

Donald Bergh is the Louis D. Beaumont Chair of Business Administration and Professor of Management at the University of Denver. He previously held positions at Penn State, Cornell, Purdue, and regularly visits University College Dublin. His research on corporate strategy and research methods has appeared in the AMJ, SMJ, OS, JoM, JMS and ORM. In addition, he is co-editor of the series, Research Methodology in Strategy and Management (Emerald), now in its 10th volume. He has served the strategic management field as an Associate Editor (AMJ, ORM, JMS), as a member of editorial review boards (AMJ, SMJ, OS and ORM), and the SMS as a representative- at- large and Associate Program Chair of the SMS Corporate Strategy and Governance Interest Group, the inaugural Chair of the Corporate Strategy Interest Group, as Associate Program Chair and Chair of the Research Methods Community and as Program Co-Chair of the 35th Annual Conference in Denver, 2015.

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.

Kathryn Harrigan, Columbia University

photo of Kathryn Harrigan

Kathy Harrigan is Henry Kravis Professor of Business Leadership at Columbia University where she currently teaches electives in corporate strategy and turnaround management (as well as the core strategic management course). Kathy Harrigan is a Founding Member of the Strategic Management Society and has published books on strategies for declining demand businesses, vertical integration strategies, and strategies for joint ventures and strategic alliances. She has served on the Boards of three NYSE firms, as well as two privately-held, ESOP companies (and several advisory boards for MBA start-ups). She has taught electives about e-strategy and internet firms, as well as international strategy. Kathy Harrigan is currently researching questions concerning acquisitions for technological diversification and operating synergies.

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.

Costas Markides, London Business School

photo of Costas Markides

Costas Markides is Professor of Strategy and Entrepreneurship and holds the Robert P. Bauman Chair of Strategic Leadership at the London Business School. He received his BA (Distinction) and MA in Economics from Boston University, and his MBA and DBA from the Harvard Business School. He serves on the Editorial Boards of several academic journals including the Strategic Management Journal, the Academy of Management Journal and the Sloan Management Review. He has done research and published several books as well as articles on the topics of diversification, strategic innovation, business-model innovation, and international acquisitions. His current research interests include the management of diversified firms and the use of innovation and creativity to achieve strategic breakthroughs.

Business strategy traditionally addresses questions of “how to compete within a chosen arena” while corporate strategy considers firm scope in terms of “what arenas will we compete in?” For the most part, our understanding of these levels of strategy has generally developed along independent paths. However, strategic actions often bridge the two: Hermes using its highly skilled craftsmen to diversify from saddles to handbags, Oprah Winfrey developing a media business by exploiting her name as a brand, and Apple leveraging its technological expertise to enter into watches. This panel session will examine relationships between business and corporate strategies. To facilitate an interactive and dynamic conversation, the session will be organized around several questions including: How does a firm’s corporate strategy affect or constrain that firm’s business strategy in a given arena? How do a firm’s business strategies in its various units affect its overall corporate strategy? Does a diversified firm use its various businesses to “subsidize” the performance of other businesses in its portfolio? Is that good or bad? Does it allow it a longer time frame than an undiversified firm? And more generally, does bridging these two strategy levels allow us to better understand organizational performance? Has the shift in research attention from corporate to business strategies been helpful or damaging to informing our understanding of performance differentials? The audience will also be invited to pose questions to the panel. The session will conclude with each panellist offering a summary of their views on linking business and corporate strategies, including offering teaching and research suggestions. (see full session details)

Session Chair

Donald Bergh, University of Denver

photo of Donald Bergh

Donald Bergh is the Louis D. Beaumont Chair of Business Administration and Professor of Management at the University of Denver. He previously held positions at Penn State, Cornell, Purdue, and regularly visits University College Dublin. His research on corporate strategy and research methods has appeared in the AMJ, SMJ, OS, JoM, JMS and ORM. In addition, he is co-editor of the series, Research Methodology in Strategy and Management (Emerald), now in its 10th volume. He has served the strategic management field as an Associate Editor (AMJ, ORM, JMS), as a member of editorial review boards (AMJ, SMJ, OS and ORM), and the SMS as a representative- at- large and Associate Program Chair of the SMS Corporate Strategy and Governance Interest Group, the inaugural Chair of the Corporate Strategy Interest Group, as Associate Program Chair and Chair of the Research Methods Community and as Program Co-Chair of the 35th Annual Conference in Denver, 2015.

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.

Kathryn Harrigan, Columbia University

photo of Kathryn Harrigan

Kathy Harrigan is Henry Kravis Professor of Business Leadership at Columbia University where she currently teaches electives in corporate strategy and turnaround management (as well as the core strategic management course). Kathy Harrigan is a Founding Member of the Strategic Management Society and has published books on strategies for declining demand businesses, vertical integration strategies, and strategies for joint ventures and strategic alliances. She has served on the Boards of three NYSE firms, as well as two privately-held, ESOP companies (and several advisory boards for MBA start-ups). She has taught electives about e-strategy and internet firms, as well as international strategy. Kathy Harrigan is currently researching questions concerning acquisitions for technological diversification and operating synergies.

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.

Costas Markides, London Business School

photo of Costas Markides

Costas Markides is Professor of Strategy and Entrepreneurship and holds the Robert P. Bauman Chair of Strategic Leadership at the London Business School. He received his BA (Distinction) and MA in Economics from Boston University, and his MBA and DBA from the Harvard Business School. He serves on the Editorial Boards of several academic journals including the Strategic Management Journal, the Academy of Management Journal and the Sloan Management Review. He has done research and published several books as well as articles on the topics of diversification, strategic innovation, business-model innovation, and international acquisitions. His current research interests include the management of diversified firms and the use of innovation and creativity to achieve strategic breakthroughs.

Business strategy traditionally addresses questions of “how to compete within a chosen arena” while corporate strategy considers firm scope in terms of “what arenas will we compete in?” For the most part, our understanding of these levels of strategy has generally developed along independent paths. However, strategic actions often bridge the two: Hermes using its highly skilled craftsmen to diversify from saddles to handbags, Oprah Winfrey developing a media business by exploiting her name as a brand, and Apple leveraging its technological expertise to enter into watches. This panel session will examine relationships between business and corporate strategies. To facilitate an interactive and dynamic conversation, the session will be organized around several questions including: How does a firm’s corporate strategy affect or constrain that firm’s business strategy in a given arena? How do a firm’s business strategies in its various units affect its overall corporate strategy? Does a diversified firm use its various businesses to “subsidize” the performance of other businesses in its portfolio? Is that good or bad? Does it allow it a longer time frame than an undiversified firm? And more generally, does bridging these two strategy levels allow us to better understand organizational performance? Has the shift in research attention from corporate to business strategies been helpful or damaging to informing our understanding of performance differentials? The audience will also be invited to pose questions to the panel. The session will conclude with each panellist offering a summary of their views on linking business and corporate strategies, including offering teaching and research suggestions. (see full session details)

11:15 — 12:30
Paper/Common Ground/Panel Sessions

Track B: Linking Strategy Implementation to Organizational Change

Session 133
Strategic renewal & business model innovation

Track C: Alternatives to For-Profit Firm Logics

Joint Session 34
New Explanations of Contextual Differences in CSR
Session 222
Profit and nonprofit organizations: Patterns of collaboration and competition

Track D: Beyond Scholarship and Practice: Strategy’s Broader Responsibility

Joint Session 257
Explaining CSR: Internal Factors

Track E: Competitive Strategy

Joint Session 244
Legitimacy, Stakeholders, and Competition

Track F: Corporate Strategy

Session 195
Where Are the Boundaries of Strategic Management Research?
Joint Session 210
M&A/JV Implementation

Track G: Global Strategy

Joint Session 149
Management and Coordination of Multinationals

Track H: Strategy Process

Joint Session 210
M&A/JV Implementation

Track I: Knowledge And Innovation

Session 203
Post Acquisition Learning
Joint Session 204
Acquiring human capital: Process and outcomes

Track K: Entrepreneurship and Strategy

Session 119
Competition and entrepreneurial entry

Track L: Strategic Human Capital

Session 15
Human Capital, Company Networks, and Reputation
Joint Session 204
Acquiring human capital: Process and outcomes

Track M: Stakeholder Strategy

Joint Session 34
New Explanations of Contextual Differences in CSR
Joint Session 244
Legitimacy, Stakeholders, and Competition
Joint Session 257
Explaining CSR: Internal Factors

Track N: Cooperative Strategies

Session 186
Outsourcing, Offshoring, and the Changing Nature of Firm Boundaries

Track O: Strategic Leadership and Governance

Session 141
Politics as Usual? Political Ideology in the Excutive Suite and Boardroom
Joint Session 220
Perspectives on CEO Compensation

Track P: Behavioral Strategy

Session 68
Behavioral Theory & Learning

Track R: Research Methods

Special Session 254
Ethics in Research Methods

Track X: Executive Discoveries Series

Joint Session 149
Management and Coordination of Multinationals
Joint Session 220
Perspectives on CEO Compensation
12:30 — 13:30
Lunch
13:45 — 15:00
Paper/Common Ground/Panel Sessions

Track C: Alternatives to For-Profit Firm Logics

Session 224
Balancing profit and nonprofit objectives across different business models

Track D: Beyond Scholarship and Practice: Strategy’s Broader Responsibility

Joint Session 258
Explainng CSR: External Factors

Track E: Competitive Strategy

Session 242
Value Creation in Buyers-Supplier Relationships and Ecosystems

Track G: Global Strategy

Session 128
Emerging Markets

Track H: Strategy Process

Joint Session 169
The Role of Attention in Organizational Processes (Evaluation, Promotion, Innovation and Growth)

Track I: Knowledge And Innovation

Session 107
Evolving Industries, Evolving Products
Session 205
Knowledge Recombination and Interdependencies

Track J: Strategy Practice

Joint Session 63
Political and Material Aspects of Strategy Making

Track K: Entrepreneurship and Strategy

Session 53
New forms of entrepreneurial funding
Joint Session 97
Accelerators, corporate VCs and new venture creation

Track L: Strategic Human Capital

Joint Session 16
Human Capital and Innovation

Track M: Stakeholder Strategy

Joint Session 37
Political Ties: Knots or Bows?

Track N: Cooperative Strategies

Session 177
The Dynamics of Coopetition

Track O: Strategic Leadership and Governance

Session 142
Top Management Teams, Senior Executives and Corporate outcomes
Session 215
Personality and Values in Strategic Leadership

Track P: Behavioral Strategy

Session 69
Problematizing Categories: Performance, Audiences, Innovation and Status
Joint Session 169
The Role of Attention in Organizational Processes (Evaluation, Promotion, Innovation and Growth)

Track X: Executive Discoveries Series

Joint Session 16
Human Capital and Innovation
Joint Session 37
Political Ties: Knots or Bows?
Joint Session 63
Political and Material Aspects of Strategy Making
Joint Session 97
Accelerators, corporate VCs and new venture creation
Joint Session 258
Explainng CSR: External Factors
16:15 — 16:45
Coffee Break
16:45 — 18:00
Paper/Common Ground/Panel Sessions

Track A: Search of Unifying Frameworks

Joint Session 89
Integrating Theories of Stakeholders, Ownership, Governance and Boards

Track B: Linking Strategy Implementation to Organizational Change

Joint Session 134
Leading change implementation processes

Track E: Competitive Strategy

Session 238
Temporary and Long Term Competitive Advantage
Joint Session 243
Competitive Dynamics and Market Positioning

Track F: Corporate Strategy

Joint Session 112
Acquisitions - Before the Deal
Joint Session 243
Competitive Dynamics and Market Positioning

Track G: Global Strategy

Session 151
Networks and Collaborative Arrangements

Track H: Strategy Process

Joint Session 134
Leading change implementation processes

Track I: Knowledge And Innovation

Session 100
Innovation Management in Networks, Ecosystems, and Innovation Hubs
Session 200
Strategic Leadership, Learning, and Exploration

Track K: Entrepreneurship and Strategy

Session 59
Entrepreneurship in emerging markets
Session 98
Culture, institutions and entrepreneurship

Track M: Stakeholder Strategy

Joint Session 42
The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
Joint Session 89
Integrating Theories of Stakeholders, Ownership, Governance and Boards

Track N: Cooperative Strategies

Session 173
Learning and Routines: Implications for Alliances, Organizational Design, and Capabilities

Track O: Strategic Leadership and Governance

Session 216
Blame and Stigma in Response to Poor Orgnizational Outcomes
Session 218
Consequences of Top Management Attitudes and Orientations for the Firm

Track P: Behavioral Strategy

Session 85
Governance

Track S: Special track

Special Session 285
The New Equation: Can Killer Apps Save American Healthcare and Education?

Track X: Executive Discoveries Series

Joint Session 42
The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
Joint Session 112
Acquisitions - Before the Deal
19:00 — 22:00
Monday Night Event

Tuesday, October 6, 2015

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

Track A: Search of Unifying Frameworks

Session 91
Theory Integration: Strategic Management with IB, Competitive Dynamics, and Value Capture

Track B: Linking Strategy Implementation to Organizational Change

Joint Session 135
Micro-processes for developing dynamic capabilities
Joint Session 212
Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition

Track C: Alternatives to For-Profit Firm Logics

Joint Session 43
First Principles in Creating Value: Stakeholder Theory

Track E: Competitive Strategy

Joint Session 272
Competitive Dimensions of Firm Boundary and Location Decisions

Track F: Corporate Strategy

Session 115
Horizontal and Vertical Scope: Interactions and Embeddedness
Joint Session 272
Competitive Dimensions of Firm Boundary and Location Decisions

Track G: Global Strategy

Session 129
Foreign Direct Investments

Track H: Strategy Process

Joint Session 135
Micro-processes for developing dynamic capabilities
Joint Session 212
Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Joint Session 255
Processes for Innovation and Ideation

Track I: Knowledge And Innovation

Session 136
Innovating and Learning in Collaborative Alliances
Joint Session 255
Processes for Innovation and Ideation

Track K: Entrepreneurship and Strategy

Session 54
Venture capital and angel financing
Session 118
Entrepreneurial orientation and strategic entrepreneurship
Joint Session 217
Leadership and Governance in Family Firms

Track L: Strategic Human Capital

Session 18
Human Capital Architectures

Track M: Stakeholder Strategy

Joint Session 43
First Principles in Creating Value: Stakeholder Theory

Track N: Cooperative Strategies

Session 178
A Conversation of Different Paths Underlying Innovation
Session 179
Alliance Formation and Its Effects including the Influence of Political Connections & Venture Capital

Track O: Strategic Leadership and Governance

Joint Session 217
Leadership and Governance in Family Firms
Joint Session 309
Looking Good and Sounding Better: Impression Management by CEOs

Track P: Behavioral Strategy

Session 80
Business Models and Innovation

Track X: Executive Discoveries Series

Joint Session 309
Looking Good and Sounding Better: Impression Management by CEOs
09:15 — 09:45
Coffee Break
09:45 — 10:45
Plenary: Whatever Happened to Theory in Strategic Management?

Session Chair

Sharon Alvarez, University of Denver

photo of Sharon Alvarez

Sharon Alvarez is the Walter Koch Endowed Chair in Entrepreneurship at the Daniels College of Business, University of Denver. She previously served as an Associate Professor of entrepreneurship and management, and the Academic Director of the Center for Entrepreneurship at the Max M. Fisher College of Business, The Ohio State University. Sharon Alvarez is the Past Chair of the Entrepreneurship Division of the Academy of Management and has been a Representative at Large for the SMS Entrepreneurship Interest Group. She was a Max Planck Scholar at the Max Planck Institute for Entrepreneurship and Economic Systems Research, a visiting professor at Sun Yet-sen University in China, and is currently a visiting professor at University of Alberta. Her current research includes entrepreneurship theory of opportunities, firm, and market emergence. Sharon Alvarez is an Associate Editor for Strategic Entrepreneurship Journal and she has published in Academy of Management Review, Organization Science, Strategic Entrepreneurship Journal, Academy of Management Executive, Journal of Business Venturing, Journal of Management, and Human Resource Management Journal.

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.

Richard Bettis, University of North Carolina-Chapel Hill

photo of Richard Bettis

Rich Bettis is the Ellison Distinguished Professor of Business Administration at the Kenan-Flagler School of Business of the University of North Carolina. He has won the SMJ Dan and Mary Lou Schendel Best Paper prize and been elected to the Fellows of SMS. He has served on the Academy of Management Board and on the Strategic Management Society Board, where he also served a 3-year term as President. He has been a Consulting Editor of the Academy of Management Review, and an Associate Editor of Management Science. In 1995 he became an SMJ Associate Editor and in 2007 became an SMJ Co-Editor where his term will expire at the end of 2015.

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.

Daniel Levinthal, University of Pennsylvania

photo of Daniel Levinthal

Daniel Levinthal is the Reginald H. Jones Professor of Corporate Strategy at the Wharton School, University of Pennsylvania. he has published extensively on questions of organizational adaptation and industry evolution, particularly in the context of technological change. He is a past winner of the Strategic Management Society’s Best Paper prize and, in addition to being a Fellow of the Strategic Management Society, he is a Fellow of the Academy of Management and has received the Distinguished Scholar Award from the Organization and Management Theory Division of the Academy. Daniel Levinthal currently services as Editor-in-Chief of Organization Science and has previously served as Editor for Business Strategy at Management Science. He has received an honorary doctorate from the University of Southern Denmark and has held visiting professorships at the Harvard Business School and the Sant’Anna School of Advanced Studies.

Theory development, often of an interdisciplinary nature, has played a key role in the development of strategic management. Examples include RBV, evolutionary theory, “fit” theories, behavioral theories, and dynamic capabilities. However, as strategic management has continued to evolve and grow as a field, its research and knowledge bases have become overwhelmingly empirical. Quantitative and qualitative studies, which typically include deductive or inductive hypotheses, have grown in absolute and relative terms when compared with purely theoretical contributions. Often the hypotheses in empirical studies are derived from theories that were developed some time ago. These hypotheses may sometimes be new theory, but instead they often represent predictions based on established theory. Within the strategic management field broadly, a disturbing trend in recent years has been the decline in the development and publication of new theory. This trend toward empirical research without renewed and significant theory development efforts could seriously imperil the future of our field. (see full session details)

Session Chair

Sharon Alvarez, University of Denver

photo of Sharon Alvarez

Sharon Alvarez is the Walter Koch Endowed Chair in Entrepreneurship at the Daniels College of Business, University of Denver. She previously served as an Associate Professor of entrepreneurship and management, and the Academic Director of the Center for Entrepreneurship at the Max M. Fisher College of Business, The Ohio State University. Sharon Alvarez is the Past Chair of the Entrepreneurship Division of the Academy of Management and has been a Representative at Large for the SMS Entrepreneurship Interest Group. She was a Max Planck Scholar at the Max Planck Institute for Entrepreneurship and Economic Systems Research, a visiting professor at Sun Yet-sen University in China, and is currently a visiting professor at University of Alberta. Her current research includes entrepreneurship theory of opportunities, firm, and market emergence. Sharon Alvarez is an Associate Editor for Strategic Entrepreneurship Journal and she has published in Academy of Management Review, Organization Science, Strategic Entrepreneurship Journal, Academy of Management Executive, Journal of Business Venturing, Journal of Management, and Human Resource Management Journal.

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.

Richard Bettis, University of North Carolina-Chapel Hill

photo of Richard Bettis

Rich Bettis is the Ellison Distinguished Professor of Business Administration at the Kenan-Flagler School of Business of the University of North Carolina. He has won the SMJ Dan and Mary Lou Schendel Best Paper prize and been elected to the Fellows of SMS. He has served on the Academy of Management Board and on the Strategic Management Society Board, where he also served a 3-year term as President. He has been a Consulting Editor of the Academy of Management Review, and an Associate Editor of Management Science. In 1995 he became an SMJ Associate Editor and in 2007 became an SMJ Co-Editor where his term will expire at the end of 2015.

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.

Daniel Levinthal, University of Pennsylvania

photo of Daniel Levinthal

Daniel Levinthal is the Reginald H. Jones Professor of Corporate Strategy at the Wharton School, University of Pennsylvania. he has published extensively on questions of organizational adaptation and industry evolution, particularly in the context of technological change. He is a past winner of the Strategic Management Society’s Best Paper prize and, in addition to being a Fellow of the Strategic Management Society, he is a Fellow of the Academy of Management and has received the Distinguished Scholar Award from the Organization and Management Theory Division of the Academy. Daniel Levinthal currently services as Editor-in-Chief of Organization Science and has previously served as Editor for Business Strategy at Management Science. He has received an honorary doctorate from the University of Southern Denmark and has held visiting professorships at the Harvard Business School and the Sant’Anna School of Advanced Studies.

Theory development, often of an interdisciplinary nature, has played a key role in the development of strategic management. Examples include RBV, evolutionary theory, “fit” theories, behavioral theories, and dynamic capabilities. However, as strategic management has continued to evolve and grow as a field, its research and knowledge bases have become overwhelmingly empirical. Quantitative and qualitative studies, which typically include deductive or inductive hypotheses, have grown in absolute and relative terms when compared with purely theoretical contributions. Often the hypotheses in empirical studies are derived from theories that were developed some time ago. These hypotheses may sometimes be new theory, but instead they often represent predictions based on established theory. Within the strategic management field broadly, a disturbing trend in recent years has been the decline in the development and publication of new theory. This trend toward empirical research without renewed and significant theory development efforts could seriously imperil the future of our field. (see full session details)

11:00 — 12:15
Paper/Common Ground/Panel Sessions

Track C: Alternatives to For-Profit Firm Logics

Session 225
Institutional logics, legitimacy, and embeddedness in profit and nonprofit organizations

Track D: Beyond Scholarship and Practice: Strategy’s Broader Responsibility

Joint Session 260
CSR Challenges

Track E: Competitive Strategy

Session 230
Multi-Market Competition and Mutual Forbearance
Session 264
Emerging Technologies and Industries

Track F: Corporate Strategy

Session 117
Issues and Answers for the Diversified Firm
Joint Session 145
Strategic Leadership and Corporate Strategy

Track G: Global Strategy

Session 127
Institutional Context

Track H: Strategy Process

Session 211
Cognition, Discourse and Innovation Dynamics within and across Organizations

Track I: Knowledge And Innovation

Session 101
Strategic Patenting
Session 137
Entrepreneurial Experience and Cognition: Implications for Venture Performance

Track J: Strategy Practice

Session 64
Strategic Renewal through Practical Engagement

Track K: Entrepreneurship and Strategy

Session 51
Academic entrepreneurship

Track L: Strategic Human Capital

Session 19
Motivating and Governing Human Capital

Track M: Stakeholder Strategy

Joint Session 260
CSR Challenges

Track N: Cooperative Strategies

Session 184
Multiple Lenses on the Determinants and Effectivenss of Contracts

Track O: Strategic Leadership and Governance

Joint Session 145
Strategic Leadership and Corporate Strategy
Session 214
Director Attributes, Director Actions and Director Effectiveness

Track P: Behavioral Strategy

Joint Session 70
CEO Characteristics: Microfoundations of Behavioral Strategy

Track X: Executive Discoveries Series

Joint Session 70
CEO Characteristics: Microfoundations of Behavioral Strategy
12:15 — 14:00
Award Lunch
14:15 — 15:30
Paper/Common Ground/Panel Sessions

Track E: Competitive Strategy

Joint Session 267
Healthcare Industry Dynamics, Relationships, and Activities

Track F: Corporate Strategy

Joint Session 58
Corporate VCs and spin-outs
Joint Session 116
Acquisitions - After the Deal
Joint Session 267
Healthcare Industry Dynamics, Relationships, and Activities

Track G: Global Strategy

Session 266
Offshoring

Track H: Strategy Process

Joint Session 275
External Interface Processes and their Consequences

Track I: Knowledge And Innovation

Session 198
Emerging Market Strategies
Session 206
Knowledge Replication, Transfer and Absorption

Track J: Strategy Practice

Session 65
Strategy Practice, Identity and Sensemaking

Track K: Entrepreneurship and Strategy

Joint Session 58
Corporate VCs and spin-outs
Session 120
Creativity, knowledge spill overs and a venture's legitimacy

Track L: Strategic Human Capital

Session 20
New Frontiers in Human Capital Research

Track M: Stakeholder Strategy

Session 44
What's New? Intersecting Stakeholders with Entrepreneurial Industries, Firms, and Organizational Forms

Track N: Cooperative Strategies

Session 185
Partner Selection, Committment, and Switching
Joint Session 275
External Interface Processes and their Consequences

Track O: Strategic Leadership and Governance

Session 146
Gender and Diversity in Strategic Leadership and Governance

Track P: Behavioral Strategy

Session 71
Upper Echelons and Individual Decision Makers
Session 75
Organizational identity

Track R: Research Methods

Session 237
Replication and verification

Track T: Excellence in Teaching

Session 2
Innovations in Strategy and Teaching

Track X: Executive Discoveries Series

Joint Session 116
Acquisitions - After the Deal
15:45 — 17:00
Paper/Common Ground/Panel Sessions

Track A: Search of Unifying Frameworks

Joint Session 93
Blending CSR, Non-Profit, Symbolic Management and Practitioner Focus Perspectives

Track C: Alternatives to For-Profit Firm Logics

Joint Session 46
Accidents, Disasters, and Stakeholder Demands
Joint Session 93
Blending CSR, Non-Profit, Symbolic Management and Practitioner Focus Perspectives
Session 226
Trust, loyalty, compassion: The role of resources in balancing multiple objectives

Track D: Beyond Scholarship and Practice: Strategy’s Broader Responsibility

Joint Session 265
Performance Effects of CSR and Non Market Strategy

Track E: Competitive Strategy

Session 269
Exploration, Exploitation, and Competition

Track F: Corporate Strategy

Session 110
Models of Corporate Strategies

Track G: Global Strategy

Session 130
International Diversification
Session 150
Location and Geography

Track I: Knowledge And Innovation

Joint Session 17
Human Capital and Entrepreneurship
Session 108
Open Innovation: Antecedents and Performance Effects
Joint Session 262
Pioneering Knowledge

Track J: Strategy Practice

Session 66
Building Nonmarket Strategic Capability

Track K: Entrepreneurship and Strategy

Joint Session 52
Entrepreneurial business models
Session 55
Entrepreneurship and cognitions

Track L: Strategic Human Capital

Joint Session 17
Human Capital and Entrepreneurship

Track M: Stakeholder Strategy

Joint Session 46
Accidents, Disasters, and Stakeholder Demands
Joint Session 265
Performance Effects of CSR and Non Market Strategy

Track N: Cooperative Strategies

Session 183
Alliance Termination and Survival

Track O: Strategic Leadership and Governance

Joint Session 219
A Tough Crowd: Critical Examinations by Owners and Stakeholders

Track P: Behavioral Strategy

Session 79
Cognition, Identity and Search

Track X: Executive Discoveries Series

Joint Session 52
Entrepreneurial business models
Joint Session 219
A Tough Crowd: Critical Examinations by Owners and Stakeholders
Joint Session 262
Pioneering Knowledge
17:00 — 17:30
Coffee Break
17:30 — 18:45
Paper/Common Ground/Panel Sessions

Track B: Linking Strategy Implementation to Organizational Change

Joint Session 165
Strategic Change: The Role of Cognition and Affect/Emotions

Track E: Competitive Strategy

Session 263
Developing a Value Creation Theory

Track F: Corporate Strategy

Session 114
The Interplay Between Financial Markets & Advisors and the Acquiring Firm
Joint Session 271
Spinouts

Track G: Global Strategy

Joint Session 208
Internationalization Strategies and Performance

Track H: Strategy Process

Joint Session 165
Strategic Change: The Role of Cognition and Affect/Emotions

Track I: Knowledge And Innovation

Joint Session 60
Blurring the Boundaries of Strategy Work
Session 202
Team Dynamics and Creativity
Joint Session 271
Spinouts

Track J: Strategy Practice

Joint Session 60
Blurring the Boundaries of Strategy Work

Track K: Entrepreneurship and Strategy

Session 57
Entrepreneurial teams
Session 99
Governance and entrepreneurial finance

Track L: Strategic Human Capital

Session 21
Revisiting Theory in Strategic Human Capital Research

Track M: Stakeholder Strategy

Session 90
Stakeholder Strategies in Emerging Markets

Track N: Cooperative Strategies

Session 180
Relational Dynamics in Alliances: Signals, Repairs, and Horizontal Partners
Session 182
Alliances: From Understanding Drivers of Performance to Value-Creation

Track O: Strategic Leadership and Governance

Joint Session 144
Board Structure: What Works Best?
Session 189
Antecedents and Consequences of CEO Incentives

Track P: Behavioral Strategy

Session 84
Competitors and Other External Forces

Track X: Executive Discoveries Series

Joint Session 144
Board Structure: What Works Best?
Joint Session 208
Internationalization Strategies and Performance
19:00 — 20:00
Closing Reception at Sheraton Downtown Denver Hotel


Strategic Management Society

Denver