Session 308
Strategy Beyond the Firm: Creating and Capturing Value from External Resources
Track Q |
Date: Monday, October 5, 2015 |
Track X |
Time: 15:15 – 16:15 |
Showcase Panel |
Room: Governor's Square 10 |
Session Chair:
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Benjamin Gomes-Casseres, Brandeis University
Ben Gomes-Casseres is Professor of International Business at Brandeis University, and author of the new book REMIX STRATEGY: THE THREE LAWS OF BUSINESS COMBINATIONS. He will frame the issues for the panel. His approach tries to present in a managerially useful form a set of core ideas in economics, law, organization science, and related fields. Ben Gomes-Casseres has written two previous books on the topic, and numerous research articles on alliance constellations, knowledge flows, joint ventures, and ownership policy in entry strategies. Previous to joining Brandeis, he taught at Harvard Business School. He earned a DBA at Harvard, MPA at Princeton, and BA at Brandeis.
Panelists:
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Jeffrey Goh, Star Alliance Services GmbH
Jeffrey Goh is Chief Operating Officer and General Counsel at Star Alliance Services GmbH. He will address how Star Alliance manages its constellation of partners. Prior Star Alliance, Goh worked at the International Air Transport Association and at a leading aviation law firm in London. He was a lecturer at the University of Sheffield, and has a doctorate in the principles and policies of regulating airline competition. Goh has published widely in the field of aviation law and regulation and was co-editor of Shawcross and Beaumont on Air Law, the leading publication in air law.
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Dovev Lavie, Technion-Israel Institute of Technology
Dovev Lavie is a Full Professor and Vice Dean of MBA Programs at the Faculty of Industrial Engineering and Management at the Technion. He earned his Ph.D. in Management at the Wharton School and served as an Assistant Professor at the University of Texas at Austin. He also held visiting positions at the London Business School and Bocconi University. Lavie is a Sloan Industry Studies Fellow, a recipient of the Strategic Management Society's Emerging Scholar Award, and winner of the INFORMS TMS Best Dissertation Award and the Academy of Management Newman Award. His research interests include the evolution and performance implications of alliance portfolios, the balancing of exploration and exploitation, and applications of resource-based theory in interconnected technology-intensive industries. His work has been published in leading journals, such as the Strategic Management Journal, Academy of Management Review, Academy of Management Journal, and Organization Science. Lavie is a Special Issue Editor of the Strategic Management Journal.
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Todd Martin, Campbell Soup Company
Todd Martin is the Director of Corporate Strategy at Campbell Soup Company and works on growth strategies in the US and Emerging Markets. He will address how Campbell Soup approaches deal-structuring decisions in entering emerging markets and developing innovative businesses in North America. As a member of Campbell’s Global Leadership Team, he leads Strategy and Business Development projects in US, China, India and innovation projects in Canada and the United States. He earned a BA in Economics from Northwestern University and an MBA from the University of Chicago.
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Laura Poppo, University of Kansas
Laura Poppo is the Edmund P. Learned Professorship in Business at the University of Kansas. She received her PhD from the Wharton School, University of Pennsylvania and has been on the faculty of Washington University and Virginia Tech. Her academic interests include empirical tests of transaction cost economics, knowledge-based perspectives, and social processes. Researched phenomenon focuses on outsourcing, alliances, vertical integration, contracting, trust, the multi-divisional corporation, including the context of doing business in China. Laura Poppo publishes primarily in management journals including Strategic Management Journal, Organization Science, Journal of International Business Studies, and Administrative Science Quarterly. She is currently on the editorial boards of Strategic Management, Journal, Organization Science, and Journal of Trust Research, and is a Senior Editor for Management and Organization Review and former Associate Editor of Journal of Management. She is also a representative at large in the Cooperative Strategy Interest Group for SMS.
Scholars have traditionally investigated separately several questions in recombinant strategy – how a firm bundles resources in internal organization, in strategic alliances, in acquisitions, and in other vehicles for corporate development. But research and practice show that several decisions cut across these questions. The panel will offer a unifying perspective on how firms can create and capture value by combining internal and external assets, through various mechanisms. We will focus on three questions: (1) how joint value is created in combinations; (2) how combinations are governed; and (3) how value is distributed among parties. The panel consists of a mix of scholars and executives and will forge a bridge from the best thinking of researchers to the best practices that managers seek. Its will develop insights from strategy research that are relevant for practice.
All Sessions in Track Q...
- Sun: 13:45 – 14:30
- Session 307: Lifetime Achievement Award Recipient
- Sun: 14:45 – 15:45
- Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation
- Mon: 09:45 – 11:00
- Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies
- Mon: 15:15 – 16:15
- Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
- Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
- Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
- Session 311: Theory Fragmentation in Strategic Management?
- Session 312: Climate Change: Why and How Should Strategic Management Care?
- Tue: 09:45 – 10:45
- Session 9: Whatever Happened to Theory in Strategic Management?
- Sun: 08:00 – 09:15
- Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
- Sun: 09:45 – 11:00
- Session 29: The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance
- Session 76: The evolution of the strategy as a profession and the field of strategy
- Sun: 11:15 – 12:30
- Session 12: Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
- Session 38: Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research
- Sun: 13:45 – 14:30
- Session 307: Lifetime Achievement Award Recipient
- Sun: 14:45 – 15:45
- Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation
- Sun: 16:15 – 17:30
- Session 61: The Institutional Level of Strategizing Activities
- Session 261: Knowledge Creation and Sharing in Virtual Communities
- Mon: 08:00 – 09:15
- Session 72: External Influences: Audiences and Media
- Session 126: Entry Mode & Cross-Border Acquisitions
- Session 140: New Perspectives on the Outside Director Selection Process
- Mon: 09:45 – 11:00
- Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies
- Mon: 11:15 – 12:30
- Session 149: Management and Coordination of Multinationals
- Session 220: Perspectives on CEO Compensation
- Mon: 13:45 – 15:00
- Session 16: Human Capital and Innovation
- Session 37: Political Ties: Knots or Bows?
- Session 63: Political and Material Aspects of Strategy Making
- Session 97: Accelerators, corporate VCs and new venture creation
- Session 258: Explainng CSR: External Factors
- Mon: 15:15 – 16:15
- Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
- Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
- Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
- Session 311: Theory Fragmentation in Strategic Management?
- Session 312: Climate Change: Why and How Should Strategic Management Care?
- Mon: 16:45 – 18:00
- Session 42: The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
- Session 112: Acquisitions - Before the Deal
- Tue: 08:00 – 09:15
- Session 309: Looking Good and Sounding Better: Impression Management by CEOs
- Tue: 09:45 – 10:45
- Session 9: Whatever Happened to Theory in Strategic Management?
- Tue: 11:00 – 12:15
- Session 70: CEO Characteristics: Microfoundations of Behavioral Strategy
- Tue: 14:15 – 15:30
- Session 116: Acquisitions - After the Deal
- Tue: 15:45 – 17:00
- Session 52: Entrepreneurial business models
- Session 219: A Tough Crowd: Critical Examinations by Owners and Stakeholders
- Session 262: Pioneering Knowledge
- Tue: 17:30 – 18:45
- Session 144: Board Structure: What Works Best?
- Session 208: Internationalization Strategies and Performance