Session 312

Climate Change: Why and How Should Strategic Management Care?

Track Q

Date: Monday, October 5, 2015

Track X

Time: 15:15 – 16:15

Showcase Panel

Room: Governor's Square 14


Session Co-Chairs:

  • Michael Nippa, Free University of Bozen-Bolzano

    photo of Michael Nippa

    Michael Nippa is a Full Professor of Strategic Leadership and International Management at the Faculty of Economics and Management at the Free University of Bozen. From 1982 until 1996 he was co-founder and managing director of a management consulting firm specialized in strategy-led reorganization and reengineering. Until 2014 he held a Chair of Management, Leadership, and Human Resources at the Technische Universität Bergakademie Freiberg. He has spent research sabbatical leaves at the Marshall School of Business (USC), at the Australian Graduate School of Management (UNSW), and at the Lee Kong Chian School of Business (SMU). His predominantly interdisciplinary research addresses strategic management issues in the fields of international management, corporate portfolio management, corporate governance, innovation management, social acceptance of technologies, organizational design, leadership and motivation. Recent work has been published in journals and periodicals such as Academy of Management Perspectives, Advances in International Management, International Journal of Management Reviews, Journal of World Business, Management and Organization Review, or Journal of Business Ethics.


  • Ulrich Pidun, Boston Consulting Group

    photo of Ulrich Pidun

    Ulrich Pidun is a director at The Boston Consulting Group (BCG) in Frankfurt, Germany, and global topic leader for corporate strategy. He advises large international companies on their corporate-level strategy, governance and organization. In addition to his work at BCG, Ulrich Pidun serves as honorary professor for corporate strategy at Technical University of Berlin, Germany. His research interest is in corporate-level strategy, portfolio management, corporate organization and risk management. He studied chemistry and mathematics in Marburg and London and holds a PhD in theoretical chemistry from Marburg University, Germany, and a master of business administration from INSEAD, Fontainebleau, France.


  • Dodo zu Knyphausen-Aufsess, Technical University of Berlin

    photo of Dodo zu Knyphausen-Aufsess

    Dodo zu Knyphausen-Aufsess is a professor of Strategic Leadership and Global Management at Technische Universität Berlin. Before he joined TU Berlin in late 2008, he served as a chair professor at the universities of Jena (1994-1999) and Bamberg (1999-2008) and as an endowment professor at the University of Heidelberg (all universities in Germany). He received a degree as “Diplomkaufmann”, his doctoral degree and his “Habilitation” degree at the University of Munich in 1985, 1988 and 1994, respectively. He has served as a dean of the Faculty of Economics and Management at TU Berlin from 2011-2013 and as the vice president and president of the German Academic Association of Business Research (VHB) from 2011-2014. His and his chair’s research focuses on stakeholder influence on strategic decisions, mergers & acquisitions, diversification, top management teams and, most recently, on the strategic management of cities.


Panelists:

Building on conceptual work that highlights the specific characteristics and dimensions of climate change as a global challenge panelists will highlight important aspects at the intersection of climate change and strategic leadership as well as possible directions for future research and knowledge generation. The panel is not about facts and figures of climate change as a real phenomenon rather than a broader discussion on why and how strategic management may approach and deal with such global challenges. Are our established theories, frameworks, and methodologies still appropriate? Is CSR the answer to the problem? How can we deal with conflicting interests and ethics? How can we implement these issues in strategic management teaching? The panel is designed to offer a platform for discussion among participants and links this year’s SMS annual conference in Denver with next year’s conference in Berlin that will put a special emphasis on “Strategies that Move the World”.

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?

All Sessions in Track X...

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


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