Session 8

Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies

Track Q

Date: Monday, October 5, 2015

Track X

Time: 09:45 – 11:00

Plenary Panel

Room: Plaza Ballroom


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:

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.

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


Strategic Management Society

Denver