*** Apologies for cross-postings***
CALL FOR PAPERS
European Academy of Management Conference
ST_13-05: Micro-foundations of strategy, dynamic capabilities, knowledge, and ambidexterity
SIG: Strategic Management
17-20 June, Warsaw (Poland)
We would like to invite ENT scholars to submit their manuscript to the standing track 'Micro-foundations of strategy, dynamic capabilities, knowledge, and ambidexterity' at the European Academy of Management conference. This newly established track invites colleagues to submit their work to discuss recent developments on micro-foundations in particular areas of strategy (such as strategic decision-making, strategic issue selling), dynamic capabilities (in relation to entrepreneurship, innovation and organizational learning) and the balance between internal knowledge accumulation and external knowledge absorption. Please read the track description below, and feel free to get in touch in case of questions.
ORGANISERS
Rob J. G. Jansen, Tilburg University, r.j.g.jansen@tilburguniversity.edu
Lolita Jurksiene, Kaunas Univesity of Technology, lolita.jurksiene@ktu.it
Asta Pundzienė, Kaunas University of Technology, asta.pundziene@ktu.lt
Mait Rungi, Tallinn University of Technology, mait.rungi@ttu.ee
Valeria Stulova, Tallinn University of Technology, valeria.stulova@gmail.com
Ioannis C. Thanos, University of Glasgow, Ioannis.thanos@glasgow.ac.uk
Selected papers will be considered for publication in the special issue from Baltic Journal of Management: "New applications of the dynamic capabilities framework".For more information about the special issue please visit http://www.emeraldgrouppublishing.com/products/journals/journals.htm?id=bjm#news
DESCRIPTION
The topic aims to bring together colleagues interested in recent approaches to the understanding of how firms deal with their environment to achieve (temporary) competitive advantage. This topic aims to investigate how the following approaches inhibit or contribute to this advantage or other outcomes:
1. Micro-foundations of strategy: How micro-foundations of strategy shape, mediate between, and explain aggregate strategy phenomena (strategic decision-making, strategic consensus seeking)
- individual-level heterogeneity when explaining firm performance;
- addressing macro-constructs (e.g. routines) in terms of individual actor's behaviours;
- explaining how the links between macro variables are mediated by micro-mechanisms related to behaviours (e.g. strategic consensus-seeking, issue-selling);
- understanding how strategic dynamics may be rooted in individual characteristics and behaviours (e.g. strategic decision-making, strategy process).
2. Dynamic capabilities: Dynamic capabilities provide an overarching framework for understanding the relationship between corporate entrepreneurship, innovation management, organisational learning, change management, and more to explain enterprise performance. The topics should provide empirical support for propositions about the nature of dynamic capabilities and their impact on enterprise performance. Examples include: how an enterprise scans its business environment and acquires new knowledge; how an enterprise recognises and selects new opportunities; how ordinary capabilities support dynamic capabilities; how a dynamic capability can be strengthened; and how business model innovation is organized and aligned with strategy.
3. Knowledge strategy: Balancing between internal knowledge accumulation and external knowledge absorption.
Is learning embedded into strategic goals of organizations and how much does the new knowledge influence strategic choices? How the balance between internal and external knowledge sourcing is achieved? How is the use of outside information balanced by development of internally generated ideas? What are the mechanisms of knowledge processing within a firm? What is the role of absorptive capacity for external knowledge sources? How can the knowledge inflow or creation be adequately measured and how can we capture the influences on organizational performance? Are there time limits to knowledge use? What is the role of employee initiative and cooperation between employees for fulfilment of strategic goals? How do firms adapt to environmental changes? How can a company keep up with fast-passed environment (can a continuing development mind-set be developed)? How do all of the above influence organizational performance?
We are interested in submissions that explore the interconnections between levels of analysis and combinations of the approaches above.
Interested or curious? Please visit https://sites.google.com/site/jansenrjgcom/euram2015 for the more detailed topic description.
For more information on submission guidelines and practicalities, please visit the conference website www.euram2015.org
We hope to see you @EURAM in Warsaw!
Best regards,
Organisers
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