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*** Apologies for cross-postings***
 
CALL FOR PAPERS ­ EURAM 2015
SIG: Strategic Management
17-20 June, Warsaw (Poland)
 
ST-13-03: Strategy Processes and Practices: developing and exploiting
competitive advantage for organizational performance in uncertain
environment
Organizers
Sébastien Picard, Toulsoue School of Management
Xavier Castañer, University of Lausane
Véronique Steyer, ISG Paris
 
Description
Strategic processes refer to the organizational processes related to the
formation and implementation of (business, corporate and geographical)
strategies, and the processes enabling firms to seize and deploy strategic
initiatives (acquisitions, alliances, divestitures, internal ventures, et
cetera) as well as the management of strategic issues associated with these
(Ansoff, 1980; De Clercq, Castañer, & Belausteguigoitia, 2011; Dutton,
Fahey, & Narayanan, 1983; Floyd & Wooldridge, 2000; Lechner & Floyd, 2012).
Strategy-as-practice, as a research stream, focuses on what people do
'inside' such organizational processes (Whittington, 2003) and seeks to
highlight the role of organizational actors in formulating and implementing
strategy (Felin, Foss, Heimeriks, & Madsen, 2012; Sirmon & Hitt, 2009; Vaara
& Whittington, 2012).
In the SPP track, we aims at bringing together these organizational and
people levels of analysis to advance our understanding of strategy in the
making, in the midst of environmental dynamics. In particular, we are
interested to extend and bridge the existing streams of research on strategy
within organizations by considering organizations as emerging from
processes. This would invite to rethink strategy as an ongoing
organizational flow in which development and implementation are intertwined
to achieve sustainable superior performance despite the fast-paced
institutional and competitive dynamics. Following the general topic of the
Euram 2015 conference, and as a few examples of potential interesting
topics, we hope to bring together scholars whose research investigates how
organizational actors create strategy as uncertain and ambiguous
environments unfold, how they strategize when facing a rapid obsolescence of
the resource base of their firm, how coordination and synchronization in
uncertain environment are obtained in the quest of organizational
effectiveness and questions the role of organizational, but also individual
identity, in creating sustainable superior performance in a global world.
The SPP track also aims at drawing on theoretical and methodological streams
novel to the study of strategy such as sociology, social psychology,
linguistics, and political science. For instance, discursive (Knights &
Morgan, 1991; Paroutis & Heracleous, 2013) and narrative (Barry & Elmes,
1997; Fenton & Langley, 2011) analyses have helped us to better understand
the role of language and communication in strategic decision-making and how
firms cope with environmental dynamics. Furthermore, consistent with Tsoukas
and Chia (2002) call to delve into organizational processes, methods such as
participant observation (Laine & Vaara, 2007), ethnography
(Samra-Fredericks, 2003; Watson, 2013), video ethnography (Liu & Maitlis,
2014) and discourse analysis (Kwon, Clarke, & Wodak, 2014; Mantere & Vaara,
2008), formerly rarely used in conventional strategy research, have been
fruitfully applied to open fertile research avenues by scholars interested
in the human foundations of strategic management. We believe that such
disciplines can enhance our theorizations about strategic processes.
Interested or curious? Please please visit the conference website
www.euram2015.org <http://www.euram2015.org/>
For more information on submission guidelines and practicalities, please
visit the conference website www.euram2015.org <http://www.euram2015.org/>
We hope to see you @EURAM in Warsaw!
 Cheers,
Sébastien, Xavier and Véronique



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