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This is a preliminary schedule. All times are subject to change.

Sunday, October 11, 2009

07:30 – 20:00
Conference Registration Open
10:00 – 11:30
Interest Group Session I
11:30 – 13:00
Lunch
13:00 – 14:30
Interest Group Session II
15:00 – 16:30
Interest Group Session III

Track E: Competitive Strategy

Session 258
Integrating Theories of Problem Formation

Track F: Corporate Strategy And Governance

Session 262
The Role of Government in M&A Activity

Track G: Global Strategy

Session 272
Location, Knowledge, and Competitive Dynamics: New Research Directions

Track H: Strategy Process

Session 263
Interactive Strategy Process Work-in-Progress Workshop

Track I: Knowledge And Innovation

Session 266
Integrating Theories of Problem Formation

Track J: The Practice Of Strategy

Session 269
Promising Research Directions Using a Practice Approach

Track K: Entrepreneurship And Strategy

Session 252
Key Issues and Emerging Questions in Entrepreneurial Strategy Research
16:30 – 17:30
Interest Group Meetings
17:30 – 18:30
Interest Group Officers Meeting
18:45 – 19:30
SMS Business Meeting
19:00 – 21:00
Opening Reception

Monday, October 12, 2009

08:30 – 09:00
Program Chair Welcome
09:00 – 10:00
Keynote Speaker: The Future of Globalization

Pankaj Ghemawat, IESE Business School at the University of Navarra

photo of Pankaj Ghemawat

Pankaj Ghemawat is the Anselmo Rubiralta Professor of Global Strategy at IESE Business School at the University of Navarra. Professor Ghemawat earned his A.B. degree in Applied Mathematics from Harvard College, where he was elected to Phi Beta Kappa, and his Ph.D in Business Economics from Harvard University. He then worked as a consultant at McKinsey & Company in London before joining the Harvard Business School (HBS) faculty in 1983. In 1991, he was appointed the youngest full professor in HBS’s history. He joined the IESE faculty in 2006. Pankaj Ghemawat’s current teaching and research focus on globalization and strategy. His “Regional Strategies for Global Leadership” received the McKinsey Award for the best article published in the Harvard Business Review (HBR) in 2005.

Much of the current discussion about the future of the global economy focuses on how long it will take to recover. It thereby misses out on the most fundamental lesson of the current crisis: that it pays to think of multiple possible futures, rather than just one. This keynote will provide an illustration of a reset instead of a recovery scenario as well as some broader propositions about how to think about the future(s) of globalization.

10:00 – 10:30
Coffee Break
10:30 – 11:30
Keynote Panel: Future of Strategy

Panelists

Yves Doz, INSEAD — Panelist

photo of Yves Doz

Yves Doz is the Solvay Chaired Professor at INSEAD and a Professor of Strategic Management. He has researched and published widely on the strategy and organisation of multinational companies. His books include The Multinational Mission, with C.K. Prahalad, From Global to Metanational, with Jose Santos and Peter Williamson, Fast Strategy, with Mikko Kosonen, and most recently Managing Global Innovation, with Keeley Wilson. He is a Fellow of the Academy of Management, of the Academy of International Business and of the Strategic Management Society.

CK Prahalad, University of Michigan — Panelist

photo of CK Prahalad

CK Prahalad was the Paul and Ruth McCracken Distinguished University Professor of Strategy, Ross School of Business, The University of Michigan. He graduated with a B.Sc. from Loyola College in 1960 and received his Doctor of Business Administration from Harvard Business School in 1975. CK Prahalad published numerous prize-winning books and articles, the most notable being "The Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profit." This publication had a significant influence on public policy in developing countries and strategies of both incumbent firms and entrepreneurial start-ups. His work reached across boundaries and expanded possibilities, impacting academics and corporate leaders alike. CK Prahalad was a SMS Fellow, as well as the recipient of the Faculty Pioneer Lifetime Achievement Award for contributions to social and environmental stewardship by the Aspen Institute.

Mark Spelman, Accenture — Panelist

photo of Mark Spelman

Mark Spelman is an international businessman with considerable knowledge and experience of the global energy and utility markets. He leads Accenture’s Global Strategy practice and runs the company’s global macro economic and political think-tank called the Accenture Institute for High Performance. He is responsible for the firm’s strategic relationship with the World Economic Forum (WEF); he is a regular participant and session leader at Davos and the WEF regional summits and a member of WEF’s Global Advisory Council on Strategic Foresight. At Accenture Mark Spelman has almost two decades of experience working at board level in senior management and business strategy positions. His client work over the past decade has centred on working with boards of major corporations on large-scale transformational change programmes across multiple business units and geographies. He is currently working with a number of multinationals and non for profit organisations on restructuring their global operating models. He is actively involved in Accenture's research programmes – current topics include globalisation, operating models, innovation and energy policy.

Each panelist will provide a brief introduction, each from a distinct perspective: strategy process, strategic agility, and the dynamics of strategy and adaptation (Yves Doz) and a perspective on global governance, public-private collaboration in addressing global issues, and the need for governance innovation (CK Prahalad). This will be followed by a dialogue among the three panelists and an open conversation with the audience.

11:45 – 12:45
Luncheon
12:45 – 14:00
Parallel Paper/Common Ground/Panel Sessions

Track A: Environmental Realities in an Uncertain World

Session 188
Market Pressure, Social Responsibility and Firm Performance

Track B: External Relationships in an Uncertain World

Session 123
The Configuration of Alliance Portfolios: Antecedents and Consequences

Track C: Internal Organization in an Uncertain World

Session 173
Proactive Strategies to Manage an Uncertain World
Session 181
Sustaining Innovation

Track E: Competitive Strategy

Session 159
Strategic Factor Markets: Antecedents, Consequences and Dynamics
Session 166
Competitive Strategy and the Business of Science

Track F: Corporate Strategy And Governance

Session 198
Perspectives on CEO Succession
Session 228
Business Groups, Alliances, and Contracts

Track G: Global Strategy

Session 138
Doing Business in China

Track H: Strategy Process

Session 155
Language, Emotion and Learning in Strategy Processes

Track I: Knowledge And Innovation

Session 201
50th Anniversary of Penrose's (1959) The Theory of the Growth of the Firm
Session 212
Technological Innovation

Track J: The Practice Of Strategy

Session 122
Strategizing in Uncertain Times

Track K: Entrepreneurship And Strategy

Session 102
Networks, Alliances and Entrepreneurship
Session 244
Entrepreneurship in Emerging and Transition Economies

Track T: Teaching Track

Special Session 237
Strategy in 2009: Are We Teaching the Right Stuff?
14:15 – 15:15
Plenary Panel: Operating Models for Competing in a Multi-Polar World

Panelists

Robert Thomas, Accenture — Session Chair

photo of Robert Thomas

Robert J. Thomas is Executive Director of the Accenture Institute for High Performance Business based in Boston, Massachusetts and the John R. Galvin Professor of Leadership at the Fletcher School of International Affairs at Tufts University. He writes, teaches and consults about leadership and transformational change. Robert J. Thomas has published articles on leadership and change in the Harvard Business Review, Harvard Management Update, the Wall Street Journal and BusinessWeek.com. His first major book, What Machines Can’t Do: Politics and Technology in the Industrial Enterprise, won the 1994 C. Wright Mills Award of the Society for the Study of Social Problems. He has been a featured speaker at dozens of corporate and NGO events, including those sponsored by the Harvard Business Review, MIT-Sloan School, Conference Board, Society for Human Resource Management, PBS, McGraw-Hill corporate learning, the Young Presidents Organization and NASA.

Srinivasa Addepalli, GlobalgGyan — Panelist

photo of Srinivasa Addepalli

Srinivasa Addepalli,Sr. VP - Corporate Strategy & Marketing, is responsible for strategy formulation and execution at Tata Communications, a leading global communications solutions provider. He manages all new strategic initiatives at Tata Communications, including growth plans, entry into new markets and mergers & acquisitions. Srinivasa is also responsible for Corporate Marketing and Communications at Tata Communications, including brand identity and media & analyst relations. He has considerable experience in developing strategies and business plans, particularly in the Indian and other emerging markets. His previous experience includes a business consulting stint with the Tata Strategic Management Group (TSMG), focusing on the telecom and media industries. Subsequently, Srinivasa joined the Tata Group Chairman's Office, with the responsibility for coordinating the various telecom activities within the Tata Group. Srinivasa Addepalli holds a Masters in Business Administration from the Indian Institute of Management (IIM), Ahmedabad, Asia's No. 1 business school. Earlier, he graduated with distinction in Electronics Engineering from the National Institute of Technology, Surat.

Stéphane Girod, IMD — Panelist

photo of Stéphane Girod

Stéphane Girod earned a Ph.D. in strategic management in 2008 and a Master of Science in management research in 2003 at the University of Oxford (Said Business School). His research interests lie in organizational design, organizational change, innovation, and strategic renewal in multinational enterprises. His doctoral dissertation explored the relationships between organizational restructuring, modular reconfigurations ("patching") and economic performance in American corporations between 1985 and 2004. At Accenture, he has led the global operating model research study with a particular emphasis on emerging-market multinationals. Stéphane Girod has published in Long Range Planning, the European Management Journal, Outlook and the International Journal of Retail and Distribution Management. He has also co-written several case studies (www.accenture.com/institute). He has lectured or given seminars at Bocconi University, Milan; BI School of Management, Oslo; Instituto de Empresa, Madrid; Indiana University, Bloomington; and Ecole Supérieure de Commerce de Toulouse.

Terry Kramer, Vodafone — Panelist

photo of Terry Kramer

Terry Kramer joined Vodafone in January 2005 as Chief of Staff to Vodafone’s Group CEO, and was appointed Group HR Director in 2006. In this role, Terry Kramer was responsible for implementing Vodafone’s People Strategy, advancing talent recruitment and development efforts in key areas including emerging markets and the internet, and the execution of global HR initiatives including pay for performance, development of online HR capabilities and the launch of Inspire, Vodafone’s program for developing its future leaders. In 2008, he was named Vodafone’s Group Strategy and Business Improvement Director. Key efforts included the update of Vodafone’s strategy which identified key mobile internet, mobile and fixed broadband and enterprise revenue growth initiatives as well as accelerated cost reduction. Terry Kramer is also responsible for Vodafone’s venture investing activities. He also leads the governance of Vodafone’s investment in Verizon Wireless and the coordination of Vodafone’s cooperative efforts with Verizon Wireless. Prior to joining Vodafone, Terry Kramer was Chief Executive Officer of Q Comm International, a publicly traded provider of transaction processing services for the telecommunications industry. Terry Kramer also worked for 12 years at PacTel/AirTouch Communications in a variety of roles including President AirTouch Paging, Vice President Human Resources-AirTouch Communications, Vice President Business Development-AirTouch Europe and Vice President & General Manager-AirTouch Cellular Southwest Market. He began his career in marketing at the Harris Corporation and was an Associate with Booz Allen & Hamilton, a management consulting firm. Terry Kramer holds an MBA from Harvard Business School and a BA in Economics from the University of California, Los Angeles.

Mark Spelman, Accenture — Panelist

photo of Mark Spelman

Mark Spelman is an international businessman with considerable knowledge and experience of the global energy and utility markets. He leads Accenture’s Global Strategy practice and runs the company’s global macro economic and political think-tank called the Accenture Institute for High Performance. He is responsible for the firm’s strategic relationship with the World Economic Forum (WEF); he is a regular participant and session leader at Davos and the WEF regional summits and a member of WEF’s Global Advisory Council on Strategic Foresight. At Accenture Mark Spelman has almost two decades of experience working at board level in senior management and business strategy positions. His client work over the past decade has centred on working with boards of major corporations on large-scale transformational change programmes across multiple business units and geographies. He is currently working with a number of multinationals and non for profit organisations on restructuring their global operating models. He is actively involved in Accenture's research programmes – current topics include globalisation, operating models, innovation and energy policy.

Emerging-market multinationals represent a growing strength in the world economy. They even shape a new phase of globalization, that Accenture calls the multi-polar world, because they challenge the economic dominance of triad-based multinationals. Yet, little is known about how emerging-market multinationals execute on their international strategy. To manage the high uncertainty of emerging markets, to be locally responsive in their developed-market operations, and to integrate their activities globally, they may use different organizational capabilities. They may have created new global operating models (organizational strategies) that may give them a competitive advantage over their developed-market peers. This panel will assess whether it is the case. It will present the conclusions of a primary research project which compares the global operating models of leading emerging-market multinationals and their developed-market peers in the telecommunications and the oil and gas industries. To enrich the presentation and stimulate a debate, two C-suite executives from two emerging-market multinationals will discuss their experience.

15:15– 15:45
Coffee Break
15:45 – 17:00
Parallel Paper/Common Ground/Panel Sessions

Track A: Environmental Realities in an Uncertain World

Session 187
Market Conditions and Firm Internationalization

Track B: External Relationships in an Uncertain World

Session 131
Managing External Relationships: Perception, Judgement and Action
Session 132
Uncertainty and the Leveraging of Relational Mechanisms in Alliances

Track C: Internal Organization in an Uncertain World

Session 174
The Effect of Environmental Conditions on Organizational Reconfiguration
Session 183
Managing Collective Emotions under Strategic Uncertainty

Track E: Competitive Strategy

Session 160
Emerging Strategies in Acquisition
Session 220
Contemporary Challenges to Organization Theory

Track F: Corporate Strategy And Governance

Session 229
Alliances and Corporate Strategy
Session 230
Ownership Determinants and Consequences

Track G: Global Strategy

Session 139
Offshoring & Outsourcing

Track H: Strategy Process

Session 149
Resource Allocation and Portfolio Management

Track I: Knowledge And Innovation

Session 218
Let the Knowledge Flow...
Session 223
Exploration and Novelty

Track K: Entrepreneurship And Strategy

Session 100
Founders, Founding Conditions and Human Capital
Session 249
Examining Entrepreneurial Phenomena at Multiple Levels

Track T: Teaching Track

Special Session 238
Ethics in the Strategy Classroom: A Multi-Cultural Perspective
17:15 – 18:30
Parallel Paper/Common Ground/Panel Sessions

Track A: Environmental Realities in an Uncertain World

Session 189
Risk Management in Uncertain Environments

Track B: External Relationships in an Uncertain World

Session 126
Getting It Right: Buyer-Supplier Relationships

Track C: Internal Organization in an Uncertain World

Session 175
The Influence of Uncertainty on Investment Behaviour of Firms
Session 185
New Forms and Governance Modes for Coping with Uncertainty

Track E: Competitive Strategy

Session 157
Managerial Cognition and Dynamic Capabilities at the Crossroads: Current Issues and Novel Strands of Development
Session 222
Challenging Traditional Notions of Competitive Strategies and Competitive Advantage

Track F: Corporate Strategy And Governance

Session 194
CEOs and Top Management Teams
Session 197
Diversity, Identity, and Corporate Governance
Session 233
Top Executives and Directors in Organizational Dynamics

Track G: Global Strategy

Session 142
Liability of Foreignness

Track H: Strategy Process

Session 153
Decision Making in Strategy Processes

Track I: Knowledge And Innovation

Session 209
Learning and Collaboration
Session 221
Innovation and Management Practice

Track K: Entrepreneurship And Strategy

Session 101
Opportunities & Founders
Session 248
Issues in Governance and Technology Commercialization in New Ventures

Track T: Teaching Track

Special Session 239
Evaluation: How to Assess Learning Outcomes in a Strategy Class
19:30 – 22:30
SMS Monday Night Event at the National Air & Space Museum - More Information

Tuesday, October 13, 2009

08:30 – 09:30
Plenary Panel: Innovation Agendas at General Electric

Panelists

Beth Comstock, GE — Chief Marketing Officer at General Electric

photo of Beth Comstock

Beth Comstock is Chief Marketing Officer and SVP of GE. She leads the company's organic growth and commercial innovation initiatives, and the sales, marketing and communications functions. She is responsible for the GE-wide business platforms ecomagination, devoted to reducing environmental impact with new technology, and healthymagination, focused on achieving sustainable health through innovation by lowering costs, improving quality and reaching more people. In 2003, she was named GE’s first Chief Marketing officer in more than 20 years and as such, helped reinvigorate marketing across the company, introducing ecomagination, Imagination Breakthrough innovations and the “imagination at work” brand campaign. Previously, Beth held a succession of publicity and promotions roles at GE, NBC, CBS and Turner Broadcasting. She began her career in local television production in Virginia.

Vijay Govindarajan, Dartmouth College — Dartmouth University

photo of Vijay Govindarajan

Vijay Govindarajan is widely regarded as one of the world¹s leading experts on strategy and innovation. He is the Earl C. Daum 1924 Professor of International Business at the Tuck School of Business at Dartmouth College. He was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE¹s CEO Jeff Immelt to write How GE Is Disrupting Itself, the Harvard Business Review article that pioneered the concept of reverse innovation, any innovation that is adopted first in the developing world. Harvard Business Review rated reverse innovation as one of the ten big ideas of the past decade. Vijay Govindarajan has worked with CEOs and top management teams in more than 25% of the Fortune 500 firms to discuss, challenge, and escalate their thinking about strategy.

There is a daunting new reality facing global corporations: The Future is Far From Home. Indeed, the next phase of globalization will be defined by the phenomenon of innovation happening first in poor but rapidly advancing nations like China and India. This challenge, connected and scalable localization, is easy to describe but difficult to execute. In fact, the very organizational best-practices that have made global corporations so successful actually get in the way. We are seeing that Local Growth Teams that operate much differently from the rest of GE are an essential element of the solution.

09:30 – 10:00
Coffee Break
10:00 – 11:15
Parallel Paper/Panel/Common Ground Sessions

Track A: Environmental Realities in an Uncertain World

Session 190
Building up Firm Capabilities for Unstable Environments

Track B: External Relationships in an Uncertain World

Session 124
License to Deal: Technology Licensing, Innovation, and Corporate Investment

Track C: Internal Organization in an Uncertain World

Session 176
The Influence of External Uncertainty on Capability Development

Track E: Competitive Strategy

Session 161
Demand-based Approaches to Strategy: The Role of Customers and Communities
Session 163
Resources and Capabilities to Strengthen Alliance Formation and Execution

Track F: Corporate Strategy And Governance

Session 199
Executive Compensation
Session 200
Social Psychological Perspectives of CEOs

Track G: Global Strategy

Session 140
Global Diversification and Firm Performance

Track H: Strategy Process

Session 156
Realizing Strategies Through Effective Processes

Track I: Knowledge And Innovation

Session 202
Microfoundations of Knowledge and Learning
Session 235
Regulating the Market for Ideas: The Role of Communities, Norms, and Networks

Track J: The Practice Of Strategy

Session 120
Strategic Tools and Methods

Track K: Entrepreneurship And Strategy

Session 107
Current Thoughts on Entrepreneurship in Emerging and Transition Economies
Session 111
Opportunties, Uncertainty & Innovation in Entrepreneurial Ventures

Track S: Special track

Session 236
Emerging Scholar Award: Research Presentation

Track T: Teaching Track

Special Session 240
Case Discussions: Maintaining the 'Right' Amount of Control
11:30 – 12:45
Parallel Paper/Panel/Common Ground Sessions

Track A: Environmental Realities in an Uncertain World

Session 191
The Role of Managers in Adapting to Uncertain Conditions

Track B: External Relationships in an Uncertain World

Session 127
Law and Order: Alliance Governance Decisions
Session 134
Organizational Design and Networking Strategies under Uncertainty

Track C: Internal Organization in an Uncertain World

Session 177
How to Make the Right Decisions During Uncertain Times?

Track D: General Track

Session 251
Risk and Behavior: Preferences, Strategies, and Choices

Track E: Competitive Strategy

Session 164
Competitive Strategy and Firm Performance
Session 165
Emerging Organizational Solutions for Exploration Strategies

Track F: Corporate Strategy And Governance

Session 195
Competitive Dynamics of Business Groups
Session 234
Constraints and Catalysts on Corporate Growth

Track G: Global Strategy

Session 145
Institutions and Governance in an Uncertain World

Track H: Strategy Process

Session 150
Dynamic Capabilities in Strategy Processes

Track I: Knowledge And Innovation

Session 203
Dynamic Capabilities
Session 224
Governing Knowledge

Track J: The Practice Of Strategy

Session 118
Path Dependency and Firm Growth

Track K: Entrepreneurship And Strategy

Session 106
Current Thoughts on Signaling and Venture Capital

Track T: Teaching Track

Special Session 241
Real Options: Teaching Strategy for Uncertain Environments
12:45 – 14:30
Awards Luncheon
14:30 – 15:45
Parallel Paper/Panel/Common Ground Sessions

Track B: External Relationships in an Uncertain World

Session 128
Is He The One? Partner Selection and Tie Formation
Session 133
The Dynamics of Interorganizational Networks and Their Performance Implications

Track C: Internal Organization in an Uncertain World

Session 178
Does the Past Predict Future Exploratory or Exploitative Innovative Behaviour?

Track E: Competitive Strategy

Session 158
Strategic Change and Dynamic Capabilities
Session 169
Unpacking Sources of Heterogeneity: Market Frictions, Firm Resources, Strategic Actions

Track F: Corporate Strategy And Governance

Session 226
Relatedness, Dominant Logics, and Other Diversification Logics
Session 231
Institutions and Agents

Track G: Global Strategy

Session 141
Entry Strategy & Location Choice
Session 143
Managing MNC Subsidiaries: Innovation, Control and Subsidiary Initiatives

Track H: Strategy Process

Session 152
Innovation and Learning in Strategy Processes

Track I: Knowledge And Innovation

Session 207
How Do Capabilities Develop?
Session 210
The Complex Roles of Experience

Track J: The Practice Of Strategy

Session 121
Perspectives on Consulting

Track K: Entrepreneurship And Strategy

Session 108
The Impact of Institutions, Regions and Countries on Entrepreneurial Ventures

Track T: Teaching Track

Special Session 242
Real World Projects: Why They are Better Than Case Studies
15:45 - 16:15
Coffee Break
16:15 – 17:30
Showcase Panels: Strategic Management Research at the Boundary of the Field

Michael A. Hitt, Texas A&M University and TCU — Panel Moderator

photo of Michael A. Hitt

Michael A. Hitt is a Distinguished Professor and holds the Joe B. Foster Chair in Business Leadership at Texas A&M University. He has authored or co-authored many journal articles published in leading journals such as the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Organization Science, Journal of Applied Psychology, among others. Mike Hitt is a Founding Editor of the SEJ, a former editor of the Academy of Management Journal, and former president of the Academy of Management. His involvement in the SMS runs deep with recently serving as the President of the SMS. He is a member of the SMS Fellows and is the former Deputy Dean of this organization. He has received awards from the American Society of Competitiveness for Outstanding Academic Contributions (1996) and Outstanding Intellectual Contributions (1999) to Competitiveness.

Richard Bettis, University of North Carolina-Chapel Hill — Panelist

photo of Richard Bettis

Rich Bettis is the Ellison Distinguished Professor of Business Administration at the Kenan-Flagler School of Business of the University of North Carolina. He has won the SMJ Dan and Mary Lou Schendel Best Paper prize and been elected to the Fellows of SMS. He has served on the Academy of Management Board and on the Strategic Management Society Board, where he also served a 3-year term as President. He has been a Consulting Editor of the Academy of Management Review, and an Associate Editor of Management Science. In 1995 he became an SMJ Associate Editor and in 2007 became an SMJ Co-Editor where his term will expire at the end of 2015.

Will Mitchell, University of Toronto — Panelist

photo of Will Mitchell

Will Mitchell is Professor of Business Administration in Strategy and the J. Rex Fuqua Professor of International Management at Duke University's Fuqua School of Business. He is a faculty associate of Duke’s Center for Entrepreneurship and Innovation, Health Sector Management Program, and Global Health Initiative. Will Mitchell teaches corporate strategy, business dynamics, and health sector strategy in the MBA, MMS, Ph.D., and Executive Education programs at Duke, as well as in partnership programs in Africa and elsewhere. He studies business dynamics, focusing on how businesses in developed and emerging markets change as the competitive environments change and, in turn, how the business changes contribute to ongoing corporate success or failure. Will Mitchell is a former SMS board member, a member of the SMS Fellows Group, a co-editor of SMJ, an editorial board member of several strategy-related journals in North America, Asia, and Europe, and a board member of Neuland Laboratories, Ltd.

Edward Zajac, Northwestern University — Panelist

photo of Edward Zajac

Ed Zajac is the James F. Beré Professor of Management and Organizations at the Kellogg School of Management, Northwestern University. He is an elected Fellow of both the Academy of Management and the Strategic Management Society. Ed Zajac's research, teaching, and consulting focuses on strategic change, alliances, and corporate governance. He has been recognized as one of the “most highly cited researchers” worldwide in the Institute of Scientific Information’s yearly list of highly cited researchers (representing less than one-half of one percent of all published researchers). This year he received the Distinguished Scholar Award from the Organization and Management Theory Division of the Academy of Management, and he was also recently awarded an honorary doctorate from the Free University of Berlin. He served for many years as Co-Editor of the Strategic Management Journal.

Strategic management research has undergone a renaissance in the last decade. The amount and quality of research in the field have increased dramatically. In particular the scholarly influence and the practical significance have enriched the impact of research on the field (academic and practice). This panel will explore new developments in research within the domain of strategic management. Panel members will examine specific streams of research to include such areas as corporate governance, international strategy with a special focus on emerging markets, adaptation as an implicit/explicit paradigm and entrepreneurial strategies, among others. A goal of the panel discussions will be to identify research questions that could potentially help to define the future boundaries of the field.

Showcase Panels: Ecosystem Innovation and Firm Capabilities

John Camillus, University of Pittsburgh — Panelist

photo of John Camillus

John C. Camillus has been on the faculty of the University of Pittsburgh's Joseph M. Katz Graduate School of Business since 1977. He has held the Donald R. Beall Endowed Chair in Strategic Management since 1991. In addition to teaching in the MBA and doctoral programs, Camillus has been extensively involved in designing and offering executive education programs for practicing managers in the United States, Europe, and Asia. Prior to joining the University of Pittsburgh, he was Professor of Management at the Indian Institute of Management, Ahmedabad. His research on strategic planning and management control has been funded by diverse organizations including the National Science Foundation, the Touche-Ross Foundation, the Copeland Fund, the Institute of Chartered Accountants of India, the American Productivity and Quality Center, the University Research Council and the National Energy Technology Laboratory. He has published extensively in professional journals, served on editorial boards, authored three books, and coauthored a fourth.

Bala Chakravarthy, IMD — Panelist

photo of Bala Chakravarthy

Bala Chakravarthy is Professor of Strategy and International Management and holds the Shell Chair in Sustainable Business Growth at IMD, Switzerland. Bala Chakravarthy’s research and teaching interests cover three related areas: strategy processes for sustainable business growth, corporate renewal, and leadership dilemmas. He has published four books, several case studies and numerous articles on these topics in top journals. He was a member of the Board of Directors of the Strategic Management Society (SMS) from 1999-2004. He is also an inaugural Fellow of the SMS.

Yves Doz, INSEAD — Panelist

photo of Yves Doz

Yves Doz is the Solvay Chaired Professor at INSEAD and a Professor of Strategic Management. He has researched and published widely on the strategy and organisation of multinational companies. His books include The Multinational Mission, with C.K. Prahalad, From Global to Metanational, with Jose Santos and Peter Williamson, Fast Strategy, with Mikko Kosonen, and most recently Managing Global Innovation, with Keeley Wilson. He is a Fellow of the Academy of Management, of the Academy of International Business and of the Strategic Management Society.

Companies in a number of industries, such as pharmaceuticals, medical devises, aerospace, information and communications, are increasingly using external networks to source and accelerate their innovation. While the underpinnings and success factors of ecosystem innovation are now well-known, the demands it places on a firm’s organizational capabilities are less well understood. In order to successfully manage ecosystem innovation, the firm needs a unique set of strategic, relational, and collaborative skills. The panel examines these desired capabilities from the perspective of three types of organizations: a small startup, a mid-sized industry challenger, and an established industry leader.

Showcase Panels: Strategic Renewal: What Do We Know? What Should We Know?

Steven Floyd, University of Massachusetts Amherst — Panelist

photo of Steven Floyd

Steven Floyd is the Isenberg Professor of Innovation and Entrepreneurship at the Isenberg School of Management, University of Massachusetts - Amherst. He has held positions as an endowed professor at the University of Virginia, a Chaired Professor and Director at the Institute of Management, University of St. Gallen, Switzerland, and the Robert A. Cizik Endowed Chair of Strategy, Technology and Manufacturing at the University of Connecticut. His research focuses on strategic decision making processes, corporate entrepreneurship and the middle management perspective on strategy process. Professor Floyd’s work has been published in the Strategic Management Journal, Academy of Management Review, Academy of Management Journal, Journal of Management, Journal of Management Studies, Journal of International Business Studies, Entrepreneurship: Theory and Practice, Organization Studies, and Journal of Organization Behavior among others. Steven Floyd is an Associate Editor of the Strategic Management Journal, was past General Editor of the Journal of Management Studies and serves on the editorial board of the Academy of Management Journal. He also serves as Treasurer of SMS and as a member of the SMS Executive Committee and Board of Directors.

Constance Helfat, Dartmouth College — Panelist

photo of Constance Helfat

Constance E. Helfat is the J. Brian Quinn Professor in Technology and Strategy at the Tuck School of Business at Dartmouth. Constance Helfat’s research focuses on firm capabilities, including capabilities for technological innovation and firm adaptation and change. She also has conducted research on corporate executives, including women executives. Constance Helfat has published widely in leading academic journals, and has written and edited three academic books. She is a Fellow of the Strategic Management Society, received the Distinguished Scholar Award from the Technology and Innovation Management Division of the Academy of Management, serves as Co-Editor of the Strategic Management Journal and Associate Editor of the Palgrave Encyclopedia of Strategic Management, and is on the editorial board of other academic journals. Constance Helfat received her undergraduate degree from the University of California-Berkeley and her Ph.D. from Yale University.

Christoph Lechner, University of St. Gallen — Panelist

photo of Christoph Lechner

Christoph Lechner is a Chaired Professor of Strategic Management at the University of St. Gallen. He is Director of its Institute of Management, Academic Director of its PhD Program in "Strategy & Management", and Head of its Excellence Initiative on "Responsible Corporate Competitiveness" (RoCC). He has written five books and published his research in outlets such as Academy of Management Journal, Journal of Management, Journal of Management Studies, Long Range Planning, MIT Sloan Management Review, Wall Street Journal, Harvard Business Manager, among others. He is member of the Editorial Boards of the Strategic Management Journal, Journal of Management Studies, Long Range Planning, and Journal of Strategy & Management. Co-authored papers won the 2005 SMS Best Conference Paper Prize and the 2006 Sumantra Ghoshal Research and Practice Award at the Academy of Management. He has led executive education program for leading companies in the US, Europe and Asia, and is a member of the board of directors of two public listed firms in Europe.

Margaret Peteraf, Dartmouth College — Panelist

photo of Margaret Peteraf

Professor Margaret Peteraf is the Leon E. Williams Professor of Management at the Tuck School of Business at Dartmouth. She received a Ph.D. in industrial organization economics from Yale University and has served on the faculties of the Kellogg School of Management at Northwestern as well as the Carlson School of Management at the University of Minnesota. Her research focuses primarily on three topical areas: the resource based view, dynamic capabilities, and strategic groups. She is a Fellow of both the Academy of Management and the Strategic Management Society. She has been active in the governance of both organizations, having been elected to both Boards of Governors and having served as the Division Chair of the Academy’s Business Policy and Strategy Division.

Henk Volberda, Erasmus University Rotterdam — Panelist

photo of Henk Volberda

Henk W. Volberda is a professor of strategic management and business policy at the Department of Strategic Management and Entrepreneurship, Rotterdam School of Management, Erasmus University (RSM). His work on strategic renewal, coevolution and new organizational forms has led to an extensive number of published articles in academic journals including the Academy of Management Journal, Management Science, Decision Support Systems, European Business Forum, European Management Journal, European Management Review, Global Strategic Management, International Journal of Disclosure and Governance, International Studies of Management & Organization, Journal of Management Studies, Journal of Product Innovation Management,Long Range Planning, Management Science, Omega, Organization Development Journal, Organization Studies and Organization Science, Strategic Management Journal and Technology Analysis & Strategic Management. He is the author of “Building the Flexible Firm: How to Remain Competitive” (Oxford University Press 1998) and “De Flexibele Onderneming: Strategieen voor Succesvol Concurreren” (Kluwer 2004) both of which received wide acclaim. A book he co-wrote with Tom Elfring, Rethinking Strategy (Sage, 2001), was awarded the ERIM Best Book Award. His latest book is entitled Strategic Management: Competitiveness and Globalization and was published in April 2011 and is used as Strategy textbook in many European top business schools. He recently wrote "Innovation 3.0" that is already in its second edition.

Research on strategic renewal has strongly enriched the discipline of strategic management by its focus on cognitive and behavioral processes underlying the adaption of corporations over time. How organizations produce, alter and discard patterns of decisions and actions is at the forefront of attention. Strategic renewal deals with the activities of firms in altering their path dependence. Studying strategic renewal is important in order to meet today’s demands of a dynamic and uncertain world. Environmental pressures to reactively overcome rigidities/inertia and to pro-actively shape uncertain environments are likely to increase in importance.

Showcase Panels: The Future of Corporate Portfolio Management

Dieter Heuskel, The Boston Consulting Group GmbH — Moderator

photo of Dieter Heuskel

Dieter Heuskel studied economics at Bonn University, where he also received his PhD. From 1976 to 1979 he was a consultant for public and private development projects in West Africa. In 1980 he joined The Boston Consulting Group, co-founding BCG's Duesseldorf office in 1982. Since 1998, Dieter Heuskel has been a member of BCG's worldwide Executive Committee, and from 1998 to 2006 he was head of the German, Austrian, and Greek Management Team. Since 2007 he has been Chairman of BCG Germany. Dieter Heuskel's client work has focused on strategy and corporate development in a wide range of industries, including steel, telecommunications, and energy. He has dedicated particular attention to the development of multi-business corporations and to the strategic concepts of business migration, value chain architectures, and deconstruction.

Michael Mirow, Siemens / TU Berlin — Panelist

photo of Michael Mirow

Michael Mirow has been a member of the Supervisory Board of Siemens AG from 2007-2009, currently works as senior advisor and consultant and has board seats in young high tech and private equity companies. He spent most of is professional career in many different businesses and functions at Siemens AG, prior to his retirement from Siemens in 2002 he served as Senior Vice President Corporate Strategies. In his last position he shaped the corporate strategy and was instrumental in designing and executing the important moves to improve and focus the portfolio of Siemens AG over the past 10 years. Michael Mirow currently teaches and has been awarded a honorary professorship for Strategic Management at the Technical University of Berlin and is also a visiting professor at the University of Innsbruck/Austria. His many publications cover topics in Strategic Management, Innovation, Globalization, Shareholder Value and Corporate Governance. Born in Rio de Janeiro/Brazil, Michael Mirow holds a degree in industrial engineering from the Technical University of Darmstadt/Germany and earned his PHD in Systems Theory at the Johann Wolfgang Goethe University of Frankfurt/Germany.

Michael Nippa, Free University of Bozen-Bolzano — Panelist

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.

Harald Rubner, Boston Consulting Group — Panelist

photo of Harald Rubner

Harald Rubner is a Senior Partner and Managing Director in the Cologne office of The Boston Consulting Group. He is a member of the worldwide utility practice and the corporate development practice. He has done major research work on deconstruction of the value chain including basic architectures and their performance in different environments. In 2008, Harald Rubner was nominated as a Boston Consulting Group “Fellow”. In his research he focuses on various topics of Corporate Portfolio Management.

Although scholarly debated and called into question, Corporate Portfolio Management (CPM) is a strategic management concept that has not lost any practical relevance over the last forty years. Especially in the recent turbulent months, many corporations have rediscovered their portfolios as instruments to manage uncertainty. Apparently, academic research has not always kept up with the realities and needs of managing multi-business firms. This session will review the development of academic thinking in this field and compare it with the results of a broad survey of CPM practices among major public and private companies worldwide. In the panel discussion, leading global experts from industry and academia will discuss the relevance of CPM today and new challenges that uncover the limits of existing instruments. Our objective is to highlight areas of future research and senior management initiatives to revitalize CPM as an effective instrument for strategic decision making.

18:30 – 19:30
Cocktail Reception: Sponsored by University of Maryland- More Information
19:30 –
Evening on Your Own

Wednesday, October 14, 2009

08:00 – 09:30
Plenary Panel: Meltdown of the Financial System

Panelists

Michael G. Jacobides, London Business School — Session Chair

photo of Michael G. Jacobides

Michael Jacobides holds the Sir Donald Gordon Chair of Entrepreneurship & Innovation at the London Business School, where he is Associate Professor of Strategy. He has held visiting appointments at Wharton, Harvard Business School, NYU- Stern, has visited Bocconi, U. of Paris and Singapore Management University, and teaches in Columbia for the LBS/Columbia EMBA-Global. He has served on the Global Agenda Council of the World Economic Forum on the Financial System and the Future of Investments, and is a Visiting Scholar with the New York Fed, focusing on changing business models in Financial Services. He studied in Athens, Cambridge, Stanford and Wharton, where he obtained his PhD.

Sidney Winter, University of Pennsylvania — Session Chair

photo of Sidney Winter

Sidney G. Winter is the Deloitte and Touche Professor of Management, Emeritus, at The Wharton School of the University of Pennsylvania. During his career he has held regular or visiting appointments at seven universities, served on the staffs of the U.S. General Accounting Office, the RAND Corporation and the U.S. Council of Economic Advisers, been a consultant for various governmental and non-profit organizations, and appeared as an expert witness in antitrust and other litigation. With Richard Nelson, he co-authored An Evolutionary Theory of Economic Change (1982). His recent research focus has been on the study of management problems from the viewpoint of evolutionary economics. He is an elected fellow of the Econometric Society and of the American Association for the Advancement of Science. Sidney Winter is a graduate of Swarthmore College, and received his doctorate in economics from Yale University. He is also a member of the SMS Fellows.

Carliss Baldwin, Harvard University — Panelist

photo of Carliss Baldwin

Carliss Y. Baldwin is William L. White Professor of Business Administration at the Harvard Business School. She studies the the design architecture and its impact on the structure of industries over time. She is the co-author of Design Rules: The Power of Modularity, the first of a projected two volumes. Recent papers include “Where do transactions come from? Modularity, transactions and the boundaries of firms,” (Industrial and Corporate Change, 2008), “Exploring the structure of complex software designs,” (with A. MacCormack and J. Rusnak, Management Science, 2006), and “How user innovations become commercial products,” (with C. Hienerth and E. von Hippel, Research Policy, 2006). Baldwin received a bachelor's degree from MIT in 1972, and MBA and DBA degrees from Harvard Business School.

Douglas Duncan, Fannie Mae — Panelist

photo of Douglas Duncan

Douglas G. Duncan is Fannie Mae’s vice president and chief economist. He is responsible for managing Fannie Mae’s Economics & Mortgage Market Analysis Group. In this leadership role, he provides all economic, housing, and mortgage market forecasts and analyses and serves as the company’s thought leader internally and with external constituent groups. Reporting directly to the senior vice president of Business Strategy, Duncan is an important source of information and commentary on the external business and economic environment, and is a key spokesperson on the economy, housing, and mortgage markets. Douglas G. Duncan received his Ph. D. in Agricultural Economics from Texas A&M University and his B.S. and M.S. in Agricultural Economics from North Dakota State University.

Takis Georgakopoulos, JP Morgan Chase — Panelist

photo of Takis Georgakopoulos

Takis Georgakopoulos is the Managing Director of Corporate Strategy at JP Morgan. Prior to joining JP Morgan, he was a Partner at McKinsey's New York Financial Institutions Group, serving several of the largest universal and investment banks. He holds a PhD from Technical University of Athens and an MA in Mathematics of Finance from Columbia University.

Alice Rivlin, Brookings Institution — Panelist

photo of Alice Rivlin

Alice M. Rivlin is a Senior Fellow in the Economic Studies Program at the Brookings Institution and a Visiting Professor in the Public Policy Institute at Georgetown University. She was the founding Director of the Congressional Budget Office, served as Director of the Office of Management and Budget in the first Clinton Administration, and as Vice Chair of the Board of Governors of the Federal Reserve. She is a former president of the American Economic Association and winner of a MacArthur Prize Fellowship. Her Ph.D in economics is from Radcliffe College (Harvard University) and she has taught at Harvard, George Mason and the New School University. She is a regular commentator on Nightly Business Report and a member of the Board of NYSE Euronext.

The near collapse of the financial sector, and the subsequent recession that ensued, has been remarkable on many fronts- including the fact that we neither expected it, nor did we have much intelligent to say about it as business academics. But we should learn from this crisis, and consider how we should update our theories and prescriptions moving ahead. This plenary panel brings together senior industry figures, a regulator, and academics who have worked in economics, finance and strategy, to consider what led to this mess. We will look at the changes in the architecture of the financial services sector that went largely undetected and discuss what lies ahead- both in terms of our actions, and in terms of our perspectives on the world as strategy scholars.

09:30 – 10:00
Coffee Break
10:00 – 11:15
Parallel Paper/Panel/Common Ground Sessions

Track A: Environmental Realities in an Uncertain World

Session 247
Managing Innovation in Uncertain Environments

Track B: External Relationships in an Uncertain World

Session 129
Putting Things in Context: Competition and Network Dynamics

Track C: Internal Organization in an Uncertain World

Session 179
Environmental Dynamism and Firm Behavior
Session 182
Cognitive Processs under Uncertainty

Track E: Competitive Strategy

Session 216
Industry Evolution and Resource Architecture
Session 217
Designing Organizations to Sustain Performance

Track F: Corporate Strategy And Governance

Session 227
Corporate Strategy & Diversification
Session 232
Stakeholders in the Corporate Governance Equation

Track G: Global Strategy

Session 146
Global Knowledge Search

Track H: Strategy Process

Session 154
Key Actors in Strategy Processes

Track I: Knowledge And Innovation

Session 211
Knowledge Transfer
Session 215
Knowledge-Based Strategic Interaction

Track J: The Practice Of Strategy

Session 119
A Strategy as Practice Agenda

Track K: Entrepreneurship And Strategy

Session 105
Current Research on Serial Entrepreneurs and Market Makers
Session 112
The Impacts of Diversification on Entrepreneurial Ventures
11:30 - 12:45
Parallel Paper/Panel/Common Ground Sessions

Track A: Environmental Realities in an Uncertain World

Session 246
Strategic Responses to Turbulent Environmental Conditions

Track B: External Relationships in an Uncertain World

Session 130
Alliances, Knowledge Transfer, and Performance
Session 135
The Good, the Bad and the Not so Bad: Enhancing Performance by Discerning External Relationships

Track C: Internal Organization in an Uncertain World

Session 180
The Dynamics of Top Management Team in Achieving Long Term Performance
Session 184
Value Creation Under Uncertainty

Track E: Competitive Strategy

Session 214
Managerial Capabilities and the Microfoundations of Strategy

Track F: Corporate Strategy And Governance

Session 196
Behavioral Perspectives on Boards of Directors
Session 225
Acquisitions and Corporate Strategy

Track G: Global Strategy

Session 147
Internationalizing the Firm: Institutions, Emerging Markets and Performance Considerations

Track H: Strategy Process

Session 151
Cognitive Approaches to Strategy Processes

Track I: Knowledge And Innovation

Session 213
The Human Factor in Knowledge and Innovation
Session 219
Ambidexterity

Track J: The Practice Of Strategy

Session 117
Exploring Firm Performance

Track K: Entrepreneurship And Strategy

Session 104
Employees Mobility and Corporate Entrepreneurship
Session 109
Current Research on Uncertainty and Entrepreneurship


Strategic Management Society

Washington DC