Saturday, September 28, 2013

19:00 — 21:00
Welcome Reception

Sunday, September 29, 2013

08:00 — 09:15
Interest Group Sessions

Track E: Competitive Strategy

Joint Session 156
New Empirical Methods for Strategy Scholars

Track G: Global Strategy

Session 165
Replication in Global Strategy and Strategic Management Research

Track I: Knowledge And Innovation

Session 168
Transforming Business Decisions with Big Data

Track K: Entrepreneurship and Strategy

Session 162
Strategic Entrepreneurship

Track L: Strategic Human Capital

Session 250
What Is Human Capital, Really? Economic and Psychological Views of Our Key Construct

Track M: Stakeholder Strategy

Joint Session 172
Bringing Sustainability to Life in the Classroom

Track N: Cooperative Strategies

Joint Session 156
New Empirical Methods for Strategy Scholars

Track O: Strategic Leadership and Governance

Session 191
How Governance Mechanisms Influence Strategic Leadership and Decision-Making

Track P: Behavioral Strategy

Session 237
Forging a Behavioral Strategy Interest Group Identity: Multiple Views on a Shared Research Agenda

Track T: Excellence in Teaching

Joint Session 172
Bringing Sustainability to Life in the Classroom
09:15 — 09:45
AM Coffee Break
09:45 — 11:00
Interest Group Sessions

Track E: Competitive Strategy

Session 157
Strategies in the Digital Area: Competing through Platforms, Ecosystems, and Open Innovation

Track F: Corporate Strategy

Session 160
Leadership and Strategic Change

Track G: Global Strategy

Joint Session 166
Capability Building across Countries in MNCs

Track H: Strategy Process

Joint Session 166
Capability Building across Countries in MNCs

Track I: Knowledge And Innovation

Session 167
Ethics, Innovation and Responsibility

Track J: Strategy Practice

Session 235
Strategic Dynamics: Beyond Practice, Process, People in Fostering Impactful Learning and Teaching in Strategic Action

Track K: Entrepreneurship and Strategy

Session 164
Real Options and Entrepreneurship: What Questions Can We Ask?

Track L: Strategic Human Capital

Session 251
Where Are We Going Next in Strategic Human Capital Research?

Track N: Cooperative Strategies

Session 234
Learning to Manage Corporate Development Portfolios

Track O: Strategic Leadership and Governance

Session 192
Individuals and Teams at the Top of the Firm – Current and Emerging Topics

Track P: Behavioral Strategy

Session 238
Strategy As Arbitrage: A Behavioral Strategy Approach

Track T: Excellence in Teaching

Session 246
Mini-Workshop: On Teaching Implications: Reflections from Leading Editorial Boards
11:15 — 12:30
Interest Group Sessions

Track E: Competitive Strategy

Session 158
New Formats for Research in Strategy

Track F: Corporate Strategy

Session 159
Publishing Strategic Management Research

Track G: Global Strategy

Joint Session 163
Entrepreneurial Firms and MNCs: An Emerging Market Perspective

Track H: Strategy Process

Joint Session 174
International Alliance Management Processes
Joint Session 241
What's with the Board? Strategic Decision-Making Processes in the Boardroom

Track I: Knowledge And Innovation

Session 169
Foundations Session: A conversation with Linda Argote about Organizational Learning

Track J: Strategy Practice

Session 242
Delivering Strategic Impact: The Power of ABC Collaborations

Track K: Entrepreneurship and Strategy

Joint Session 163
Entrepreneurial Firms and MNCs: An Emerging Market Perspective

Track L: Strategic Human Capital

Session 252
Cutting Edge Insights from the Journal of Management Special Issue on Strategic Human Capital

Track M: Stakeholder Strategy

Session 195
National Competitive Advantage: Stakeholders, Strategy, and Sustainability

Track N: Cooperative Strategies

Joint Session 174
International Alliance Management Processes

Track O: Strategic Leadership and Governance

Joint Session 241
What's with the Board? Strategic Decision-Making Processes in the Boardroom

Track P: Behavioral Strategy

Session 239
Theoretical Perspectives in Behavioral Strategy

Track T: Excellence in Teaching

Session 248
Talking About a Revolution: Building a Community of Scholars to Revolutionize Our Teaching Experience
12:30 — 13:30
Lunch
13:45 — 14:45
Plenary: The Future of Strategy in a Transient Advantage World

Panelists

Rita Gunther McGrath, Columbia University

photo of Rita Gunther McGrath

Rita Gunther McGrath, a Professor at Columbia Business School, is regarded as one of the world’s top experts on strategy and innovation with particular emphasis on developing sound strategy in uncertain and volatile environments. Her ideas are widely used by leading organizations throughout the world, who describe her thinking as sometimes provocative, but unfailingly stimulating. She fosters a fresh approach to strategy amongst those with whom she works. Thinkers50 presented Rita with the #1 award for Strategy, the Distinguished Achievement Award, in 2013. She is also in their top ten global list of management thinkers overall. She has also been inducted into the Strategic Management Society “Fellows” in recognition of her impact on the field. She consistently appears in lists of the top professors to follow on Twitter. McGrath is the author of four books; the most recent being the best-selling The End of Competitive Advantage (Harvard Business Review Press), rated the #1 book of the year by Strategy+Business.

Ryan McManus, Accenture

photo of Ryan McManus

Ryan McManus is the Global Growth & Strategy Leader and COO of Accenture’s 1700 person, Strategy and Transformation Consulting Practice, where he is responsible for the development of new consulting businesses, market entry, investment management, thought leadership and operations. He has published a number of articles on global M&A, innovation, international market expansion and emerging market entry. Ryan earned an MBA from the University of Chicago Booth School of Business.

V. Ganapathy Subramanian, Infosys

photo of V. Ganapathy Subramanian

V. Ganapathy Subramanian heads the Strategy & Planning function at Infosys. In this role, he leads strategy development and deployment, corporate performance management and operations planning. At Infosys, he was instrumental in institutionalizing key strategic management processes including the setting up of the corporate performance management function. He has over fifteen years of experience in the areas of strategy, finance and consulting in industries spanning technology services, banking and insurance. V. Ganapathy Subramanian holds a post graduate degree in management and his professional areas of interest include management control systems and enterprise performance management.

Few observers dispute that economic change appears to be accelerating. Collapsing entry barriers, digitization and the advent of truly global competition in more sectors of the world’s economy have brought us to the point in which competitive advantages, even when they are achieved, have short lives. In this thought provoking panel, three experts will lay out their perspective of what strategy means when advantages are short-lived. Among the issues which will be addressed are how strategy should be created, how time compression changes decision-making and what new questions should be addressed. The panel reflects the views of the three major SMS constituencies – Rita Gunther McGrath from academia, V. Ganapathy Subramanian, head of strategy planning at Infosys for businesspeople and Ryan McManus of Accenture from consulting. (see full session details)

14:45 — 15:15
PM Coffee Break
15:15 — 16:30
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Joint Session 101
Environmental Capabilities and Performance

Track E: Competitive Strategy

Session 83
Long-Term Interactions & Competition

Track F: Corporate Strategy

Session 75
Managing the Boundaries of the Firm: Entry, Exchange, and Exit

Track G: Global Strategy

Session 125
Innovation and Global Strategy

Track H: Strategy Process

Session 206
Global Strategy Processes

Track I: Knowledge And Innovation

Joint Session 101
Environmental Capabilities and Performance
Session 128
Exploitation versus Exploration
Session 135
External Knowledge Sourcing and Innovation

Track J: Strategy Practice

Session 57
Micro Perspectives on Strategy: Substance and Theories

Track K: Entrepreneurship and Strategy

Session 19
Institutional Theory and Stategic Entrepreneurship

Track N: Cooperative Strategies

Session 9
Learning and Cooperation

Track O: Strategic Leadership and Governance

Session 225
Hard Day\'s Night: Government, Regulation, and Control

Track P: Behavioral Strategy

Session 207
Behavioral Foundations of Corporate & International Strategy
16:45 — 18:00
Interest Group Business Meetings

Track E: Competitive Strategy

Session 296
Competitive Strategy Business Meeting

Track F: Corporate Strategy

Session 297
Corporate Strategy Business Meeting

Track G: Global Strategy

Session 298
Global Strategy Business Meeting

Track H: Strategy Process

Session 299
Strategy Process Business Meeting

Track I: Knowledge And Innovation

Session 300
Knowledge and Innovation Business Meeting

Track J: Strategy Practice

Session 301
Strategy Practice Business Meeting

Track K: Entrepreneurship and Strategy

Session 302
Entrepreneurship and Strategy Business Meeting

Track L: Strategic Human Capital

Session 303
Strategic Human Capital Business Meeting

Track M: Stakeholder Strategy

Session 304
Stakeholder Strategy Business Meeting

Track N: Cooperative Strategies

Session 305
Cooperative Strategies Business Meeting

Track O: Strategic Leadership and Governance

Session 306
Strategic Leadership and Governance Business Meeting

Track P: Behavioral Strategy

Session 307
Behavioral Strategy Business Meeting

Track T: Excellence in Teaching

Session 308
Teaching Community Business Meeting
18:15 — 19:00
SMS Business Meeting

Monday, September 30, 2013

08:00 — 09:15
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Session 68
International and Emerging Economy Perspectives on Sustainability

Track E: Competitive Strategy

Session 85
Strategy, Competition & Profitability

Track F: Corporate Strategy

Session 71
Corporate Diversification and Firm Performance

Track G: Global Strategy

Session 184
Knowledge, Learning, and Resources in International Strategy
Session 211
Internationalization: Strategies for Entry and Exit

Track H: Strategy Process

Session 212
Strategic Processes within Networks and Structures

Track I: Knowledge And Innovation

Session 129
The Interplay between Exploration and Exploitation
Joint Session 139
Alliances and Innovation
Session 146
Resources Allocation and Innovation

Track J: Strategy Practice

Session 27
Change and Strategy Development
Joint Session 210
A Little Help from My Friends: Board Capital

Track K: Entrepreneurship and Strategy

Session 22
Innovation and Strategic Entrepreneurship

Track L: Strategic Human Capital

Session 93
Exploring Sources of Firm Specific Human Capital

Track M: Stakeholder Strategy

Session 187
As the Right Foot Follows the Left... Stakeholder Leadership and Organizational Change

Track N: Cooperative Strategies

Session 8
Contract Design, Trust, and Alliance Outcomes
Joint Session 139
Alliances and Innovation

Track O: Strategic Leadership and Governance

Session 48
Revolution: Ownership Structure and Its Implications
Joint Session 177
Politics and Monitoring
Joint Session 210
A Little Help from My Friends: Board Capital

Track P: Behavioral Strategy

Joint Session 177
Politics and Monitoring

Track T: Excellence in Teaching

Session 245
Designing & Delivering MBA Action Learning Projects
09:15 — 09:45
AM Coffee Break
09:45 — 11:00
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Session 67
Why (and Why Not) Firms Invest in Sustainability

Track C: Social Dimension

Session 110
CSR and Philanthropy

Track E: Competitive Strategy

Session 87
Competition in the Creative Industries
Session 91
Competition As a Dynamic Process: Exploring the Temporal Facet of Rivalry

Track F: Corporate Strategy

Session 74
Acquisition Experience, Innnovation, and Performance

Track G: Global Strategy

Session 183
Managing the Headquarter-Subsidiary Relationship

Track H: Strategy Process

Session 117
Strategic Adaptation

Track I: Knowledge And Innovation

Session 130
Antecedents and Outcomes of Exploration-Exploitation
Joint Session 138
Networks and Organizational Learning
Session 148
Business Models and Innovation

Track J: Strategy Practice

Session 32
Strategizing in Pluralistic Environments

Track K: Entrepreneurship and Strategy

Session 20
Informal Firms & BOP in Strategic Entrepreneurship
Session 23
Strategic Entrepreneurship from Different Perspectives

Track N: Cooperative Strategies

Session 14
Make-Buy-or-Ally Decisions and Vertical Relations
Joint Session 138
Networks and Organizational Learning

Track O: Strategic Leadership and Governance

Session 46
All You Need Is Love: The Relationship between the Board and the CEO
Session 50
Come Together: Board Composition and Changes

Track P: Behavioral Strategy

Session 180
Should We Learn from the Extremes

Track S: Special track

Special Session 236
SMS Emerging Scholar Presentation: The Shifting Landscape of Entrepreneurial Finance
11:15 — 12:00
Plenary: Lifetime Achievement Award

Panelists

Neville Isdell, Coca Cola Company

photo of Neville Isdell

Neville Isdell is the former chairman and CEO of The Coca-Cola Company where he worked for 43 years. He expanded on the company’s proud legacy of corporate responsibility by embedding sustainability throughout every facet of the organization and helping ensure its role as a community-connected twenty-first century enterprise. These efforts resulted in The Coca-Cola Company’s return to Fortune’s “World Most Admired Companies” list in 2006. In 2009, the company moved up to the #12 spot in the global ranking. A native of Ireland, Neville Isdell joined The Coca-Cola Company in 1966 in Zambia. In 1972, he became general manager of Coca-Cola Bottling of Johannesburg. In 1989, he was elected senior vice president of the company and appointed president of the Northeast Europe/Africa Group and led the company’s re-entry into new markets in India, the Middle East, Eastern Europe, and the former Soviet Union. From 1998 to 2000, Neville Isdell served as chairman and CEO of Coca-Cola Beverages Plc in Great Britain. He retired as vice chairman of Coca-Cola HBC in December 2001. In June 2004, Neville Isdell came out of retirement to lead The Coca-Cola Company as chairman and CEO. He serves on the boards of a number of NGOs, as well as chairs the Investment Climate Facility. He is Chairman of the World Wildlife Fund US. and a member of the WWF International Board of Trustees. He is also a recipient of the Clinton Global Citizen Award.

(see full session details)

12:00 — 12:45
Plenary: CK Prahalad Award

Panelists

Clayton Christensen, Harvard University

photo of Clayton Christensen

Clayton Christensen is the Kim B. Clark Professor of Business Administration at the Harvard Business School. He started four successful enterprises including Innosight, a consulting firm that uses his theories of innovation to help companies create new growth businesses. Besides advising major corporate executives, Clayton Christensen is the author of nine books and more than a hundred articles. He received his BA with honors in economics from Brigham Young University and an M.Phil. in applied econometrics from Oxford University, where he studied as a Rhodes Scholar. He received both an MBA with high distinction and a DBA from the Harvard Business School. Clayton Christensen was named a White House fellow and served as assistant to U.S. Transportation Secretaries Drew Lewis and Elizabeth Dole. He holds five honorary doctorates and an honorary chaired professorship at the Tsinghua University in Taiwan.

In this session, Clay Christensen will be discussing what he has learned over the last 20 years about how to develop a useful theory. Clay Christensen will describe how CK Prahalad's published work helped him create a model that can be useful for others in examining how the world works. (see full session details)

12:45 — 13:45
Lunch
14:00 — 15:15
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Session 69
Incentives, Control, and Resources to Achieve Sustainability

Track C: Social Dimension

Session 111
Social Dimension and Institutional Arrangements

Track E: Competitive Strategy

Session 84
Multimarket Competition
Session 230
Flexibility & Competition

Track F: Corporate Strategy

Session 72
Corporate Divestiture and Portfolio Restructuring

Track G: Global Strategy

Joint Session 122
Knowledge and Networks for Global Strategy

Track H: Strategy Process

Session 118
Organizational Learning Processes

Track I: Knowledge And Innovation

Joint Session 122
Knowledge and Networks for Global Strategy
Session 131
Knowledge Recombination and Innovation
Joint Session 140
Individuals, Decision-Making, and Innovation

Track K: Entrepreneurship and Strategy

Session 18
Venture Capital and the Entrepreneurial Firm
Session 24
How the Past Affects the Future in Strategic Entrepreneurship

Track L: Strategic Human Capital

Session 96
Creating High Performance Organizations: Lessons from the NBA

Track M: Stakeholder Strategy

Session 292
Models of Organizations: Stakeholders, Strategy, and Sustainability

Track N: Cooperative Strategies

Session 15
Networks, Clusters, and Agglomeration
Session 16
Formation, Evolution, and Performance of Alliances

Track O: Strategic Leadership and Governance

Session 55
I Feel Fine: CEOs and Risk-Taking
Joint Session 140
Individuals, Decision-Making, and Innovation

Track P: Behavioral Strategy

Session 179
Behavioral Theories of Enterpreneurial Success

Track T: Excellence in Teaching

Session 247
The Games People Play
16:30 — 17:00
PM Coffee Break
17:00 — 18:15
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Session 106
Sustainability and Strategy: Institutional Drivers and Performance Outcomes

Track C: Social Dimension

Session 112
Social Dimension and Organizational Context

Track D: General Track

Session 199
Measurement Issues and Methodological Concerns

Track E: Competitive Strategy

Session 86
Competitive Structures & Networks

Track F: Corporate Strategy

Joint Session 76
Managers and Corporate Strategy

Track G: Global Strategy

Session 123
Global Supply and Value Chains
Session 126
Managing Various International Risks

Track H: Strategy Process

Session 209
Capability Transfer and Reconfiguration Processes

Track I: Knowledge And Innovation

Joint Session 11
Exploration-Exploitation and Cooperation
Session 132
Knowledge Transfer and Replication
Session 147
Technical Change and Industrial Dynamics

Track J: Strategy Practice

Session 73
Strategy Embedded in Relational Practices

Track K: Entrepreneurship and Strategy

Session 25
Cognition and Learning in Strategic Entrepreneurship
Session 213
Funding of Entrepreneurial Ventures

Track L: Strategic Human Capital

Session 99
Exploring Human Capital Mobility

Track N: Cooperative Strategies

Joint Session 11
Exploration-Exploitation and Cooperation

Track O: Strategic Leadership and Governance

Session 47
Hey Jude: Top Management Teams
Joint Session 76
Managers and Corporate Strategy

Track P: Behavioral Strategy

Session 176
Imitate or Disrupt?

Track T: Excellence in Teaching

Session 249
Teaching Strategy
19:00 — 22:00
Monday Night Event

Tuesday, October 1, 2013

08:00 — 09:15
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Session 102
Building Sustainable Infrastructure

Track E: Competitive Strategy

Session 88
Merging Resources

Track F: Corporate Strategy

Session 81
Corporate Strategy: Competition and Growth

Track G: Global Strategy

Session 152
Managerial Perspectives on Global Strategy

Track H: Strategy Process

Session 120
Acquisition Processes
Joint Session 201
Dynamics Driven by Managerial Behavior
Joint Session 215
Post-Merger Integration

Track I: Knowledge And Innovation

Session 133
Adoption and Diffusion
Session 142
Patents and IPR
Session 149
Team Dynamics and Innovative Performance

Track J: Strategy Practice

Joint Session 215
Post-Merger Integration

Track K: Entrepreneurship and Strategy

Session 21
Behavioral Theory & Strategic Entrepreneurship
Session 224
Technology and Entrepreneurship

Track L: Strategic Human Capital

Session 218
Control and Cooperation

Track M: Stakeholder Strategy

Session 189
Variety in Firm-Stakeholder Relationships and Effects

Track N: Cooperative Strategies

Session 10
Cooperation and Innovation

Track O: Strategic Leadership and Governance

Session 45
Yellow Submarine: Director Characteristics

Track P: Behavioral Strategy

Joint Session 201
Dynamics Driven by Managerial Behavior

Track S: Special track

Special Session 232
SRF Doctoral Student Panel
09:15 — 09:45
AM Coffee Break
09:45 — 10:45
Plenary: Is Green Green?: Insights from Industry and Academia

Session Chair

Frank T. Rothaermel, Georgia Institute of Technology

photo of Frank T. Rothaermel

Frank T. Rothaermel is a professor of strategy at the Georgia Institute of Technology and an Alfred P. Sloan Industry Studies Fellow. He holds the Russell and Nancy McDonough Chair in Business and a National Science Foundation CAREER award. He has published over 25 articles in journals such as the Strategic Management Journal, Organization Science, Academy of Management Journal, and Academy of Management Review. He serves (or served) on the editorial boards of the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Organization Science, and Strategic Organization. Frank Rothaermel is also the author of a leading textbook—Strategic Management. Concepts & Cases—published by McGraw-Hill. He regularly translates his findings for Forbes, the MIT Sloan Management Review, Wall Street Journal, and elsewhere. Frank Rothaermel has received several recognitions including the Sloan Industry Studies Best Paper Award, the Academy of Management Newman Award, the Strategic Management Society Conference Best Paper Prize, the Israel Strategy Conference Best Paper Prize, and the DRUID Conference Best Paper Award.

Panelists

Stuart Hart, University of Vermont

photo of Stuart Hart

Stuart L. Hart is the Samuel C. Johnson Chair in Sustainable Global Enterprise and Professor of Management at Cornell University’s Johnson School of Management. He is also Founder and President of Enterprise for a Sustainable World. Before joining Cornell in 2003, he was the Hans Zulliger Distinguished Professor of Sustainable Enterprise and Professor of Strategic Management at the University of North Carolina’s Kenan-Flagler Business School, where he founded the Center for Sustainable Enterprise and the Base of the Pyramid Learning Laboratory. Stuart Hart is one of the world’s top authorities on the implications of environment and poverty for business strategy. In 1999, he was the recipient of the Faculty Pioneer Award from the World Resources Institute for his ground-breaking work in sustainable enterprise. He has served as consultant, advisor, or management educator for dozens of corporations and organizations including DuPont, S. C. Johnson, General Electric, Baxter Healthcare, Wal Mart, the World Economic Forum, and the Clinton Global Initiative.

Cynthia Kantor, GE Power and Water - Power Generation Services

photo of Cynthia Kantor

Cynthia Kantor is Chief Marketing Officer for GE’s Power Generation Services (PGS) business. She is responsible for all marketing-related activities, including developing and delivering a global marketing strategy to best position PGS in the marketplace. She also serves as the Operations Leader for GE’s Services Council, which creates and guides core service growth strategies across the General Electric Company. Cynthia Kantor has been with GE nearly 20 years, working across several businesses within the Company. She has held a variety of leadership roles in product management and risk management, and she has deep domain expertise in marketing, including strategic marketing, product marketing, business positioning and targeting. Prior to joining PGS in October 2012, she served as Chief Strategic Marketing Officer for GE Energy. She managed enterprise-wide strategic plan development, portfolio management, innovation and new business growth strategies. She holds a Bachelor of Science degree in mechanical engineering from the University of Michigan.

Edward Rogers, UPS

photo of Edward Rogers

Edward Rogers is a Director of Corporate Strategy for UPS. His responsibilities include global scenario planning, enterprise strategic planning, and sustainability strategy development. He served as a U.S. Air Force officer, then as an engineering management consultant with BDM and Coopers & Lybrand Consulting before joining UPS in 1994. With UPS he helped formulate an internal consulting group, a process reengineering team, and a program management group. In 1999 he became the Industrial Engineering Manager for the Gulf South district, where he led operational planning, productivity improvement, service quality enhancement, and technology support for that district’s $200 million annual business. In 2002 he joined the corporate strategy group to tackle a variety of special projects.
Edward Rogers earned his Bachelor of Industrial Engineering from the Georgia Institute of Technology, M.S. in Engineering Management from the University of Dayton, and Executive Masters in International Logistics also from Georgia Tech.

Addressing ecological challenges and societal needs using innovative strategies is providing significant sustainable business opportunities for leading companies and their customers. In this cutting-edge plenary, industry executives from GE and UPS, and a leading academic will discuss the question “is green green”? The plenary will demonstrate how these companies are putting new strategies into action to drive societal impact. Combining technological innovation with new business processes, GE is helping power producers achieve leaner, cleaner energy at the supply-side of energy. UPS is providing customers with “carbon neutral” shipping options and reducing its carbon footprint with positive NPV strategies of lower-emission alternative fuels vehicles, innovative technology such as telematics data fed through vehicle sensors, and optimized routing systems. (see full session details)

11:00 — 12:15
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Session 103
Dynamic Capabilities for Sustainability
Joint Session 190
Stakeholder Approaches to Capitalism: Toward Increasing Social and Economic Welfare

Track D: General Track

Session 221
The Sustainable Impact of Strategic Management: Should it Matter, to Whom, and Why?

Track E: Competitive Strategy

Session 90
Strategic Factor Markets

Track F: Corporate Strategy

Session 77
Resources, Capabilities, and Corporate Strategy

Track G: Global Strategy

Session 153
Strategies for Emerging and Developing Markets

Track H: Strategy Process

Joint Session 202
Cognitive Influences on Strategy Process

Track I: Knowledge And Innovation

Session 134
Capability Development
Session 143
Geography, Institutions, and Innovation
Joint Session 219
Human Capital and Innovation

Track J: Strategy Practice

Joint Session 208
Audiences and Categorization Effects in Behaviorial Strategy

Track K: Entrepreneurship and Strategy

Session 26
Dyanamic Capabilities & Strategic Entrepreneurship
Session 56
A Variety of Perspectives on Strategic Entrepreneurship

Track L: Strategic Human Capital

Joint Session 219
Human Capital and Innovation

Track M: Stakeholder Strategy

Joint Session 190
Stakeholder Approaches to Capitalism: Toward Increasing Social and Economic Welfare

Track N: Cooperative Strategies

Session 12
Informal Ties and Social Capital

Track O: Strategic Leadership and Governance

Session 49
Hello, Goodbye: CEO Transitions, Ascensions, Dismissals
Session 54
Got to Get You into My Life: Innovations and Adoptions

Track P: Behavioral Strategy

Joint Session 202
Cognitive Influences on Strategy Process
Joint Session 208
Audiences and Categorization Effects in Behaviorial Strategy

Track T: Excellence in Teaching

Session 293
How Executives Learn
12:15 — 14:00
Award Lunch
15:15 — 15:45
PM Coffee Break
15:45 — 17:00
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Session 104
Sustainability Behavior

Track C: Social Dimension

Session 109
CSR and Financial Performance

Track E: Competitive Strategy

Session 89
Modelling Competition

Track F: Corporate Strategy

Session 79
Managing the Corporate Portfolio

Track G: Global Strategy

Session 217
Diversification and Cross-Border Coordination

Track H: Strategy Process

Joint Session 203
Top, Middle, and Front Managers in Strategy Process

Track I: Knowledge And Innovation

Session 141
Intellectual Property Rights
Session 145
Innovation Process Studies

Track J: Strategy Practice

Session 222
Strategy Practitioners: Cognition, Sensemaking, and Activity

Track K: Entrepreneurship and Strategy

Session 36
International Topics & Strategic Entrepreneurship
Session 40
Qualitative Research & Strategic Entrepreneurship

Track L: Strategic Human Capital

Session 220
HR Practices and Strategic Human Capital

Track M: Stakeholder Strategy

Session 188
Yikes - What Now? Firm and Institutional Responses to Stakeholder Activism

Track N: Cooperative Strategies

Session 6
Coopetition and Innovation

Track O: Strategic Leadership and Governance

Session 51
Ticket to Ride: Ownership and Control
Joint Session 203
Top, Middle, and Front Managers in Strategy Process

Track P: Behavioral Strategy

Session 178
Influence of Performance Feedback on Risk Taking
Session 182
Corporate and Managerial Misbehavior
17:15 — 18:30
Paper/Common Ground/Panel Sessions

Track A&B: Sustainability and Competitive Advantage

Session 105
Sustaining Sustainability

Track D: General Track

Session 198
The Evolution of Strategic Management Research

Track E: Competitive Strategy

Session 229
Competition Calling

Track F: Corporate Strategy

Session 78
International Corporate Strategy

Track G: Global Strategy

Session 185
Strategies for Emerging Markets

Track H: Strategy Process

Session 116
Sustainable Adaptation in the 21st Century
Joint Session 204
Strategic Decision-Making

Track I: Knowledge And Innovation

Session 136
The Role of Knowledge Sources in Open Innovation
Joint Session 137
Networks at Different Levels and Innovation
Session 144
Human Capital and Learning

Track K: Entrepreneurship and Strategy

Joint Session 38
IPOs & Strategic Entrepreneurship

Track L: Strategic Human Capital

Session 98
How Human Capital Affects Performance

Track N: Cooperative Strategies

Session 43
Institutions and Cooperative Communities
Joint Session 137
Networks at Different Levels and Innovation

Track O: Strategic Leadership and Governance

Joint Session 38
IPOs & Strategic Entrepreneurship
Session 52
Help! Bad CEOs
Session 216
We Can Work It Out: TMT Decision Making

Track P: Behavioral Strategy

Session 181
How Does Decision Making Matter in Organizations?
Joint Session 204
Strategic Decision-Making

Track T: Excellence in Teaching

Session 223
Researchers Hooked on Teaching / Teachers Hooked on Research
19:00 — 20:00
Closing Reception


Strategic Management Society

Atlanta