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Saturday, September 28, 2013
- 19:00 — 21:00
Sunday, September 29, 2013
- 08:00 — 09:15
Track E: Competitive Strategy
- Joint Session 156
- New Empirical Methods for Strategy Scholars
Track G: Global Strategy
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
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
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
- 09:45 — 11:00
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
Track K: Entrepreneurship and Strategy
Track L: Strategic Human Capital
Track N: Cooperative Strategies
Track O: Strategic Leadership and Governance
Track P: Behavioral Strategy
Track T: Excellence in Teaching
- 11:15 — 12:30
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
Track J: Strategy Practice
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
Track N: Cooperative Strategies
- Joint Session 174
- International Alliance Management Processes
Track O: Strategic Leadership and Governance
Track P: Behavioral Strategy
- Session 239
- Theoretical Perspectives in Behavioral Strategy
Track T: Excellence in Teaching
- 12:30 — 13:30
- 13:45 — 14:45
Panelists
Rita Gunther McGrath, Columbia University
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
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
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
- 15:15 — 16:30
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
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
Track K: Entrepreneurship and Strategy
Track N: Cooperative Strategies
- Session 9
- Learning and Cooperation
Track O: Strategic Leadership and Governance
Track P: Behavioral Strategy
- 16:45 — 18:00
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
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
Monday, September 30, 2013
- 08:00 — 09:15
Track A&B: Sustainability and Competitive Advantage
Track E: Competitive Strategy
- Session 85
- Strategy, Competition & Profitability
Track F: Corporate Strategy
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
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
Track M: Stakeholder Strategy
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
- 09:15 — 09:45
- 09:45 — 11:00
Track A&B: Sustainability and Competitive Advantage
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
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
- 11:15 — 12:00
Panelists
Neville Isdell, Coca Cola Company
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.
- 12:00 — 12:45
Panelists
Clayton Christensen, Harvard University
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
- 14:00 — 15:15
Track A&B: Sustainability and Competitive Advantage
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
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
Track M: Stakeholder Strategy
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
- 15:30 — 16:30
Track Q: Plenary Track
- Session 60
- What Can We Do with Business Models: The Sustainability of Firms and the Community?
- Session 63
- Maintaining the Legitimacy, Differentiation, and Mobilization of Strategic Management
- Session 66
- A Conversation with the Editors of the SMS Journals about the Future of Research and Publication in our Field
- Session 240
- Has Sustainability Earned a Permanent Place on the Strategic Agenda?
- 16:30 — 17:00
- 17:00 — 18:15
Track A&B: Sustainability and Competitive Advantage
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
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
Tuesday, October 1, 2013
- 08:00 — 09:15
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
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
- 09:45 — 10:45
Session Chair
Frank T. Rothaermel, Georgia Institute of Technology
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
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
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
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
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
Track E: Competitive Strategy
- Session 90
- Strategic Factor Markets
Track F: 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
- 14:15 — 15:15
Track Q: Plenary Track
- 15:15 — 15:45
- 15:45 — 17:00
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
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
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
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
- 19:00 — 20:00