SMS

Executive Discoveries Series: Linking Thoughtful Practice with Insightful Scholarship

The Executive Discoveries Series (EDS) intends to create a meaningful and impactful conversation between academics and business practitioners and consultants. The EDS Track consists of paper and common ground sessions as well as panel discussions that feature cutting-edge research coupled with provocative ideas that challenge conventional managerial wisdom and provide exposure for executives to new academic insights that can help advance their strategic insights and skills. For the SMS Annual Conference Houston, after close collaboration with the leadership teams of the SMS Interest Groups, we have identified sessions that cover a range of current managerial challenges. Below you will find an easy to navigate, virtual, EDS Track that runs through the conference program. These sessions are grouped into nine themes.

EDS Chairs

picture of Patricia Gorman
Patricia Gorman
Ohio State University
picture of Markus Kreutzer
Markus Kreutzer
EBS University of Business and Law
picture of Jorge Walter
Jorge Walter
George Washington University

THEME 1: CO-CREATION, PLATFORMS, AND COOPETITION

The first theme of the EDS track focuses on ecosystems, platform-based business models, and co-creating value with competitors, with a specific focus on the sharing economy. Papers in this theme study the processes and practices underlying ecosystems’ emergence and dynamic changes over time, the influence of modularization and sub-communities, and the integration of varied participants’ resources and capabilities, as well as their links to ecosystem effectiveness. Moreover, Airbnb, Blablacar, Uber, and other sharing-economy firms are analyzed to better understand potential ways of building trust and legitimizing their offerings and to identify those business model characteristics that are related to higher performance outcomes.

511: Platforms, Networks, and Ecosystems

583: Strategy in the Sharing Economy

639: Coopetition and Innovation

653: Bridging Knowledge Boundaries: New Organizational Forms

675: Resources and Capabilities

692: Platforms and Networks

THEME 2: CHANGE AND INCUMBENTS’ ADAPTATION STRATEGIES

The second EDS theme focuses on incumbents and their change and adaption strategies in times of uncertainty, market and technological change, or disruptive innovation. Studies in diverse settings, from the music to the fintech industry, building on different study designs (ethnography, qualitative, and quantitative designs) examine the processes and roles of dynamic capabilities, ambidexterity, and replication strategies.

623: Managing Technological Change

630: Change and Adaptation in Knowledge and Innovation Management

676: Market Feedback

678: Risk Taking

683: The Exploration-Exploitation Dilemma

690: Implications of Industry Change

THEME 3: CEOS & TOP MANAGEMENT TEAMS

This theme studies top executives responsible for making strategic decisions in organizations. One focus within this theme lies on CEO quality and how executive remuneration could be linked to value creation. Another focus lies on gender diversity and female directors’ particularities and influence on venture failure or corporate social performance.

515: Top Management and Strategy Making

567: Corporate Strategy, Leadership and Governance

590: Compensation: Antecedents and Outcomes of Incentivizing Human Capital Resources

611: Family Firms

657: Stranger in a Strange Land

661: Evaluating Upper Echelon Quality

THEME 4: OPPORTUNITIES AND COSTS OF ENTREPRENEURSHIP IN DIFFERENT INSTITUTIONAL ENVIRONMENTS

This theme studies entrepreneurship and innovation strategies with a focus on failure, its associated costs, and its potential to trigger organizational learning, with an emphasis on the institutional setting in which entrepreneurial and innovative activities unfold. In addition, the new venture emergence process and its consequences for technology commercialization choices is studied.

584: Commercialization

599: Failure in the Entrepreneurial Context

603: Institutions and Entrepreneurship

620: Patent Strategy in Knowledge and Innovation Management

THEME 5: M&A AND RESTRUCTURING STRATEGIES

This theme focuses on understanding Mergers and Acquisitions (M&A) and restructuring. The studies that are part of this theme examine the consequences of prior experience on M&A outcomes, how M&A are used to develop and (re)deploy resources and capabilities over time, the particularities of cross-border M&A, and whether and how family firms differ from non-family firms with respect to corporate strategies and outcomes.

538: Family Firms and Corporate Strategy

545: Making M&As Work

551: The Good, The Bad, and The Ugly of Cross-Border Acquisitions

THEME 6: STRATEGIZING IN THE FACE OF ADVERSITY: SENSE-MAKING, MANAGERIAL ATTENTION, AND IMPRESSION MANAGEMENT

This theme explores how managers engage in strategy formulation and implementation amidst an organizational crisis by examining the different forums managers use for strategizing, how they make sense of their internal and external environments—including their affective reactions to organizational crises as well as their awareness of emerging competitors—and how they manage public impressions of their firms after negative news.

647: Strategic Sense-Making

648: Strategizing

677: Impression Management

701: Attention and Awareness

THEME 7: NON-MARKET AND POLITICAL STRATEGIES

This theme focuses on nonmarket and political strategies in the U.S. and other developed (Europe) and developing countries (Nigeria). Studies in this theme examine both the determinants of non-market and political strategies as well as their consequences for top management and firm performance. Studies also examine the interaction between market and nonmarket strategies—e.g., the use of nonmarket strategies as competitive and uncertainty-reducing strategies—and their consequences on firm performance and social welfare.

535: Nonmarket and Political Strategies

574: Corporate Political Activities: Antecedents and Consequences

THEME 8: MNC: ORGANIZING WITHIN AND COMPETITION BETWEEN

This theme focuses on multinational corporations (MNC) with an equal emphasis on their internal and external organization. Studies examining MNCs’ internal organization present new findings related to headquarters’ parenting modes, subsidiary autonomy, and subsidiary mandates. Studies analyzing MNCs’ external organization provide new insights on the determinants and outcomes of firms’ internationalization strategies, aggregation and disaggregation of global supply and value chains, on- and offshoring decisions, and global location choices, as well as the role of institutions on firms’ international strategies.

550: The “How” Of International Business Strategy: Timing, Process, and History

553: The Joys and Challenges of Parenthood: Subsidiary Management

557: Organizing Global Operations

558: The Role of Institutions in Global Strategy

THEME 9: LABOR MARKETS

Theme 9 focuses on intra- and interfirm labor markets. Studies in this theme examine the benefits and costs of hiring from within and outside the firm, the effects of job mobility and mobility constraints, as well as the determinants of post-merger turnover among top management and professional knowledge workers.

588: Strategic Human Capital Mobility and Turnover: Good or Bad? Discuss.

592: Labor Markets: Where and How do Firms Get Strategic Human Capital Resources?