Executive Discoveries Series: Linking Thoughtful Practice with Insightful Scholarship

The Executive Discoveries Series (EDS) aims to create a meaningful and impactful conversation between academics, 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 Berlin, 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.


The first theme of the EDS track focuses on innovation, learning, and markets for technology. This theme provides both a number of high-level insights into firms’ technology market strategies—such as positioning choices (specialist versus generalist), open innovation, allying with partners and competitors, multinational knowledge sourcing, and market exit—as well as more in-depth suggestions for the management of technology and innovation within firms—such as goal setting, staged investments, adaptive responses, trademark strategies, the influence of CEOs and individual employees on innovation, and learning from feedback (successes and failures)—all with a focus on predicting the likelihood of (breakthrough) innovation and firm growth.

Session 77: Technology Entrepreneurship and Innovation

Session 153: Knowledge Sourcing and Flows

Session 258: Learning from Feedback

Session 260: Exploration and Exploitation Through Alliances

Session 298: Market Dynamics in Technology Markets


The second theme of the EDS track presents a dialogue on business models with a particular focus on exploring the role of managers/entrepreneurs in designing, renewing, and adapting innovative business models that may disrupt entire industries. Sessions in this theme also discuss how corporations can successfully manage their external stakeholders, e.g., by engaging in corporate political activities and investing in corporate social responsibility.

Session 67: Competitive Advantage & Performance Persistence

Session 136: The Art & Science of (Disruptive) Business Model Design

Session 164: Relationships with and Management of Stakeholders

Session 199: Cognition and Corporate Misconduct

Session 288: Messing with the Model: Design, Renewal, and Reconfiguration of Business Models


The third theme of the EDS track focuses on the practice of strategizing and provides discussions of topics such as strategic decision making in turbulent environments, scenario planning, and resource allocation and redeployment in multi-business corporations.

Session 125: Resource Allocation Approaches

Session 199: Cognition and Corporate Misconduct

Session 243: Strategy Decision Making Under Uncertainty

Session 244: Technology in Strategy Practice and Research


The fourth theme of the EDS track discusses the influence of founder experience, gender bias, and new ventures’ engagements with (political) institutions on entrepreneurship and innovation.

Session 72: Entrepreneurship and Institutions

Session 74: Contextual Approaches to Entrepreneurship

Session 76: Gender Issues in Entrepreneurship

Session 77: Technology Entrepreneurship and Innovation

Session 189: Innova


The fifth theme of the EDS track focuses on intra- and interfirm labor markets, executive compensation, and the human capital inherent in top managers/entrepreneurs as well as top-management teams.

Session 112: Microfoundations of Strategic Human Capital

Session 116: Legal Mobility Barriers

Session 119: Top Managers as/and Human Capital

Session 208: Executive Compensation


In this EDS theme, the focus extends beyond organizational boundaries and looks at managerial challenges in strategic alliances and mergers & acquisitions s (M&A). One set of studies in this theme examines how firms may get better at performing these inorganic growth modes and how to improve organizational learning and developing capabilities. How to collaborate with competitors (i.e., coopetition) and to win in power plays is a second topic addressed by this theme.

Session 93: Alliance Management Function, Capabilities, and Learning

Session 97: Who’s in Charge? Power, Reciprocity and the Darkside of Embeddedness

Session 99: Competitive and Cooperative Dynamics

Session 121: Organizational Learning in Acquisitions

Session 157: Mergers and Acquisitions

Session 181: With or Without You

Session 260: Exploration and Exploitation through Alliances


The seventh theme of the EDS track focuses on industry transformation (among others in the mobility and energy sectors) and resulting organizational change under uncertainty. Studies in this theme also discuss (de)regulation, digitalization, and other drivers of business model and ecosystem changes, as well as the role both incumbent firms and new entrants may play in this context.

Session 168: From Contradictions to Paradoxes

Session 193: The Transformation of Mobility: Challenges for Firms and New Directions for Strategy Research

Session 194: Strategic Transformation in the German Energy Industry

Session 243: Strategy Decision Making Under Uncertainty

EDS Chairs

picture of Patricia Gorman
Patricia Gorman
Goff Strategic Leadership Center
picture of Markus Kreutzer
Markus Kreutzer
EBS University of Business and Law
picture of Jorge Walter
Jorge Walter
George Washington University