Sunday, March 9, 2014

09:00
Conference Registration Opens
09:30 — 16:30
Doctoral & Thesis Development Workshop

DTD Workshop: Doctoral & Thesis Development Workshop

Session 57
Doctoral & Thesis Development Workshop
09:30 — 11:00
Practitioner Session

PRACT: Practitioner Track

Special Session 48
The Roots of Talent and Creativity
09:30 — 11:00
Academic Development Workshop Session

AD Workshop: Academic Development Workshop

Session 55
Applied Research Methods in Network Analysis
11:00 — 11:30
Coffee Break
11:30 — 13:00
Practitioner Session

PRACT: Practitioner Track

Special Session 49
Seeding the Ventures
11:30 — 13:00
Academic Development Workshop Session

AD Workshop: Academic Development Workshop

Session 56
Methodological Advancements, Models and Software for Network Analysis
13:00 — 14:00
Lunch Break
14:00 — 15:30
Practitioner Session

PRACT: Practitioner Track

Special Session 50
Growing the Organization Venture and Branching across the Globe
14:00 — 15:30
Academic Development Workshop Session

AD Workshop: Academic Development Workshop

Session 54
Editors Panel: Do Management Journals Measure Up?
15:30 — 16:00
Coffee Break
18:00
Buses Depart for Evening Event
18:00 — 21:00
Welcome Reception & Panel

Monday, March 10, 2014

08:00
Conference Registration Opens
08:30 — 09:45
Parallel Paper Sessions

Track A: Coordination within Organizations

Session 9
Business Groups, Conglomerates, and Diversified Portfolios

Track B: Cooperation across Organizations

Session 19
Status and Reputation in Networks

Track C: Innovation and Entrepreneurial Organizations

Session 29
Venture Capitals & Investment in Ventures
Session 35
Organizational Environment & Innovation

Track D: Managing International Organizations

Session 2
International New Ventures
09:45 — 10:15
Coffee Break
10:15 — 11:30
Parallel Interactive Sessions

Track A: Coordination within Organizations

Session 6
Innovation Processes within Firms
Session 7
Corporate Adaptation and Performance

Track B: Cooperation across Organizations

Session 27
Diversification and Extending Firm Boundaries

Track C: Innovation and Entrepreneurial Organizations

Session 43
Strategic Management and Entrepreneurial Organizations
Session 45
Innovation
11:45 — 13:00
Keynote I

Panelists

Will Mitchell, University of Toronto

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.

Strategic management scholars have traditionally been marked by our willingness to tackle questions that involve complex causal processes that often do not generate neat methodological answers. Delving into issues such as the nature of competition within and across industries, sources and consequences of diversification, the causes and consequences of business reconfiguration, and the character of top management teams, the field has generated important insights about the nature of the business organization, factors that shape the way it acts or does not act, elements that influence multiple aspects of its performance, and the way that business actions and performance interact with broader elements of social performance. In parallel, strategic management scholars have developed research methods to explore and generate reliable answers to such complex questions, while also recognizing and respecting the boundary conditions to the generalizability of the answers from any one study. Over time, methodologies in the field have evolved to include qualitative research, larger scale archival and survey data, cross-sectional data at the industry, firm, and within-firm levels, longitudinal data and methods, experiments, multiple modelling techniques, and many other approaches. Most recently, econometric methods that seek reliability by identifying exogenous sources of variation have become increasingly popular. As each methodological advance has emerged, the field has faced the challenge of maintaining a balance between asking important questions and seeking reliable answers. Each methodological advance offers opportunities for greater reliability, with some risk of narrowing the range of questions that scholars are willing to address. Fortunately, strategic management scholars have traditionally avoided the temptation to fall into the trap of asking only questions that any given method can answer narrowly while, instead, continuing to push the boundaries of both questions and answers. This talk will address current debates about relevant methods in strategic management research. The core theme is that, rather than constrain our questions within the bounds of methodological preferences, we need to continue to seek methodological advances that generate as reliable as possible answers to important complex questions. Question-led research is central to our ability to remain meaningful as an intellectual discipline. (see full session details)

13:00 — 14:00
Lunch Break
14:15 — 15:30
Parallel Paper Sessions

Track A: Coordination within Organizations

Session 10
Process Perspectives on Strategic Change

Track B: Cooperation across Organizations

Session 20
Alliances and Interfirm Ties

Track C: Innovation and Entrepreneurial Organizations

Session 30
Corporate Strategies & Uncertain Enviroments
Session 36
Innovation Policy & Startups
Session 47
Business Model Innovation (BMI) and Competitive Advantage
15:30 — 16:00
Coffee Break
16:00 — 17:15
Parallel Paper Sessions

Track A: Coordination within Organizations

Session 14
Corporate Learning from Feedback

Track B: Cooperation across Organizations

Session 21
Ecosystems and Platform Markets

Track C: Innovation and Entrepreneurial Organizations

Session 31
Entrepreneurships, Institutions & Culture
Session 40
Crowdfunding

Track D: Managing International Organizations

Session 3
Managing International Organizations
17:45
Buses Depart for Evening Event
18:30 — 22:30
Dinner & Tour of Jerusalem

Tuesday, March 11, 2014

09:30
Conference Registration Opens
10:00 — 11:15
Parallel Paper Sessions

Track A: Coordination within Organizations

Session 11
Agency Theory and Transaction Cost Perspectives on Firm Performance
Session 16
Structures and Processes for Corporate Renewal

Track B: Cooperation across Organizations

Session 24
VC and CVC

Track C: Innovation and Entrepreneurial Organizations

Session 32
Strategic Human Capital
Session 41
Market Entry
11:15 — 11:45
Coffee Break
11:45 — 13:00
Parallel Interactive Sessions

Track A: Coordination within Organizations

Session 8
Organisation Structure and Design

Track B: Cooperation across Organizations

Session 26
Networks, Clusters and Meta-Organizations

Track C: Innovation and Entrepreneurial Organizations

Session 42
Entrepreneurship
Session 44
Business Model & Ventures
Session 46
Strategic Decisions & Entrepreneurship
13:00 — 14:00
Lunch Break
14:15 — 15:30
Parallel Paper Sessions

Track A: Coordination within Organizations

Session 13
Competitive Dynamics and Sustainability
Session 15
Resource Redeployment

Track B: Cooperation across Organizations

Session 25
Interfirm Dynamics and New Empirical Methods

Track C: Innovation and Entrepreneurial Organizations

Session 33
The Role of Entrepreneurs
Session 37
Entrepreneurial Skills & Cognition
15:30 — 16:00
Coffee Break
16:00 — 17:15
Parallel Paper Sessions

Track A: Coordination within Organizations

Session 12
Individual Roles and Networks within Organizations

Track B: Cooperation across Organizations

Session 22
Industries, Cities and Public Policy

Track C: Innovation and Entrepreneurial Organizations

Session 34
Markets for Technology
Session 38
Success & Performance in Entrepreneurship
Session 39
Incubators & Accelerators
17:30 — 18:45
Keynote II & Closing Session

Keynote Speaker

Edward Zajac, Northwestern University

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.

In this presentation, Ed Zajac will suggest that the time is ripe to reshape the conversation of governance away from the traditional emphasis on stability, oversight, and monitoring. He will suggest that businesses increasingly see innovative governance models as vehicles for driving new value creation opportunities -- privately, publicly, domestically, and globally. In particular, he will focus on entities such as blank-check companies, reverse mergers, and IPOs with strategically active owners and board members, and present theory and evidence on each that addresses the conditions under which these governance models can facilitate entrepreneurial performance. Ed Zajac will also address the pitfalls associated with such innovative governance models, and end with a call for increased attention to governance as a facilitator of entrepreneurial and corporate growth. (see full session details)

19:15
Buses Depart for Evening Event
19:45 — 22:30
Closing Dinner & Performing Arts Show


Strategic Management Society

Tel Aviv