Sunday, November 6, 2011

09:30 — 10:45
Interest Group Sessions

Track E: Competitive Strategy

Session 316
Make, Buy and/or Ally? Concurrent Sourcing

Track F: Corporate Strategy And Governance

Session 152
Writing Workshop for Doctoral Students and Junior Faculty

Track G: Global Strategy

Session 323
Institutions and Global Strategy

Track H: Strategy Process

Joint Session 325
Strategy Process and Practice Research in Perspective and Future Directions

Track I: Knowledge And Innovation

Session 328
Knowledge Foundations: The Ideas of Sidney Winter

Track J: Strategy Practice

Joint Session 325
Strategy Process and Practice Research in Perspective and Future Directions

Track K: Entrepreneurship And Strategy

Session 333
Paper Development Workshop

Track L: Strategic Human Capital

Session 315
Building the Strategic Human Capital Agenda: The Perspective of Practice

Track M: Stakeholder Strategy

Session 158
Manuscript Development Workshop

Track T: Teaching Track

Session 234
Case Discussions: Maintaining the “Right” Amount of Control- Part 1
11:15 — 12:30
Interest Group Sessions

Track E: Competitive Strategy

Session 317
Crossing Theoretical Boundaries

Track F: Corporate Strategy And Governance

Session 319
Corporate Strategy: Emerging Perspectives

Track G: Global Strategy

Session 322
Multinationality and Performance

Track H: Strategy Process

Session 326
Systems Perspective to Strategy Process Research

Track I: Knowledge And Innovation

Joint Session 329
Open Innovation: How CERN Bridges Global Institutions

Track J: Strategy Practice

Joint Session 329
Open Innovation: How CERN Bridges Global Institutions

Track K: Entrepreneurship And Strategy

Session 334
Business Model Innovation And Competitive Advantage

Track L: Strategic Human Capital

Session 314
Building the Strategic Human Capital Agenda: Methodological and Theoretical Concerns

Track M: Stakeholder Strategy

Session 337
GOLDEN for Sustainability Program

Track T: Teaching Track

Session 339
Case Discussions: Maintaining the “Right” Amount of Control - Part 2
12:30 — 13:45
Luncheon
13:45 — 15:00
Interest Group Sessions

Track E: Competitive Strategy

Session 318
Disruptive Questions for Competitive Strategy

Track F: Corporate Strategy And Governance

Session 320
Corporate governance: The influences of stakeholders and behavioral biases

Track G: Global Strategy

Session 321
Bringing High Level Theory into Pedogogy

Track H: Strategy Process

Session 327
Strategy Process, Acquistion Process and Activity Sequences

Track I: Knowledge And Innovation

Session 330
The Architecture of Openness: What the Changing Face of Mobile Telco can Teach Us about Knowledge, Innovation and Strategy

Track J: Strategy Practice

Session 332
Strategizing Across Cultural Boundaries

Track K: Entrepreneurship And Strategy

Session 335
Business Model Innovation: The Practitioner Perspective

Track L: Strategic Human Capital

Session 336
Rent Appropriation: Who gets How Much and Why?

Track M: Stakeholder Strategy

Session 338
Town Hall Meeting

Track P: Plenary Track

Joint Session 299
The Global World and How Business Schools Need to Address It

Track T: Teaching Track

Joint Session 299
The Global World and How Business Schools Need to Address It
15:15 — 16:15
IG Business Meetings
16:45 — 17:00
Program Chair Welcome
17:00 — 18:30
Plenary I

Moderator

Aya Chacar, Florida International University

photo of Aya Chacar

Aya Chacar is the Kauffman Associate Professor of Management and International Business at Florida International University. Previously she was an Assistant Professor at the London Business School, and has had visiting appointments at Ohio State University, the University of Utah and Balamand University. Aya Chacar earned her PhD from UCLA and completed her MBA from Rensselaer Polytechnic Institute, and her engineering studies at the University of Saint Joseph. Her research on the drivers of value creation and value appropriation has been published in leading outlets including the Strategic Management Journal, the Journal of International Business Studies, the Journal of Management Studies, Advances in Strategic Management, and Managerial and Decision Economics. This research has been done in the context of Major League Baseball, the pharmaceutical industry, investment banking, and emerging markets and has won numerous accolades including Best Paper Award from the Academy of Management’s International Management division. Aya Chacar teaches in various executive and graduate programs and has taught in various company programs including Baxter, Cues, Novartis, and Sara Lee and has received the Best Course Award.

Jose de la Torre, Florida International University

photo of Jose de la Torre

José de la Torre is Professor Emertitus at Florida International University where he held the J.K. Batten Eminent Scholar Chair in Strategy and was the Founding Dean of the Alvah H. Chapman Graduate School of Business from July 2002 until December 2007. Previously he served as Professor of International Business Strategy at UCLA’s Anderson School of Management (1986-2002) and was the Founding Director of UCLA's Center for International Business Education and Research. He also served on the faculty at INSEAD, Fontainebleau, France from 1973 until 1986. José de la Torre received his doctorate from the Harvard Business School in 1970, following degrees in aerospace engineering and business administration from the Pennsylvania State University. He is the author of over 50 books and articles and more than 30 case studies in the field of international business and strategy. He has written on the management of multinational firms, the relationship between corporate strategy and government policy and on foreign investment in developing countries. He is a member of the board of directors of Espirito Santo Bank in Miami and has served on various other corporate and university boards in the past, including Mphasis Corporation (India), the Quantum Group (US) and Proeza S.A. (Mexico).

Panelists

Yves Doz, INSEAD

photo of Yves Doz

Yves Doz is the Solvay Chaired Professor at INSEAD and a Professor of Strategic Management. He has researched and published widely on the strategy and organisation of multinational companies. His books include The Multinational Mission, with C.K. Prahalad, From Global to Metanational, with Jose Santos and Peter Williamson, Fast Strategy, with Mikko Kosonen, and most recently Managing Global Innovation, with Keeley Wilson. He is a Fellow of the Academy of Management, of the Academy of International Business and of the Strategic Management Society.

Pankaj Ghemawat, IESE Business School

photo of Pankaj Ghemawat

Pankaj Ghemawat is the Anselmo Rubiralta Professor of Global Strategy at IESE Business School. Between 1983 and 2008, he was on the faculty at the Harvard Business School where, in 1991, he became the youngest person in HBS's history to be appointed a full professor. Pankaj Ghemawat's new book, World 3.0, has been described by Pascal Lamy, Director General of the World Trade Organization as “offering recommendations that should inspire all global stakeholders in times of major global challenges”; according to The Economist, it “Should be read by anyone who wants to understand the most important economic development of our time.” Pankaj Ghemawat has written more than 100 research articles and case studies, is a fellow of the Academy of International Business and of the Strategic Management Society and served as the editor of the Strategy department of Management Science over 2003-2009. Pankaj Ghemawat also served on the taskforce appointed by the AACSB on the globalization of management education and authored the report’s recommendations about what to teach MBA students about globalization, and how.

Eleanor Westney, York University

photo of Eleanor Westney

Eleanor Westney joined the Schulich School of Business as the Scotiabank Chair in International Business in July 2007, after twenty-five years on the faculty of the M.I.T. Sloan School of Management, where she held the Sloan Fellows Chair in the Strategy and International Management group. She received a Ph.D. in Sociology in 1978 from Princeton University, and began her teaching career in the Department of Sociology at Yale University. She moved to M.I.T. and into the International Business field in 1982. Her first book, Imitation and Innovation: The Adoption of Western Organizational Forms in Meiji Japan (Harvard University Press, 1987), explored the patterns of cross-border organizational learning, a theme that has continued to be a major focus of her interests. With Sumantra Ghoshal, she edited Organization Theory and the Multinational Corporation (Macmillan, 1993; second edition 2005). She has written extensively on Japanese organizations, on the internationalization of R&D, and on institutional theory and multinational enterprise.

Srilata Zaheer, University of Minnesota

photo of Srilata Zaheer

Srilata Zaheer (Sri) is the Elmer L. Andersen Chair in Global Corporate Social Responsibility and the Associate Dean for Faculty and Research at the Carlson School of Management, University of Minnesota. Sri received a Ph.D. from the Sloan School of Management, MIT, and an MBA from the Indian Institute of Management, Ahmedabad. Sri Zaheer's research focuses on the legitimacy of multinational enterprises and the liability of foreignness, and on the influence of technology on international organization. She is the Reviewing Editor of the Journal of International Business Studies and a founding member of the Academic Council of the Indian School of Business in Hyderabad, India. Sri Zaheer has taught courses in international management in MBA and executive programs in the US, China, Poland, Brazil and India. Before she discovered academics, she worked for major MNCs, including Sandoz and the Tatas. She has also worked as the Nigerian correspondent for Business International. Sri Zaheer has published extensively in major journals such as the Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies, Management Science and Organization Science.

This opening panel is intended to introduce the main themes of the conference and stimulate our appetite for controversy and discussion through a series of presentations by some of the leading thinkers on these subjects. Our panelists consist of leading scholars in the fields of strategy and international business and will tackle issues involving the role of institutions in shaping global competition and the shift in orientation from industrialized to emerging markets by both traditional and newly emerging global corporations. They will lay the groundwork for the intellectual debate that will take place in many paper and panel sessions over the next three days. (see full session details)

18:45 — 19:30
SMS Business Meeting
19:00 — 21:00
Opening Reception

Monday, November 7, 2011

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

Track A: Institutions and Strategy: Which shapes the other?

Session 136
Participating in the Political Process: Strategies and Evidence

Track E: Competitive Strategy

Session 170
Resource-Based View
Session 171
Value Chain and Transaction Cost Economics

Track F: Corporate Strategy And Governance

Session 111
It's All About Ties
Session 130
Institutional Issues in Corporate Goverannce

Track G: Global Strategy

Session 161
Mergers & Acquisitions

Track H: Strategy Process

Session 238
Processes for Adaptation and Change
Session 244
TMT Traits, Characteristics and Roles

Track I: Knowledge And Innovation

Session 247
The Social Construction of Social Approval Assets: Who is in Control?
Session 255
Open and Radical Innovation
Session 259
Leadership, Knowledge Sharing and Power

Track J: Strategy Practice

Session 194
The Uses and Abuses of Strategic Tools and Strategy Workshops

Track K: Entrepreneurship And Strategy

Session 172
The Business Model: A New Construct For Strategy And Entrepreneurship
Session 179
Spinouts and Spinoffs: Antecedents, Mechanisms, Consequences

Track L: Strategic Human Capital

Session 227
Examining Human Capital Mobility

Track M: Stakeholder Strategy

Session 150
Stakeholders & Sustainability
09:30 — 10:30
Plenary II

Moderator

Jay Barney, University of Utah

photo of Jay Barney

Jay B. Barney is a Presidential Professor of Strategic Management and Pierre Lassonde Chair of Social Entrepreneurship at the University of Utah. He previously served as the Professor of Management and held the Chase Chair for Excellence in Corporate Strategy at the Max M. Fisher College of Business, Ohio State University. His research focuses on how firms can gain and sustain competitive advantages. He has been an associate editor for the Journal of Management, a senior editor for Organization Science, a co-editor at the Strategic Entrepreneurship Journal, and has been published in numerous leading publications. In addition to his teaching and research, he presents executive training programs throughout the US and Europe. Jay Barney is an SMS Fellow as well as a Fellow of the Academy of Management. He has received honorary doctorate degrees from the University of Lund, the Copenhagen Business School, and Universidad Pontificia Comillas (Madrid), and has had honorary visiting professor positions in New Zealand and China.

Panelists

Florencio Lopez de Silanes, EDHEC Business School

photo of Florencio Lopez de Silanes

Florencio Lopez is Professor of Finance and Law and Director of the Corporate Governance Research Center at the EDHEC Business School in France. His research interests and main publications fall in the areas of international corporate finance and financial markets, legal reform and privatization. His research showing the relevance of law and institutions for the functioning of markets and their development has appeared in top finance and economics journals. He recently published two books on Investor Protection and the Benefits of Privatization in Latin America. He has been an adviser on these topics to several governments, international institutions and corporations. Among other distinctions, he received Harvard's Wells Prize for the Best Dissertation in Economics (1995), the Brattle Prize for distinguished paper in the Journal of Finance of the American Finance Association (1999), and the Jensen Prize for the best papers published in the Journal of Financial Economics in the Areas of Corporate Finance and Organizations (2000). He is one of the top three most cited researchers in the world in economics and business in the last 10 years. He served previously on the faculties of Harvard, Yale and Amsterdam Universities and at the Ecole Normale Superieur in Paris.

Jackson Nickerson, Washington University in St. Louis

photo of Jackson Nickerson

Jackson Nickerson is the Frahm Family Professor of Organization and Strategy at the Olin Business School at Washington University in St. Louis. He also is director of the Brookings Executive Education program and a nonresident senior fellow in Governance Studies at the Brookings Institution. His research, which can be found in the leading academic journals, has won numerous awards including twice winning the Olin Award Recognizing Research That Transforms Business. Jackson teaches strategic management and leadership courses on innovation, organizational strategy, and critical and strategic thinking. His research focuses on leadership issues around why firms choose different organizational structures and the performance implications of these choices; with a special emphasis on knowledge, innovation, and problem formulation and solving. Through executive education and consulting activities, Jackson has engaged and impacted numerous organizations for industries including architecture and art, chemicals, education, finance, health care, and pharmaceuticals.

Romano Prodi, Former President of the European Commission

photo of Romano Prodi

Romano Prodi served as President of the European Commission from 1999 until 2004, and as Prime Minister of Italy in two occasions, 1996-1998 and 2006-2008. He began his career as a professor of economics at the University of Bologna, Italy, after completing post-graduate studies at the London School of Economics in 1971, and served as visiting professor at Harvard University and at the Stanford Research Institute in subsequent years. His teaching and research throughout his academic career covered a multitude of issues in the regulation of competition, the development of small and medium enterprises and the dynamic characteristics of markets and competition. In 1995, Romano Prodi founded a center-left coalition, The Olive Tree, which he led into the general elections in Italy and to victory over Silvio Berlusconi’s center-right coalition in 1996. As Prime Minister, he led the country into the European Monetary System, joining the Euro zone in just over six months. His leadership of Italy’s economic restructuring and recovery was widely recognized by many throughout Europe as an example of enlightened, socially-conscious leadership. As President of the European Commission, at the time the highest public service job in the European Union, he oversaw the introduction of the Euro as a common currency for eleven EU member states, led the negotiations and approval process for the Amsterdam Treaty, and successfully steered the expansion of the EU to ten new member states located mostly in the former Eastern European area. He concluded his mandate in 2004 with the signing of the European Constitution. For the last three years, Romano Prodi has served as head of a special African Union-United Nations panel enhancing peacekeeping operations in Africa at the behest of the Secretary General of the United Nations. He has also continued to teach and lecture at Brown University in the United States, CEIBS in Shanghai and Nankai University in Tianjin, China, and at the University of Bologna.

Recent events have confirmed the critical role that national and global institutions play in shaping the competitive playing field for both countries and companies. Issues of corporate governance and regulation, industry structure, signaling and information flows, property rights, welfare and poverty have been at the forefront of discussion in recent months as the dynamics of growth are questioned and financial markets remain unstable. How do institutions shape and constrain firms’ actions? What strategies do firms use in turn to shape national and global institutions? Mr. Prodi, who began his career as a research economist dealing with issues of market structure and competition, has gone on to occupy the highest political offices in his native Italy and as President of the European Union. As such he has a unique perspective on the challenges that globalization brings to both national and international institutions. Our two discussants have also a prolific and distinguished record on questions of governance and regulation. This session will highlight one of the main themes of our conference and raise a number of questions that should guide and inspire our future work in the strategy field. (see full session details)

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

Track A: Institutions and Strategy: Which shapes the other?

Session 148
Transaction Cost Economics: Innovations and Extensions

Track B: Strategy in a Multi-Polar World

Session 142
Internationalization and Performance

Track C: Emerging Market Multinationals: The Next Global Competitors

Session 210
Evolution of Emerging Market Multinational Enterprise

Track D: Data and Research Methods for a Global, Multi-Level, Multi-Polar

Session 290
Exploring the Strategic Mind: Methods for Studying Cognition and Strategy

Track E: Competitive Strategy

Session 208
Sustainable Competitive Advantage
Session 220
Corporate Diversification

Track F: Corporate Strategy And Governance

Session 115
Boards of Directors

Track G: Global Strategy

Session 160
Offshoring

Track H: Strategy Process

Session 239
Risk, Uncertainty and Behavior

Track I: Knowledge And Innovation

Session 260
Knowledge Management
Session 261
Innovation and Technology
Session 262
Role and Impact of Collaboration

Track K: Entrepreneurship And Strategy

Session 187
Assets And Resources: Extending Received Wisdom

Track L: Strategic Human Capital

Session 225
Exploring the Impact of HR Practices on Employee Outcomes

Track M: Stakeholder Strategy

Session 308
Stakeholders & [Il]legitimacy

Track P: Plenary Track

Session 300
From Cooperation and Competition to Coopetition Strategy

Track T: Teaching Track

Session 230
Teaching Strategy Practice and Process – What General Managers Really Do
12:15 — 13:30
Luncheon
13:30 — 14:45
Parallel Paper/Common Ground/Panel Sessions

Track A: Institutions and Strategy: Which shapes the other?

Session 146
Integrating Market and Non-Market Strategy: Institutional Perspectives in a Multi-Polar World

Track B: Strategy in a Multi-Polar World

Session 144
Cross-Border Capability Building

Track C: Emerging Market Multinationals: The Next Global Competitors

Session 211
Capability Building as a Motive for International Expansion

Track E: Competitive Strategy

Session 201
Dynamic Capabilities
Session 219
Knowledge & Industry Evolution

Track F: Corporate Strategy And Governance

Session 112
CEOs and Strategy: It's All About Me
Session 118
Diversification: Parenting and Synergies

Track G: Global Strategy

Session 162
Headquarters in the Multinational Enterprise

Track H: Strategy Process

Session 237
Dynamic Capabilities, Evolution and Change

Track I: Knowledge And Innovation

Session 266
Innovation
Session 276
Innovation Management
Session 279
Research, Development and Investment

Track J: Strategy Practice

Session 195
Counter-Intuitive Practices and Ambidextrous Effects in Strategizing

Track K: Entrepreneurship And Strategy

Session 175
Entrepreneurial Orientation: Revisiting The Construct
Session 190
Exploring The Determinants Of Entrepreneurial Activity

Track L: Strategic Human Capital

Session 222
Linking Human Capital with Performance

Track M: Stakeholder Strategy

Session 153
Stakeholders & [Ir]responsibility
15:15 — 16:30
Parallel Paper/Common Ground/Panel Sessions

Track A: Institutions and Strategy: Which shapes the other?

Session 138
Collaborating with Governmental and Non-Governmental Actors

Track D: Data and Research Methods for a Global, Multi-Level, Multi-Polar

Session 291
Recognizing and Encouraging High Quality Research in Strategy

Track E: Competitive Strategy

Session 202
Mergers & Acquisitions
Session 207
Competitive Interaction

Track F: Corporate Strategy And Governance

Session 113
Upper Echelons
Session 126
Ownership, Control & Coordination

Track G: Global Strategy

Session 310
New Challenges in Global Strategy

Track H: Strategy Process

Session 242
Managerial Levels and Roles in Processes

Track I: Knowledge And Innovation

Session 271
Knowledge and Performance
Session 272
Knowledge Creation
Session 273
Imitation and Knowledge Sharing Strategies

Track J: Strategy Practice

Session 196
Improving Management Practice Through Strategizing Practice

Track K: Entrepreneurship And Strategy

Session 176
An Increasingly Multi-Polar World: How Do Entrepreneurial Firms Respond?

Track L: Strategic Human Capital

Session 224
Top Management Team and Human Capital

Track M: Stakeholder Strategy

Session 154
Stakeholders & Competition

Track P: Plenary Track

Session 301
Serving the Bottom of the Pyramid: Dealing with the Execution Challenge

Track T: Teaching Track

Session 231
What Corporations and Strategy Consulting Firms Really Want
16:45 — 18:00
Plenary III

Moderator

Jose de la Torre, Florida International University

photo of Jose de la Torre

José de la Torre is Professor Emertitus at Florida International University where he held the J.K. Batten Eminent Scholar Chair in Strategy and was the Founding Dean of the Alvah H. Chapman Graduate School of Business from July 2002 until December 2007. Previously he served as Professor of International Business Strategy at UCLA’s Anderson School of Management (1986-2002) and was the Founding Director of UCLA's Center for International Business Education and Research. He also served on the faculty at INSEAD, Fontainebleau, France from 1973 until 1986. José de la Torre received his doctorate from the Harvard Business School in 1970, following degrees in aerospace engineering and business administration from the Pennsylvania State University. He is the author of over 50 books and articles and more than 30 case studies in the field of international business and strategy. He has written on the management of multinational firms, the relationship between corporate strategy and government policy and on foreign investment in developing countries. He is a member of the board of directors of Espirito Santo Bank in Miami and has served on various other corporate and university boards in the past, including Mphasis Corporation (India), the Quantum Group (US) and Proeza S.A. (Mexico).

Panelists

Gilberto Neves, Odebrecht USA

photo of Gilberto Neves

Gilberto Neves is the President and CEO of Odebrecht USA and has been responsible for the company’s corporate strategy and operations in the United States since his appointment in 2005. He was one of the members of the team that founded Odebrecht USA in 1990, and has played a key role in the company’s significant global expansion in South America, Africa and the United States. Gilberto Neves played a key role in developing an intensive outreach program that benefits disadvantaged and small business contractors and is responsible for mentoring and educational program which fosters the development of trade contractors as business players. Through his efforts, Odebrecht USA has partnered with more than 450 small businesses, which have earned over $600 million in revenues. Gilberto Neves has received a number of business awards and recognitions. He graduated from Kennedy Engineering School in Belo Horizonte, Brazil in 1982 and holds a degree in Civil Engineering. He began his career at Construtora Norberto Odebrecht, São Paulo, Brazil, Latin America’s largest construction firm in 1982.

Jerry Rao, Budget Housing Corporation

photo of Jerry Rao

Jerry Rao is currently Executive Chairman of Value and Budget Housing Corporation and was founder and former CEO of the IT company MphasiS. He held several positions in Citibank prior to his founding MphasiS in 1998. In a banking career of over 20 years, he served with Citi and its parent Citicorp in various capacities in Asia, Europe, South America, and North America. He was Head of the Development Division of Citicorp and Chairman and CEO of Transaction Technologies Inc. In 1998 Jerry Rao started Mphasis Corporation, a software company based in California, which subsequently merged with BFL Software in 2000 to form Mphasis-BFL with twin headquarters in Santa Monica, California, and Bangalore, India, where he remained as Chairman until 2009. In 2010 he founded Value and Budget Housing Corporation, which is focused on providing affordable housing in India on a for-profit basis. Jerry Rao served as Chairman of NASSCOM, the Chamber of Commerce of the Indian IT Industry, and was twice named Entrepreneur of the Year in the IT Space by Ernst & Young. He was conferred a Distinguished Alumnus Award from Loyola College in India and the University of Chicago.

Enrique Zambrano, Proeza, S.A. de C.V

photo of Enrique Zambrano

Enrique Zambrano has served as Chief Executive Officer and Director of Proeza since 1988. During his tenure as CEO, Proeza has expanded from being a local manufacturer of automotive components and juice concentrate in Mexico, to become a global diversified group. During Enrique Zambrano’s leadership, Proeza has managed to lead successfully through a number of economic and industry cycles, always emerging as a stronger organization. Proeza has grown through a number of strategic alliances, acquisitions and organically throughout its history. In 2003 he established a vision for Proeza to become a global and more diverse company. Today, Proeza has businesses in the automotive, juices and fruits, consumer products, telecommunications and healthcare sectors, with operations in ten countries. Together with other industry leaders, Enrique Zambrano was instrumental in the creation of a highly successful regional cluster to promote the development and innovation of the automotive industry in north-east Mexico. Proeza’s automotive business (Metalsa), is today one of the world’s largest suppliers of structural products for car manufacturers, working for companies such as Toyota, Ford, Chrysler, Volvo, Paccar and many others.

In parallel with the growth of emerging markets over the past two decades, a new group of global competitors are entering the global arena from bases in these countries and endowed with unique capabilities and competitive resources. Increasingly, these new MNCs are gaining dominant positions in a host of industries and changing the competitive landscape around the world. This session will explore the experiences of three such companies in both services and manufacturing through the eyes of their respective CEOs. They will describe the international expansion of their companies, key decisions made, the challenges and obstacles they have faced and lessons learned from these experiences. A comparison with “traditional” MNC strategies and a discussion of how to maintain competitive advantages over time as they gain in size and complexity will be included. (see full session details)

18:30 — 22:00
Monday Night Event

Tuesday, November 8, 2011

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

Track A: Institutions and Strategy: Which shapes the other?

Session 139
Corporate Social and Environmental Responsibility: Influences and Performance Consequences

Track D: Data and Research Methods for a Global, Multi-Level, Multi-Polar

Session 289
Contingency Approaches and Methodologies

Track E: Competitive Strategy

Session 204
Institutional Theory
Session 218
Strategy and Social Responsibility

Track F: Corporate Strategy And Governance

Session 116
Corporate Governance
Session 117
New Perspectives on Corporate Diversificaiton

Track G: Global Strategy

Session 168
Entry Modes and Multinational Enterprise Organization

Track I: Knowledge And Innovation

Session 250
Dynamic Capabilities
Session 252
Building Dynamic Capabilities
Session 264
Strategic Thinking and Decision Making

Track J: Strategy Practice

Session 198
Strategizing from Multiple Stakeholders

Track K: Entrepreneurship And Strategy

Session 177
Entrepreneurial Growth Strategies
Session 178
Geographic And Locational Influences On Strategy And Entrepreneurship

Track L: Strategic Human Capital

Session 226
Stars

Track M: Stakeholder Strategy

Session 151
Stakeholders & Relationships

Track P: Plenary Track

Session 298
Country Distance Panel

Track T: Teaching Track

Session 232
The Challenge of Teaching Strategy to Executives
09:30 — 10:45
Plenary IV

Session Chair

Vijay Govindarajan, Dartmouth College

photo of Vijay Govindarajan

Vijay Govindarajan is widely regarded as one of the world¹s leading experts on strategy and innovation. He is the Earl C. Daum 1924 Professor of International Business at the Tuck School of Business at Dartmouth College. He was the first Professor in Residence and Chief Innovation Consultant at General Electric. He worked with GE¹s CEO Jeff Immelt to write How GE Is Disrupting Itself, the Harvard Business Review article that pioneered the concept of reverse innovation, any innovation that is adopted first in the developing world. Harvard Business Review rated reverse innovation as one of the ten big ideas of the past decade. Vijay Govindarajan has worked with CEOs and top management teams in more than 25% of the Fortune 500 firms to discuss, challenge, and escalate their thinking about strategy.

Panelists

Omar Ishrak, Medtronic

photo of Omar Ishrak

Omar Ishrak was appointed Chairman and CEO of Medtronic, Inc, the world’s largest medical device maker, effective June 2011. Previously, he served as President & CEO of GE Healthcare Systems, a $12 billion division of GE Healthcare with a mission to deliver better healthcare through innovation and technology that will improve cost, quality and access, and help enhance lives around the world. Healthcare Systems, the largest division of GE Healthcare, consists of a broad portfolio of technology businesses including Computed Tomography, Magnetic Resonance, Ultrasound, Monitoring Solutions, Molecular Imaging, X-Ray, Interventional, Life Support, and Home Health. Before joining GE, Omar Ishrak served as Senior Vice President of Worldwide Marketing and Product Development for Diasonics/ Vingmed, and held various product development and engineering positions at Philips Ultrasound. He earned a Bachelor of Science Degree and Ph.D. in Electrical Engineering from the University of London, King's College.

Sachin Lawande, Harman International

photo of Sachin Lawande

Sachin Lawande is Executive Vice President and Chief Technology Officer of Harman International, where he also serves as Co-President of the Automotive Division. As the CTO, he directs Harman’s global efforts in research and development in acoustics, audio signal processing, and infotainment technologies. As Co-President of the automotive division, he shares overall responsibility for the largest division that represents over 70% of Harman’s annual revenues, and is the leading provider of vehicle audio and infotainment systems worldwide. Prior to joining Harman, Sachin Lawande worked for several technology companies including QNX Software Systems, 3Com Corporation, AT&T, and Meridian Technology Corporation. He has five U.S. patents for networking and communications. He earned undergraduate and graduate degrees in electrical engineering.

Monica Luechtefeld, Office Depot

photo of Monica Luechtefeld

Monica Luechtefeld is Office Depot’s Executive Vice President of Global E-Commerce and has been with the company for 17 years. She oversees the global E-Commerce strategies and is responsible for delivering over $4.1 billion in online revenue for Office Depot. She was profiled in Business Week’s “eBiz 25” and featured in Fast Company’s “Who’s Fast” as a veteran in E-Commerce. She was given the “Unstoppable Woman” award by Business Women’s Network for her ability and insight in breaking down business barriers. Monica Luechtefeld is a Board Member for The Institute for Economic Empowerment of Women (IEEW.org), a member of the Global Security and Technology Committee of the Business Roundtable, a member of Florida International University’s College of Business Advisory Board, a Trustee of the Boca Chamber of Commerce, and a Trustee of Mount St. Mary’s College.

Differences between the rich world and the poor world are vast, characterized by wide gaps in per-capita incomes, infrastructure, customer preferences, environmental pressures, and more. As a result, winning in emerging markets requires innovation. When such innovations are successful, they often “flow uphill” to rich countries. This phenomenon, known as reverse innovation, is rapidly gathering steam. Unfortunately, developed-world multinationals, especially historically successful ones, consistently struggle in emerging markets. The problem is that they are imprisoned by their past. Not only do they tend to see the world through the distorting lens of “dominant logic” – mindsets and assumptions that led to their historical success — but their organizations are well-oiled machines for moving innovations from home to abroad and not the other way around. In this Plenary Session, senior leaders from Office Depot, Harman International, and Medtronic will discuss best practices for innovating to achieve full potential in emerging markets and how to bring such innovations into their traditional markets. (see full session details)

11:15 — 12:30
Parallel Paper/Common Ground/Panel Sessions

Track A: Institutions and Strategy: Which shapes the other?

Session 141
Managing and Responding to Institutional Pressures

Track C: Emerging Market Multinationals: The Next Global Competitors

Session 212
Firm Performance and Institutional Context

Track D: Data and Research Methods for a Global, Multi-Level, Multi-Polar

Session 288
Research Design and Methodological Issues in Strategy Research

Track E: Competitive Strategy

Session 203
Dealing with Uncertain Environments
Session 206
Competitive Dynamics

Track F: Corporate Strategy And Governance

Session 120
Family Ownership and Strategy

Track G: Global Strategy

Session 163
R&D / New Product Development

Track H: Strategy Process

Session 241
Perspectives on Strategy Making and Planning

Track I: Knowledge And Innovation

Session 253
Innovation Networks and Alliances
Session 257
Organizational and Management Innovation
Session 274
Acquisitions

Track J: Strategy Practice

Session 197
Unique Perspectives to Strategy Practice Research

Track K: Entrepreneurship And Strategy

Session 183
Signaling and Discourse: How Entrepreneurial Firms Sell Themselves
Session 192
Social And Global Entrepreneurship

Track T: Teaching Track

Session 233
Gender Dynamics in Teaching Strategy – Challenges for Female Faculty
12:30 — 14:15
Awards Luncheon
14:15 — 15:30
Parallel Paper/Common Ground/Panel Sessions

Track E: Competitive Strategy

Session 217
Competitive Heterogeneity
Session 221
Legal Aspects of Competitive Strategy

Track F: Corporate Strategy And Governance

Session 122
CEO Compensation
Session 131
Alliances and Cooperative Strategies

Track G: Global Strategy

Session 165
Institutions and Strategy

Track H: Strategy Process

Session 246
Processes of Resource Management

Track I: Knowledge And Innovation

Session 263
Enabling Collaboration
Session 267
Product Development and Management
Session 275
Organizational Learning

Track J: Strategy Practice

Session 199
Strategic Planning and Organizational Performance

Track K: Entrepreneurship And Strategy

Session 184
The Role Of Learning For Entrepreneurship In Uncertain And Dynamic Environments
Session 186
Creativity, Innovation And Entrepreneurship

Track L: Strategic Human Capital

Session 223
HR Systems and Competitive Advantage

Track M: Stakeholder Strategy

Session 156
Stakeholders: Value Creation & Distribution

Track S: Special track

Session 235
SMS Emerging Scholar Presentation
16:00 — 17:15
Parallel Paper/Common Ground/Panel Sessions

Track A: Institutions and Strategy: Which shapes the other?

Session 147
Crime, Crisis, and the 'Dark Side'

Track E: Competitive Strategy

Session 209
Technology & Patents
Session 214
Cooperative Strategy

Track F: Corporate Strategy And Governance

Session 123
Acquistion and Diverstiture Experience
Session 125
Acquistions: Capabilities and Processes

Track G: Global Strategy

Session 166
Subsidiary Strategy and Performance

Track H: Strategy Process

Session 243
Understanding Decision Making Processes

Track I: Knowledge And Innovation

Session 277
Research and Development
Session 280
Learning: Networks and Architectures
Session 281
Collaborative Innovation

Track J: Strategy Practice

Session 200
Managerial and Strategizing Cognitions of Strategic Work

Track K: Entrepreneurship And Strategy

Session 174
How Institutional Forces Shape Strategy And Entrepreneurship
Session 311
Linking Organizational Identity To Strategy And Entrepreneurship

Track L: Strategic Human Capital

Session 228
Managing Human Capital

Track M: Stakeholder Strategy

Session 155
Stakeholders: Logics & Legitimacy

Track P: Plenary Track

Session 296
Social Responsibility and Entrepreneurship

Track S: Special track

Special Session 352
SMS Certification Initiative - Search for Common Body of Knowledge
17:30 — 18:45
Plenary V

Track P: Plenary Track

Session 297
Good and Bad Strategies: What Are They and Can We Tell?
19:00 — 20:00
Cocktail Reception

Wednesday, November 9, 2011

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

Track C: Emerging Market Multinationals: The Next Global Competitors

Session 213
Upmarket Acquisitions of Emerging Market Multinationals

Track E: Competitive Strategy

Session 216
Business Models

Track F: Corporate Strategy And Governance

Session 124
Acquistions: Factors Affecting M&A Performance

Track G: Global Strategy

Session 164
Internationalization and Coordination

Track H: Strategy Process

Session 304
Alliances and Cooperation Processes

Track I: Knowledge And Innovation

Session 258
Innovation and Enterprise
Session 282
Collaborative Networks

Track J: Strategy Practice

Session 312
Balancing Multiple and Competing Interests in Strategizing

Track K: Entrepreneurship And Strategy

Session 173
Understanding Initial Public Offerings Better
Session 193
Financing Entrepreneurship And Innovation

Track M: Stakeholder Strategy

Session 157
Stakeholders & Reputation
09:45 — 11:00
Parallel Paper/Common Ground/Panel Sessions

Track A: Institutions and Strategy: Which shapes the other?

Session 309
Effects of the Institutional Environment on Firm Strategy and Performance

Track E: Competitive Strategy

Session 205
Network Theory
Session 215
Behavioral Theory and Industrial Competition

Track F: Corporate Strategy And Governance

Session 127
CEOs and Issues at the Top

Track G: Global Strategy

Session 169
Globalization, Regionalization and Agglomeration

Track H: Strategy Process

Session 240
Organizational Structures and Processes

Track I: Knowledge And Innovation

Session 285
Innovation and Collaboration Interaction
Session 302
Impact of Dynamic Capabilities
Session 303
Innovation Performance

Track K: Entrepreneurship And Strategy

Session 191
Firms, Industries And Markets: Multi-level Perspectives On Entrepreneurship And Strategy

Track L: Strategic Human Capital

Session 229
Turnover and Mobility


Strategic Management Society

Miami