Sessions

Jul 20-21, 2022    London, UK

4th International Conference on

4th International Conference on Strategic Management, Leadership and Social Science

Sessions

Business Model – Strategy, Innovation, and Entrepreneurial Venturing

The business model topic attracts continued interest in business research and practice. However, despite ongoing research efforts to understand the business model and its role in firm performance, scholars face persistent questions about constituent components, sequences and contingencies for the process of business model innovation, impacting strategic intents of the firm to develop new value-creating and value-capturing activities.

Business Ecosystems – Current and Future Trends

The study of ecosystems has gained increased interest during the last decade. An ecosystem is defined as an economic community in which a variety of inter-related stakeholders co-evolve. Scholars have been exploring various ecosystem types i.e. business, entrepreneurship, service, manufacturing and (regional) innovation ecosystems and consider different levels of analysis i.e. system-, organisational-, and individual level. Through published research we have learned about structures and orchestration of ecosystems. However, there is a lack of research describing the inner life of ecosystems. We therefore encourage researchers to contribute with studies on the dynamics of ecosystems where novel understandings of roles and self-organizing mechanisms.

Microfoundations of Strategy: Dynamic Capabilities and Knowledge Mechanisms

Microfoundations have become an important topic in strategy research, linking explanatory mechanisms at the micro-level to macro-level organizational processes and outcomes. To enhance our understanding of the microfoundations of strategy, we seek research on dynamic capabilities that promote entrepreneurship, change, and innovation (e.g., cognitive managerial capabilities; sensing, seizing and transforming) and knowledge mechanisms that help balance between internal knowledge accumulation and external knowledge absorption (e.g., absorptive capacity; organizational learning). How do microfoundations shape, mediate between and provide explanatory mechanisms for aggregate strategy phenomena/ processes (e.g., digital strategy, strategic decision-making or open strategy)? We encourage both empirical and conceptual contributions.

Strategic Management in Public Management and Service Industry

Strategic management is an approach to strategizing by public organizations or other entities which integrates strategy formulation and implementation, and typically includes strategic planning to formulate strategies, ways of implementing strategies, and continuous strategic learning.

Strategic management is the process of setting goals, procedures, and objectives in order to make a company or organization more competitive. Often, strategic management includes strategy evaluation, internal organization analysis, and strategy execution throughout the company.

Strategic Control and Audit

Strategic control is the process used by organizations to control the formation and execution of strategic plans, it is a specialised form of management control, and differs from other forms of management control (in particular from operational control) in respects of its need to handle uncertainty and ambiguity at various points in the control process.

The strategic audit is a system to identify the extent of implementing a company's strategies, its purposes, and how to reach its goals. It requires drawing a strategic plan and seeking to implement this plan in order to achieve the company's message and goals.

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