CALL FOR PANEL, PAPER, AND POSTER PROPOSALS

“Intersections: Strategy Across Conventional Boundaries”in association with

CONFERENCE PROGRAM CO-CHAIRS

Bertrand G SheltonBooz Allen Hamilton

Rita Gunther McGrathColumbia Business School

Booz Allen Hamilton

Strategy increasingly concerns phenomena that fall between or across conventional boundaries. In every sector, unexpected and unanticipated interactions are producing surprising outcomes. From the shock of global terrorism to the ubiquity of complex global supply chains, understanding connections and interactions is a crucial skill of today’s strategist. Strategists in business, government, and the military can no longer avoid the non-obvious results of interactions. In this conference, we hope to elicit provocative new ideas for understanding intersections and their implications.

Companies today seek opportunity in white spaces that fall between traditional contained units. Firms that used to compete with products are moving to combine products with knowledge-intensive services. Firms that competed in services are moving to ‘productize’ those services via software and digital intelligence. The increasing proportion of corporate assets that are intangible creates unknown challenges for accounting, control, and financial systems. The very building blocks of business – products, services, industry forces - that used to be taken for granted are radically changing.

In much of the developed world, citizens are becoming far more aware of the intersections between themselves and people in faraway lands. International monetary flows have almost completely demolished the notion of purely domestic monetary and exchange policies. Free and rapid flows of information have brought together social systems, cultural groups, and religious interests that previously would not have intersected, creating new challenges for the enforcement of laws and norms and for traditional cultural systems. It has, in short, become imperative to understand what the consequences of intersections are. A strategy primarily focused on domestic concerns is clearly no longer adequate.

Those in the field of strategy are increasingly debating the logic of traditional boundaries, such as those between teaching, practice, and research, or between one academic discipline and another. Passionate advocates for disciplinary integrity clash with equally passionate advocates for a non-disciplinary holism in research and theory development.

Questions raised by the new prevalence of intersections in strategy are many and are reflected in the description of the themed conference tracks.

The Strategic Management Society seeks to engage academics, business people, and consultants in a discourse on the nature of intersections and their strategic implications. We invite papers, posters, and panel sessions that deal with all aspects of this theme, particularly those that are themselves the product of some kind of intersection.

23rd Annual International ConferenceNovember 9-12, 2003

Baltimore Marriott Waterfront HotelBaltimore, Maryland, USA

THE CONFERENCE TRACK THEMES

Proposal submissions are encouraged that respond to any of the following tracks. The topics given below, for each particular track theme, are illustrative only and by no means preferred or exhaustive.

A NEW TRACK: THE PRACTICAL PROFESSOR

(A) THE PRACTICAL PROFESSORThis year the Strategic Management Society is introducing a track devoted to the thoughtful teaching of strategy. This track aims to address the needs of people who have recently come to teach in the field from previous experience as senior leaders of firms, as well as those who teach strategy as a part of their academic pursuits. Submissions for this track should address topics that are of most interest to those who teach strategy. For example: • The transition from practice to teaching • Practical advice for new teachers • Tips and tricks for teaching executives • Strategy and practice – the intersections • New texts and new pedagogies for teaching strategy • Building a network to help in the teaching process • Teaching methods – pros and cons and lessons learned • Teaching materials – from syllabi to course packs, making intelligent choices

THE “INTERSECTIONS: STRATEGY ACROSS CONVENTIONAL BOUNDARIES” TRACKS

(B) THE INTERSECTION BETWEEN RESEARCH AND PRACTICE“What process of theory building should we follow?”In a world that is moving ever-faster, how can managers and organizations learn enough, quickly enough, to react and adapt? How can important insights based on research diffuse to where they are needed in practice? How can advisers maintain objectivity but provide practical help? How can scarce research and theory-development talent be directed toward its best use? What is the process of theory building and how is it relevant to practice? What questions would business people ask researchers to address? What findings do researchers wish business people would heed? How are organizations to be more educated consumers of management ideas?

(C) CONSEQUENCES OF INTERSECTIONS BETWEEN BUSINESS AND GOVERNMENT“Arms length or close affiliation?”What are the unexpected and often counter intuitive consequences of decisions made in the spheres of business and government for each other? What dangers are created when business and government strategists act in ignorance of one another? How much responsibility does business bear for the achievement of public policy goals? How much responsibility does government bear for the well-being of business? Are there radically new ways in which leaders from one sphere could work with leaders from another?

(D) THE INTERSECTION BETWEEN FINANCIAL MARKETS AND STRATEGY“Do the financial markets have too much influence? What are alternatives?”What effects do the financial markets have on the strategic decisions made by firms? Is the effect of competitive markets for capital positive or negative? Is the pressure from investors for organizational growth positive or negative? In a world of instantaneous response and transparent information flows, how can strategists cope with over-reactions to both good and bad news? How is the long-term interest to be preserved in the face of short-term pressures? What are the counter intuitive consequences of global capital flows? Are there new ideas that might prove a theoretical foundation for better understanding the intersection between investment and strategic management?

(E) STRATEGIES BUILT ON INTERSECTIONS“How can a firm leverage intersections for strategic advantage?”What factors help or hinder a firm that is trying to create a competitive advantage by combining elements from different internal units? What characteristics define successful intersection based strategies? How are the proceeds from a strategy of intersection to be fairly distributed? What legal and normative rules are necessary for firms to invest in and profit from strategies without the protection of conventional boundaries? What are the legal and ethical issues involved in the creation of intersections?

(F) THE ORGANIZATIONAL CONSEQUENCES OF COMPETING IN INTERSECTIONS“What form will the new organizations take?”How should an organization be designed to capitalize on the potential of strategies drawing on intersections? Do we see evidence for new organizational forms? How should the transition from traditional approaches to organization be managed? What are the new design principles? What kinds of structures, rewards, and measurements might replace traditional bureaucracy? What early warning and intelligence-gathering systems must be built into a modern organization? What kinds of public-sector organizations will be needed to interact with the private sector? What are the biggest risks?

THE TRADITIONAL STRATEGY TRACKS: LEADING UNDER UNCERTAINTY

(G) COMPETITIVE STRATEGYWhat are the dimensions and drivers of business performance when strategies of recombination are prevalent? How do businesses interact with one another and with their environment? What is the nature and effect of these interactions? Is the concept of competitive advantage still relevant? What are the implications of deliberately unsustainable advantages? What role do resources and capabilities play in the strategies of firms? Under what circumstances are firms better off investing to create capabilities or getting them from outside their boundaries? What are the implications of intersections for strategic group theory?

(H) CORPORATE STRATEGY AND GOVERNANCEWhat needs to change in our concept of a corporate portfolio? How should coherence be created in a company in which assets are continually recombined in different ways? How much control should be imposed from the center? How much local autonomy should be maintained when competitive advantage might require close coordination across intersections? What is the role of the corporate center and the role of the board of directors in managing a firms’ stakeholders and shareholders? How do they ensure a firm’s ethical and socially responsive behavior?

(I) GLOBAL STRATEGYWhat is the impact of evolving global, international and regional culture, social, economic, technological, environmental, and political forces on the development and content of organization forms and strategies? How are cross-border tensions to be managed in a firm rapidly changing? What are the challenges of operating global supply and value chains? What are implications for corporations of different governmental and cultural environments? What is the new thinking regarding foreign location entry decisions?

(J) STRATEGY PROCESSWhat is the new role of the general manager in shaping, executing, and changing strategies? How do top management teams make sense of their environment in the process of developing new strategies? What management structures and planning systems do they employ in the face of totally different strategic premises? How do leaders initiate and sponsor specific strategic initiatives? What is the role of the leader in managing internal conflicts? What role does middle management play in the strategy process?

(K) KNOWLEDGE AND INNOVATIONHow can organizations best leverage their knowledge base strategically? What is relevant organizational knowledge? Where does it reside? How does organizational learning take place and how does it feed into knowledge? How is knowledge shared and transmitted within and among organizations? How can knowledge and learning be managed better?

(L) THE PRACTICE OF STRATEGYHow are strategic problems identified and conceptualized? How are intersections defined and described? How are potential solutions generated, evaluated, and decided on? What do decision-makers really do, and what should they do in order to be successful? What tools and methodologies aid decision-making in organizations? What are the actual impacts of managerial work? How can the effectiveness of strategic decisions be assessed and improved?

The Strategic Management Society (SMS) was founded at an initial meeting in London in 1981. Founding officers were elected at the second conference, held in Montreal in 1982, and the founding constitution was drawn and approved at the third meeting in Paris in 1983. There were 459 original founding members of the Society. Locations of past annual meetings can be found on the SMS Web site.

The SMS is unique in the world in two respects. It brings together the worlds of reflective practice and thoughtful scholarship, combining academics with business people and consultants, the ABCs we call them. And it does so on a truly worldwide basis, with member representation from more than 60 countries and a Board of Directors which is also international.

The SMS focuses its attention on the development and dissemination of insights on the strategic management process, as well as on fostering contacts and interchange among ABCs from around the world.

CO-HOST OF THE SMS 23RD ANNUAL INTERNATIONAL CONFERENCE

Booz Allen Hamilton is an international management and technology consulting firm committed to helping senior management solve complex problems and transform their businesses to meet the changing marketplace. This commitment has shaped the firm’s values and professional practices since its founding in 1914. Booz Allen Hamilton provides services in strategy, systems, operations, and technology to clients on a global scale.

Booz Allen Hamilton

LOCAL SPONSOR OF THE SMS 23RD ANNUAL INTERNATIONAL CONFERENCE

The only Ivy League business school in New York City, Columbia Business School is consistently ranked among the world’s top business schools. The cutting-edge MBA curriculum prepares students to lead, build, and manage enterprises in a dynamic, global economy. As part of one of the world’s great research universities, Columbia faculty are renowned for their expertise and represent a rich trove of intellectual capital.

Strategic Management SocietyPurdue UniversityKrannert Center425 W State St

W Lafayette IN 47907-2056email: sms@mgmt.purdue.edu

Telephone: (765) 494-6984 Fax: (765) 494-1533Web site: www.smsweb.org

Ø AUTHOR(S) LISTING: List each author including this information for each one: Name, Title, Affiliation, Address, Telephone Number with Country Code, Fax, and Email Address.

Change of presentation titles will NOT be accepted after March 1, 2003.

Visit the SMS Web site at the following link to learn how one can become eligible for SMS Conference Awards:

http://www.smsweb.org/activities/awards/index.html

Candidates who expect to be enrolled and in residence as a PhD student during the 2003-2004 academic year must indicate their status to qualify for the “Booz Allen Hamilton/SMS PhD Fellowship”.

Ø ABSTRACT: A maximum of 125-word abstract is required for inclusion in the Conference Booklet.

LAYOUT

PAPERS OR POSTERS: COVER PAGE: Separate sheet to include the following items:

Ø TITLE: To be shown at the top of the page and should not exceed 20 words.

http://www.smsweb.org/activities/conference/submit.html

The requirements listed below must be met if your proposal is to receive consideration by the Program Review Committee. Failure to comply to the following instructions may risk proposals not being considered for review.

Ø TWO PROPOSALS ONLY: Each individual presenter can appear in only two (2) proposals, whether as a single author or as a co-author.

Ø AUTHORS: NO additional authors will be added to proposals after submitted.

Ø ORIGINAL PROPOSALS: Only original, unpublished work is sought. Any proposal submitted to present identical or substantially similar work already published, under review for another conference or publication will not be considered.

Ø REVIEW PROCESS: All proposals will be reviewed by at least two (2) members of the Review Committee. No reviewer comments will be supplied to proposal submitters.

Ø TRACK: Identify the Track that the proposal fits best. Proposals may be submitted that do not fit a specific track but are relevant to the conference theme or to the field of strategic management generally. Please classify such proposals as “General”.

Ø KEY WORDS: Three to five key words should be supplied to aid in the indexing of the paper.

CONTENT

Ø TITLE: Should be listed at the top of each page. Author names are ONLY to be shown on the cover page.

Ø BODY: Not to exceed five (5) pages. All proposals should be single spaced, with one-inch margins, typed no smaller than 10 point font.

Ø REFERENCES: Should be listed and not exceed two (2) pages. Please do NOT include bibliographic or personal references.

Ø LENGTH: Maximum of eight (8) pages with the cover page.

PROPOSAL SUBMISSION REQUIREMENTS

The Review Committee may change the original presentation category at their discretion.

Ø CATEGORY: Indicate whether the proposal is for a paper, poster, or panel session.

DIRECT QUESTIONS TO:

Ø PROPOSALS: ONLY online submission of proposal(s) will be accepted by accessing the SMS Web site at the following link:

Deadline Date: January 31, 2003

PANELS: Ø PANELIST REQUIREMENTS: • Each must be in attendance. • Each must be registered. • Complete contact information of each panelist. • Signed statement from panel moderator of panelist commitment (as part of panel proposal).

Submission Deadline: January 31, 2003

Strategic Management SocietyPurdue UniversityKrannert Center425 W State StW Lafayette IN 47907-2056

First Class PresortU.S. Postage PAIDLafayette INPermit No 221

Strategic Management Society23rd Annual International Conference

CONFERENCE DATES TO REMEMBER:

November 9-12, 2003Baltimore, Maryland, USA

January 31, 2003 Proposals Due in the SMS Executive Office April, 2003 Notification of Review Program Committee Decisions

May 14, 2003 Presenter Conference Registration Fees Due

July, 2003 Conference Brochure Mailed

July 18, 2003 Conference Program and Abstracts Available on SMS Web site August 15, 2003 Corrections to Name, Affiliation, or Order of Authorship Due September 1, 2003 Last Day to Take Advantage of Special Early Registration Rate

October 17, 2003 Hotel Reservation Cut-off Date November 9-12, 2003 SMS 23rd Annual International Conference