The Strategic Interest Group (SIG) Innovation at the European Academy of Management (EURAM) aims to:
- facilitate the continued evolution of an open, inclusive, international and cross- cultural EURAM community of engaged scholars,
- support scholars in designing, producing and disseminating higher quality and impactful research at each stage of their career,
- influence the development of management education,
- provide platforms and facilitate networks for the dialogue between scholars, reflective practitioners, and policy makers.
The Goal of SIG Innovation is to create an open “learning climate” for all members (juniors and seniors) to reach the goals of EURAM in the field of innovation.
GT 06_00 Innovation General Track
The general track offers an umbrella for any innovation-related research that does not find a home in the more specific tracks provided below.
INNOVATION SIG STANDING TRACKS
ST 06_01 Network configurations, location, innovation and time
The development of networks inside geographically bounded spaces, which foster the mutual exchange and collective creation of knowledge, has become particularly important for a firm’s innovative capacity. Inside these locations, such as clusters, industrial districts or science and technology parks, firms establish formal and informal relationships with other co-located firms and institutions. However, the understanding of network evolution still constitutes an emerging topic. Most work has been developed in a static way and focused on endogenous factors for explaining the evolution of the network. In this sense, there are many opportunities to incorporate existing research to better understand the evolution of networks across time.
ST 03_05 / ST 06_02 / ST 13_09 Business Model Innovation (BMI) (co-sponsored by Entrepreneurship SIG-03, Innovation SIG-06 and Strategic Management SIG-13)
The phenomenon of business model innovation is of holistic nature, difficult to delimit, and its theorising is contingent on the business model concept (Foss and Saebi, 2016). Yet, despite the overall substantive research effort undertaken to understand the business model (Massa, Tucci and Afuah, 2017), resultant literature still fails to agree on a common interpretation of the concept. The ambivalent nature of the business model poses, in consequence, a substantive challenge for developing a theory on business model innovation (Spieth, Schneckenberg and Ricart, 2014). However, theory development on emerging phenomena involves prolonged periods of logical inconsistency and contradiction, and which relies on abstracting from various sources of evidence captured in actual business practice (Weick, 1995: 389). Likewise, the business model topic attracts continued interest in business research and practice (Demil et al., 2015) In sum, business model innovation attracts a continued interest in both business research and practice, and it offers a wide range of avenues for further investigations on its various dimensions.
ST 06_03 Open Innovation
The track aims to stimulate a discussion on the latest research insights into open innovation, especially with respect to new perspectives, methods, tools, competencies and context-specific solutions.
ST 06_04 Organising Creativity for Innovation: Multidisciplinary perspectives, theories, and practices
This track intends to address research from various disciplines on organisational creativity and innovation. Our objective is to discuss the processes, mechanisms, behaviours, tools and methods that promote or hamper creative and innovative efforts of individuals and teams, and how they can be managed. We focus on: “Organising” which includes (HR) management practices, leadership, organisational elements, and strategic environment; the “Creativity” of individuals and teams in general as well as with a specific creative task; the “Innovation” of products, services, processes, marketing, business models, etc., and on the contribution to firm “performance”. The track also encourages sessions that focus on the role of HR strategies and practices in facilitating innovation and creativity. We welcome both conceptual/theoretical and empirical contributions.
ST 06_05 Managing for Service Innovation
Focusing predominately on the management of service innovation, the core themes in this track are:
- the co-creative nature of services and the multi-dimensionality of service innovation as a process demanding various stakeholder integration;
- the role of service (eco)systems enabling and guiding service innovation activities;
- the role of service innovation platforms and ICTs for stakeholder alignment; and
- tools and methods supporting innovation reflecting the process-characteristics of services.
Concerning digital and smart services, this track examines recent advancements triggered by digitalization, new principles of value creation and their impact on stakeholders. This includes digitalization in personnel-intense areas (e.g. trades or hospitality), organizational processes, and in user acceptance of digitalized offerings/processes.
ST 06_06 Knowledge, Learning, and Innovation in Cross-Sector Collaborations
Searching to facilitate creative processes, organisations recognise that the source of new ideas and information lies in the interaction between different functional departments, as well as in the cooperation with external actors. That is why increasingly, organisations from multiple sectors (i.e., government, business and civil society) are collaborating to tackle larger and more complex challenges beyond the organisation and sectoral boundaries. Examples of such challenges include the emergence of new industries and markets, financial crises and political conflicts, responses to socio-cultural change, the provision of health care and education, the prevention of crime and poverty, the shift to renewable energies, etc. Interactions between public, private and non-profit actors can happen in hybrid organizations, contractual partnerships and more informal exchange.
ST 06_07 Teaching and learning with a difference
Since knowledge is de-concentrated and widely accessible, teaching may no longer mean “spoon-feeding” transmission. The Academic Territory of our Classrooms is increasingly being policed and controlled by methods of student and faculty evaluation. Resources as space and money become scarce and shape diverse obstructions for good education. Reviewing and renewing the principles that guide education will not only fundamental need to account for the learning needs of diverse audiences (undergraduate and post-graduate students, MBAs, DBAs, etc.). Reviewing the principles that guide education will also need to address the burning question of what does teaching management mean today?