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Download a full copy of the 2008 Cologne Conference program

Sunday, October 12, 2008

Pre-Conference Sessions

10:00—11:30
Parallel Interest Group Session I
11:30—13:00
Lunch
13:00—14:30
Parallel Interest Group Session II

Track E: Competitive Strategy

Session 1601
Organizational Capabilities and Competitive Advantage: Where Do We Go From Here?

Track G: Global Strategy

Session 1603
Internationalization among Financial Service Firms

Track H: Strategy Process

Session 1604
Strategy Process Routines and their Content Outcomes II

Track J: The Practice Of Strategy

Session 1605
Theoretical Perspective of Practice: The Practice Approach

Track K: Entrepreneurship And Strategy

Session 1607
University Entrepreneurship

Track T: Teaching Track

Session 1801
Using Experiential Exercises in the Strategy Classroom (I)
15:00—16:30
Parallel Interest Group Session III

Track E: Competitive Strategy

Session 1701
Using Research Centers to Foster ABC Collaboration

Track G: Global Strategy

Session 1703
Exploring the Limits of Corporate Social Responsibility

Track H: Strategy Process

Session 1704
Strategy Process Routines and their Content Outcomes III.

Track I: Knowledge And Innovation

Session 1705
Towards the Micro-Foundations Of Organizational Learning

Track J: The Practice Of Strategy

Session 1706
Theoretical Perspective of Practice: Strategy-as-Practice

Track T: Teaching Track

Session 1802
Using Experiential Exercises in the Strategy Classroom (II)
16:30—17:15
Interest Group Business Meetings
Salon 16: Competitive Strategy
Salon 17: Knowledge & Innovation
Salon 18: Corporate Strategy & Governance
Salon 19: Global Strategy
Salon 20: Strategy Process
Salon 21: Practice of Strategy
Salon 22: Entrepreneurship & Strategy
19:00—21:00
Opening Reception

Monday, October 13, 2008

08:30—08:45
Program Chair Welcome
08:45—09:30
Opening Address: David Teece, UC Berkeley

David Teece, Haas School of Business, University of California, Berkeley

photo of david teece

David J. Teece is an authority on subjects including the theory of the firm and strategic management, the economics of technological change, knowledge management, technology transfer, and antitrust economics and innovation. He is the Thomas W. Tusher Chair in Global Business and director of the Institute of Management, Innovation, and Organization (IMIO) at the Haas School of Business, University of California, Berkeley. In 1988 he co-founded LECG, a global expert services firm that provides independent expert testimony and analysis, original authoritative studies, and strategic consulting services. He has served many years as Chairman and since 2007 Vice Chairman of the board. He has a Ph.D. in economics from the University of Pennsylvania, has held teaching and research positions at Stanford University and Oxford University, and has also received three honorary doctorates. He is the author of more than 200 books and articles, and is the co-editor of Industrial & Corporate Change. He is one of the top 10 cited scholars in economics and business for the decade, and has been recognized by Accenture as one of the world's top 50 business intellectuals.

Dynamic Capabilities and Enterprise Performance in a Knowledge Based Economy
Sustained differences in financial performances are often observed between firms in the same industry. There are non-imitable characteristics of the business enterprise and management structures and processes that help explain differential performance. The context of the analysis will be regimes of rapid technological change in evolving global markets. Dynamic capabilities will be presented as a framework to understand enterprise performance. The dynamic capabilities framework views the enterprise as a cluster of intangible assets (especially know-how and relationships) that get built and then orchestrated by management. Achieving strategic coherence while excelling at sensing, seizing and reconfiguring provide the underpinnings of superior enterprise performance. The framework outlined is designed to provide, at minimum, a parsimonious mechanism for harnessing and integrating ideas and recent findings from the social sciences and the field of strategic management so as to deepen our understanding of the business enterprise and innovation-driven competition. (Room: Saal 1)

10:00—11:00
Plenary Panel The Future of Knowledge Management

Panelists

Tina Dacin, Queen's University — Session Chair

photo of Tina Dacin

Tina Dacin is the E. Marie Shantz Professor of Strategy and Organizational Behavior at Queen's University’s School of Business. Her research interests include organizational and institutional change, social entrepreneurship, and strategic collaboration with an emphasis on partner selection in alliances. Her work has been widely published and she sits on the Editorial Boards of the Journal of Management & Governance, the SMJ and as Section Editor for Journal of Management Inquiry and Senior Editor for Organization Science. She has previously served as a Senior Editor and a Consulting Editor for Journal of International Business Studies and for multiple terms on the Editorial Review Boards of other leading journals. She is currently Incoming Chair of the College of Organization Science at Informs and is the recent past Chair of the Corporate Strategy and Governance IG of the SMS as well as recent past Chair of the Organization and Management Theory Division of the AoM.

Nicolai Foss, Bocconi University — Panelist

photo of Nicolai Foss

Nicolai Foss is a Professor of Strategy and Organization at the Copenhagen Business School, the Norwegian School of Economics, and the University of Warwick, and the Head of Department of CBS' Department of Strategic Management and Globalization. His research interests lie within the foundations of strategic management, the theory of the firm and strategic entrepreneurship. Nicolai Foss has served as a member of the Senate of the CBS, is a panel member of the European Research Council, and a member of Academia Europaea.Educated as an economist from the Copenhagen University (1989), Nicolai Foss his received his PhD degree from the Copenhagen Business School in 1993, where he has been Assistant, Associate and Full Professor. His work has appeared in SMJ, AMJ, AMR, Organization Science and other journals, as well as in numerous books.

Marjorie Lyles, Indiana University — Panelist

photo of Marjorie Lyles

Marjorie Lyles is OneAmerica Chair in Business Administration and Professor of International Strategic Management at the Indiana University Kelley School of Business. Marjorie Lyles’ research addresses organizational learning and innovation, international strategies, joint ventures, and alliances, particularly in emerging economies. She has over 100 articles and chapters. Her work has appeared in top academic journals such as SMJ, SEJ, ASQ, JIBS, OSci, AMR, JMS and AMJ. She is a SMS and AIB Fellow. Lyles & Salk (1996) on learning in IJVs won the JIBS Decade Award 2006. She has also received two NSF grants. She has consulted with USIA, World Bank, USAID, UNDP and private firms in Malaysia, Hungary, Vietnam, Poland, China and Indonesia on international strategies, educational projects, and needs assessment for management. Marjorie Lyles has served SMS in many roles: 2009 Program Co-Chair of the Annual Conference in Washington, D.C., Board of Trustees of the Strategic Management Foundation; Consulting Editor for Global Strategy Journal; co-founder and Chair for the Knowledge and Innovation Interest Group, and over twenty years of attending and reviewing for the Annual Conference and the Strategic Management Journal.

Gabriel Szulanski, INSEAD — Panelist

photo of Gabriel Szulanski

Gabriel Szulanski is Professor of Strategy at INSEAD Singapore, where he is currently the area chair. His research focuses on the exploitation of knowledge assets, such as the transfer of best practices, and on the making of strategy. He is best known for his work on Stickiness and Replication. Gabriel Szulanski has served on the editorial board of leading academic journals including Administrative Science Quarterly, Organization Science, Long Range Planning and the Journal of International Business Studies, where he also served as Area Editor. A member of the Strategic Management Society since 1994, Gabriel Szulanski currently serves as a board member, and has served in the leadership of the Knowledge and Innovation Interest Group. In 2012 he co-chaired the SMS special conference in Singapore and in 2013 he served as track chair for the SMS special conference in Geneva. He received his doctorate in management from INSEAD.

A panel of major contributors to the development of the knowledge movement in strategic management research over the past decade will each offer their views on the theme of the conference, “How does knowledge matter?”. The panelists will make a short statement on their views of the major streams, achievements, and pitfalls in the current research on knowledge management, as well as share their opinions of the major opportunities and challenges facing the field today. After their views will have been presented, the panelists will take questions from the audience. The over-arching goal of the session is a lively interchange of views on the full range of issues associated with the question of how knowledge matters from a strategic perspective in order to promote progress in both conceptual and empirical research on knowledge management. (Room: Saal 1)

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

Track A: Managing Knowledge

Session 1036
Knowledge and Learning

Track B: Measuring Knowledge

Session 1047
How to Measure Knowledge -- Refining Old, Suggesting New Approaches

Track D: General Track

Session 1027
Knowledge Proximity and Knowledge Diffusion
Session 1029
Strategy Tools in the Knowledge-Based Economy

Track E: Competitive Strategy

Session 1067
The Upside of Financial Investments
Session 1072
Lessons from Industry Cases

Track F: Corporate Strategy And Governance

Session 1089
Make, Ally or Buy
Session 1096
Executive Compensation

Track G: Global Strategy

Session 1010
Internationalization Strategy

Track H: Strategy Process

Session 1053
Turnaround and Alignment

Track I: Knowledge And Innovation

Session 1022
Using Alliance Networks to Enhance Innovation
Session 1024
Developing New Technologies and Products

Track J: The Practice Of Strategy

Session 1109
What Is Strategy-as-Practice?

Track K: Entrepreneurship And Strategy

Session 1080
Ready, Set, GO! Launch Strategy and Performance
Session 1082
Corporate Venture Capital

Track T: Teaching Track

Session 1803
Teaching Strategy in an E-Learning Environment
12:30—14:00
Luncheon
14:00—15:00
Keynote Speech: Wulf Bernotat, CEO of EON

Wulf Bernotat, CEO of EON

photo of Wulf Bernotat

Wulf H Bernotat was appointed Chairman of the Board of Management and Chief Executive Officer of E.ON in 2003. E.ON, based in Duesseldorf, Germany, is one of the major public utility companies in Europe and member of the DAX stock index of major German companies. It came into existence through the 2000 merger of VEBA and VIAG, two energy companies. Wulf Bernotat had joined VEBA in 1996 and became a member of the Board in 1998. Wulf H. Bernotat received a doctorate in law from the Georg-August-Universität in Göttingen. His first position was as a corporate attorney in the legal department of Shell AG in Hamburg. In 1981 Wulf Bernotat went to Shell's headquarter in London to become business development manager for Eastern Europe. He remained with Shell until 1996, working in various European offices with increasing amounts of responsibility: In London, he became Shell's coordinator of business interests in Africa, as well as of coal-business interests in the entire Southern Hemisphere; later in Lisbon, he was general manager for Shell in Portugal; and in France, he became a member of Shell Paris's Board of Management, responsible for downstream activities.

Knowledge Management Enables the Execution of E.ON’s Strategy
E.ON has transformed from a company with a diversified portfolio of business areas to Europe’s leading integrated power and gas company. Its corporate strategy is based on a balanced growth with a regional focus on the European Energy markets. In the execution of this strategy, there is a greater need for knowledge management. The organization has been further developed and includes a functional and more central steering model with centers of competence across several value chain steps to ensure the flow of knowledge across the organization. (Room: Saal 1)

15:30—16:45
Parallel Paper/Common Ground/Panel Sessions

Track A: Managing Knowledge

Session 1041
Knowledge, Collaboration, and Performance
Session 1061
Inter-Organizational Knowledge Transfer

Track D: General Track

Session 1030
The Emerging Strands of Research in Strategic Cognition

Track E: Competitive Strategy

Session 1073
Learning and Competitive Dynamics
Session 1074
Configurations and Performance
Session 1076
The Knowledge-Based View in New Arenas

Track F: Corporate Strategy And Governance

Session 1086
Alternative Views of Value Creation
Session 1090
CEO Pay
Session 1107
Executive and External Forces in Strategy

Track G: Global Strategy

Session 1002
Competing in a Global Economy

Track H: Strategy Process

Session 1051
Restructuring and Change

Track I: Knowledge And Innovation

Session 1013
Linking Organizational Factors to Innovation Orientation and Outcomes
Session 1023
The Role of Top Management in Learning and Innovation

Track J: The Practice Of Strategy

Session 1116
The Different Roles of Strategy Tools

Track K: Entrepreneurship And Strategy

Session 1085
Small Firm Strategy

Track T: Teaching Track

Special Session 1804
Trends & Challenges in Building Content of the Strategy Core: Using Interdisciplinary Approaches to Teaching Strategy
17:00—18:15
Parallel Paper/Common Ground/Panel Sessions

Track A: Managing Knowledge

Session 1040
Knowledge Transfer and Diffusion
Session 1042
Capabilities, Value Creation, and Performance

Track C: Evaluating Knowledge

Session 1025
What is the Value Added of Ideas, Intelligence and Innovation?

Track D: General Track

Session 1028
Social and Institutional Issues in Strategic Management

Track E: Competitive Strategy

Session 1060
Value Creation and Appropriation: Perspectives From the Resource-Based View, Property Rights and Incomplete Contracting
Session 1062
Mastering Alliance Capability
Session 1069
Leveraging and Repositioning Resources

Track F: Corporate Strategy And Governance

Session 1091
Impression Management
Session 1098
Social Networks

Track G: Global Strategy

Session 1000
Knowledge Flows in MNCs
Session 1005
Emerging Markets

Track H: Strategy Process

Session 1054
Facing Competing Demands to Create Value

Track I: Knowledge And Innovation

Session 1016
The Influence of "Outsiders" on Innovation

Track J: The Practice Of Strategy

Session 1112
Workshops, Meetings, Models and Tools in Strategizing

Track K: Entrepreneurship And Strategy

Session 1079
Entrepreneurship in Context: International and Institutional Influences

Track T: Teaching Track

Session 1805
Teaching Strategy in Non-Degree Executive Education Programs
18:30—22:00
SMS Dinner Event: River Cruise & Cathedral Tour - More Information

Tuesday, October 14, 2008

08:30—09:30
Plenary Panel The Future of Knowledge-Intensive Industries I

Panelists

Philip Evans, The Boston Consulting Group — Session Chair

photo of Philip Evans

Philip Evans is a Senior Vice President in the Boston Office of the Boston Consulting Group. He founded BCG’s media and then multimedia practices and has consulted to corporations worldwide in the consumer goods, media and high technology industries. Blown to Bits, his book on the new economics of information was the best-selling book worldwide on technology and strategy in 2000. Philip Evans graduated with Double First Class Honors in economics from Cambridge University. He was a Harkness Fellow in the Economics Department at Harvard and also obtained an M.B.A with honors from the Harvard Business School.

Ulrike Bentlage, Bertelsmann AG — Panelist

photo of Ulrike Bentlage

Ulrike Bentlage has been Director for Corporate HR Strategy and Controlling at the Bertelsmann AG since 2007. She studied Mathematics and Literature in Muenster, Germany and Nantes, France. She started her career as a Director for Media and Education at the Bertelsmann Foundation in 1998. In 2001, she joined The Boston Consulting Group as General Management and Strategy Consultant with a focus on HR and Organization.

Steve David, Boston Consulting Group — Panelist

photo of Steve David

Steve David has been a Senior Advisor for Boston Consulting Group since 2005. He previously spent 34 years with Proctor & Gamble, where he held the roles of Chief Information Officer as well as Chief Business to Business Officer. He serves as Chairman of the Board for Iomega Corporation, and on the Boards of Institute for the Future and Kovio. As board members for Transora and the Uniform Code Council, he has helped develop data synchronization standards and the new world of Radio Frequency Identification (RFID) and its potential uses in business. He was recently named one of the twenty-five most influential executives by Consumer Goods Technology. Steve David has a B.S. in Business Administration from the University of Nebraska

Marion Horstmann, Siemens — Panelist

photo of Marion Horstmann

Marion Horstmann is Head of Global Learning & Leadership Development with Siemens. She is also head of Leadership Excellence Program where she is responsible for developing and implementing executive learning program, which enables and strengthens Siemens global talent pool. She is also head of Learning Campus and head of Talent Acquisition. Marion Horstmann received her degree in Mathematics from the Technical University of Braunschweig, and attended INSEAD for her executive education in Strategic Management Tools & Systems.

Alexis von Hoensbroech, Lufthansa German Airlines — Panelist

photo of Alexis von Hoensbroech

Alexis von Hoensbroech is heading the department for strategy and investment management in the passenger airline division of Lufthansa German Airlines. Prior to joining Lufthansa in 2005, Alexis worked for The Boston Consulting Group in Munich and Tokyo. Alexis has an academic background, holding a PhD in Physics (Astrophysics) from the University of Bonn.

Peter F. Tropschuh, Volkswagen Group — Panelist

photo of Peter F. Tropschuh

Peter F. Tropschuh currently serves as as Head of AutoUni with Vokswagen, Wolfsburg. He has developed academic and research input into the Group, with the focus on its practical operational relevance. Peter Tropschuh has held appointments with Audi which have included Senior Supervisor of Equipment Engineering and Body Testing, Head of Vehicle Concepts, Development Management. He studied Mechanical Engineering at Munich Technical University, specializing in "Engineering and development". His doctoral thesis dealt with "Computer-aided projection assisted by a knowledge-based system". Supported by his practical experience in automotive engineering.

In this panel we intend to shed light on the question of how knowledge matters for the electrical equipment, airline, consumer goods, and media industries. Specifically, we will elaborate on the similarities and differences between knowledge-related practices in those industries and the factors that may shape knowledge management in the future. The panel provides the opportunity to hear experts from four different industries react to the conference theme and outline examples of companies that are experienced in managing knowledge within and across organizational boundaries. Our panelists will discuss many important questions, e.g.: What technologies are best suitable for managing knowledge, what are their pitfalls? Under what conditions does knowledge management improve firm performance? This session should provide interesting insights into how managers cope with knowledge intensity and assess the future of knowledge management in their particular industries.

10:00—11:00
Keynote Speech: Rene Obermann, CEO of Deutsche Telekom

Rene Obermann, CEO of Deutsche Telekom

photo of Rene Obermann

René Obermann has been the Chief Executive Officer and Chairman of its Board of Management of Deutsche Telekom AG since November 2006 and a Member of its Board of Management since 2002. Deutsche Telekom is one of the world's leading telecommunications and information technology service providers, more than half of the revenues are generated outside of Germany. René Obermann joined the Group in 1998 as the Managing Director Sales for T-Mobile Deutschland. In April 2000, he became Chief Executive Officer of T-Mobile Deutschland. From the end of 2002 to December 2006, he was CEO of T-Mobile International and the Deutsche Telekom Board Member for Mobile Communications. In this period, T-Mobile continued its growth course as one of the leading mobile operators in the world with more than 100 million customers, successfully introducing the T-Mobile brand in eleven countries. René Obermann's career began with a business traineeship at BMW in Munich. Following that, he set up his own business ABC Telekom in Münster in 1986. He became Managing Partner of Hutchison Mobilfunk GmbH, the successor of ABC Telekom, in 1991. From 1994 to 1998, Obermann was Chairman of the company's Management Board.

Strategic Positioning and Innovation at Deutsche Telekom
The telecommunications industry is in the middle of a major transformation. Traditional telephony is phasing out rapidly while broadband communications, both fixed and mobile, are paving the way to truly connected life and work. As the industry is changing and developing, Deutsche Telekom is facing specific challenges. "Focus, fix and grow" are the company's strategic imperatives to strengthen its position as one of the world's leading providers for communication and IT-services. Because of its incumbent heritage, the company has to become more competitive in Germany in terms of costs and service performance. Enlarging the International mobile business in order to grow and leverage synergies is the second strategic thrust. Furthermore, Deutsche Telekom is pushing innovation in the areas of mobile Internet and network-centric ICT. Considering the strengths and weaknesses of the company, innovation is not only based on in-house developments but also on partnerships and ventures.(Room: Saal 1)

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

Track A: Managing Knowledge

Session 1035
Strategic Dynamics in Industry Architectures: The Challenges of Knowledge Integration
Session 1055
Governing Knowledge in Interorganizational Relationships

Track D: General Track

Session 1034
The Role of Decision-Making for Knowledge Management
Special Session 1117
SMS Emerging Scholar Award Recipient 2008 - Riitta Katila

Track E: Competitive Strategy

Session 1059
Networks and Social Capital
Session 1070
Performance and the Competitive Arena

Track F: Corporate Strategy And Governance

Session 1093
Succesion and Team Dynamics
Session 1103
Social and Human Capital

Track G: Global Strategy

Session 1003
International Knowledge Diffusion
Session 1110
Social Issues in International Business

Track H: Strategy Process

Session 1050
Linking Middle Managers into the Strategy Process

Track I: Knowledge And Innovation

Session 1017
The Influence of Learning and Absorptive Capacity on Innovation
Session 1021
Influences on Innovation Strategies and Outcomes

Track J: The Practice Of Strategy

Session 1114
Strategic Planning is Alive!

Track K: Entrepreneurship And Strategy

Session 1078
Entrepreneurial Orientation
Session 1083
IPOs: Causes and Consequences

Track T: Teaching Track

Session 1806
Field Studies and Case Competitions: Contemporary Pedagogies for the Strategy Course
12:30—14:15
Awards Luncheon
14:30—15:45
Parallel Paper/Panel/Common Ground Sessions

Track A: Managing Knowledge

Session 1039
Knowledge and Governance
Session 1045
Capabilities and Governance
Session 1056
Discussing Approaches on How Knowledge Matters in Organizations

Track D: General Track

Session 1031
Organizational Structure and Performance

Track E: Competitive Strategy

Session 1063
Topics on Competitive Dynamics
Session 1066
Managing and Environmental Stewardship
Session 1075
Strategic Decision Making

Track F: Corporate Strategy And Governance

Session 1095
Diversification
Session 1105
Governance Perspectives

Track G: Global Strategy

Session 1001
MNC Structure
Session 1009
Under Assault: How Companies Can Fight Organized Crime

Track H: Strategy Process

Session 1049
Strategic Decision Making

Track I: Knowledge And Innovation

Session 1018
Building on the Past: The Effect of Experience and Relatedness

Track J: The Practice Of Strategy

Session 1111
Capabilities of Strategy Practitioners

Track K: Entrepreneurship And Strategy

Session 1094
Learning and Performace in New Ventures

Track T: Teaching Track

Session 1807
Teaching Entrepreneurship
16:15—17:15
Plenary Panel The Future of Knowledge-Intensive Industries II

Panelists

Philip Evans, The Boston Consulting Group — Session Chair

photo of Philip Evans

Philip Evans is a Senior Vice President in the Boston Office of the Boston Consulting Group. He founded BCG’s media and then multimedia practices and has consulted to corporations worldwide in the consumer goods, media and high technology industries. Blown to Bits, his book on the new economics of information was the best-selling book worldwide on technology and strategy in 2000. Philip Evans graduated with Double First Class Honors in economics from Cambridge University. He was a Harkness Fellow in the Economics Department at Harvard and also obtained an M.B.A with honors from the Harvard Business School.

Ramon Bacardit, Henkel AG & Co. KGaA — Panelist

photo of Ramon Bacardit

Ramon Bacardit is Corporate Senior Vice President of Adhesives Technologies Research for Henkel AG & Co. KGaA in Duesseldorf. He joined Henkel Iberica in 1981 and has occupied different functions including R& D for Surface Technologies and Adhesives, Manufacturing, Commercial Management Adhesives, Business Management for Industrial Adhesives, Consumer Adhesives and Surface Treatment until 1997. He was the general manager of Henkel Mexico and responsible for the Latin America sector for Surface Treatment until the end of 2001. Since 2002 he has been a member of the board of Henkel AG & Co. KGaA. Ramon Bacardit holds a PhD in chemistry, business education from IESE.

Harald Borner, SAP AG — Panelist

photo of Harald Borner

Harald Borner is currently Senior Vice President of the Global Head Top Talent Management of SAP. As a part of the office of the CEO, he is responsible for driving strategy execution among senior executives. He previously served as Vice President in the senior leadership team of SAP’s corporate strategy group. Harald Borner maintained a variety of roles working with The Boston Consulting Group for ten years before joining SAP. He received his Doctoral degree in experimental particle physics from Oxford University.

Thorsten Huebschen, Microsoft Germany — Panelist

photo of Thorsten Huebschen

Thorsten Huebschen is currently Manager of Business Productivity Infrastructure (BPI) with Microsoft Germany. With an academic background in math and computer science, he has worked five years as a strategy consultant with McKinsey. In 2006, Thorsten Huebschen moved to Microsoft, where he now co-leads the Business Group Information Worker and is responsible for Office, Exchange, OCS and the whole Business Productivity Infrastructure.

Andreas Mueller, Erste Group Bank AG — Panelist

photo of Andreas Mueller

Andreas Mueller is the founding Head of ERSTE University, the corporate university of Erste Group Bank AG, one of the major banks in Central and Eastern Europe. He previously held positions with Volkswagen AutoUni where he assisted in the establishment of the School of Science and Technology, and was responsible for the master's degree concept on "Sustainable Mobility" and for delivery of various learning content, ranging from Management of Technology to Mobile Aging. With Volkswagen AG, he was responsible for AutoUni's activities in Latin America and for the collaboration with the MIT. Andreas Mueller received his PhD in Geometry at the University of Karlsruhe.

In this panel we continue to shed light on the question of how knowledge matters for the adhesives, software, automotive, and banking industries and detect the similarities and differences between knowledge-related practices in those industries. We will elaborate on the factors that will shape knowledge management in the future. The panel provides the opportunity to hear experts from four different industries react to the conference theme and outline examples of companies that are experienced in managing knowledge within and across organizational boundaries. Pertinent questions are, e.g.: What mechanisms and tools are most effective in governing knowledge flows in and between organizations? What particular skills are requested for future “knowledge workers”? How costly and time-consuming is knowledge management? How are the benefits and costs of knowledge management assessed? This session should provide interesting insights into how managers cope with knowledge intensity and assess the future of knowledge management in their particular industries.

18:00—19:00
Reception: Cologne City Hall- More Information
19:00—
Evening on Your Own

Wednesday, October 15, 2008

08:30—09:30
Plenary PanelMeet the Editors

Panelists

Jay Barney, University of Utah — SEJ Assoc. Editor

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.

Richard Bettis, University of North Carolina-Chapel Hill — SMJ Co-Editor

photo of Richard Bettis

Rich Bettis is the Ellison Distinguished Professor of Business Administration at the Kenan-Flagler School of Business of the University of North Carolina. He has won the SMJ Dan and Mary Lou Schendel Best Paper prize and been elected to the Fellows of SMS. He has served on the Academy of Management Board and on the Strategic Management Society Board, where he also served a 3-year term as President. He has been a Consulting Editor of the Academy of Management Review, and an Associate Editor of Management Science. In 1995 he became an SMJ Associate Editor and in 2007 became an SMJ Co-Editor where his term will expire at the end of 2015.

Rudi K F Bresser, Free University of Berlin — SMJ Assoc. Editor

photo of Rudi K F Bresser

Rudi Bresser is a Professor of Strategic Management at the Free University of Berlin, Germany. Prior to joining the Free University, he was a faculty member of the City University of New York at Baruch College. He has been a committed member of the SMS since 1984. Rudi has been a Conference Co-Chair of the 1999 Strategic Management Society Conference in Berlin, and he served as a member of several SMS-Conference Review Committees. Dr. Bresser is an Associate Editor of the Strategic Management Journal and has been a member of the Journal’s Editorial Board for 13 years. He is a founding member of the European Management Review, and an ad hoc reviewer to a dozen scholarly management journals. He has published many scholarly articles in American and European refereed journals such as the Strategic Management Journal, Academy of Management Review, Omega, Organization Studies, European Management Review, Administration & Society, Zeitschrift fuer Betriebswirtschaft, Schmalenbach Business Review, and Die Betriebswirtschaft. He has authored or co-authored several books on management and strategic management topics. Professor Bresser maintains intensive contacts to the business and consulting communities. He is a former Managing Director of the business administration faculty at the Free University of Berlin.

Michael A. Hitt, Texas A&M University and TCU — SEJ Co-Editor

photo of Michael A. Hitt

Michael A. Hitt is a Distinguished Professor and holds the Joe B. Foster Chair in Business Leadership at Texas A&M University. He has authored or co-authored many journal articles published in leading journals such as the Strategic Management Journal, Academy of Management Journal, Academy of Management Review, Organization Science, Journal of Applied Psychology, among others. Mike Hitt is a Founding Editor of the SEJ, a former editor of the Academy of Management Journal, and former president of the Academy of Management. His involvement in the SMS runs deep with recently serving as the President of the SMS. He is a member of the SMS Fellows and is the former Deputy Dean of this organization. He has received awards from the American Society of Competitiveness for Outstanding Academic Contributions (1996) and Outstanding Intellectual Contributions (1999) to Competitiveness.

Will Mitchell, University of Toronto — SMJ Co-Editor

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.

Dan Schendel, Purdue University — SEJ Co-Editor

photo of Dan Schendel

Dan Schendel is the Blake Family Endowed Chair Emeritus in Strategic Management at the Krannert Graduate School of Management, Purdue University. His research work was the first to take new empirical directions in the strategy field away from traditional case methods by developing and testing mathematical performance models of strategy in the early 1970s. He has also done work on turnaround strategies, strategy across the life cycle, generic strategies, strategic groups, and planning systems. He is the author of a number of articles and cases in these and other related topic areas that have appeared in numerous leading publications. Dan Schendel is a fellow of the Academy of Management and is the former Dean of the SMS Fellows. He is also the founding president of the SMS. He received his doctorate from Stanford University.

Edward Zajac, Northwestern University — SMJ Co-Editor

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.

Meet the editors: Editors from the SMJ and the SEJ will lead a discussion of publishing in the Society's two journals. The goal of this session is to help members of the SMS publish in our journals. The editors will discuss journal objectives and procedures, as well as highlight differences between strong and weak submissions. This will be a highly interactive session, with substantial opportunities for questions, comments, and use of knowledge and experience of all participants.

10:00—11:15
Parallel Paper/Panel/Common Ground Sessions

Track A: Managing Knowledge

Session 1038
Knowledge and Networks
Session 1057
Knowledge as a Driver of Innovation, Learning and Competence-Building

Track B: Measuring Knowledge

Session 1048
Measuring Knowledge in Organizations

Track E: Competitive Strategy

Session 1065
Managing Stakeholder Networks and External Communication
Session 1071
Technology, Innovation and Competitive Advantage

Track F: Corporate Strategy And Governance

Session 1104
Managing Alliance Relationships
Session 1106
New Corporate Strategy Perspectives

Track G: Global Strategy

Session 1004
Foreign Entry Modes

Track H: Strategy Process

Session 1052
Resources, Capabilities and Competitive Advantage

Track I: Knowledge And Innovation

Session 1014
Creating Ambidextrous Organizations
Session 1019
Working with Others: Collaboration and Knowledge Development

Track J: The Practice Of Strategy

Session 1113
Innovating Change to Improve Business

Track K: Entrepreneurship And Strategy

Session 1087
Networks and New Ventures
Session 1097
Raising Capital - Risky Business!
11:30—12:45
Parallel Paper/Panel/Common Ground Sessions

Track A: Managing Knowledge

Session 1044
Technology and Performance
Session 1046
Knowledge Across Boundaries
Session 1058
Knowledge Strategies: Collaboration and Governance

Track D: General Track

Session 1026
Learning Within and Across Organizational Boundaries

Track E: Competitive Strategy

Session 1064
Exploring Dynamic Capabilities
Session 1068
Signals and Firm Reputation

Track F: Corporate Strategy And Governance

Session 1088
Acquisitive Growth Strategies
Session 1092
Dynamic Strategies and Resources

Track G: Global Strategy

Session 1008
The Impact of Climate Change: Lessons from the Field
Session 1084
Internationalization of Research and Development (R&D)

Track I: Knowledge And Innovation

Session 1015
Knowledge Innovation: Creating New Knowledge and Capabilities
Session 1020
When Does Geographic Proximity Pay?

Track J: The Practice Of Strategy

Session 1115
Identifying Strategizing in Practice

Track K: Entrepreneurship And Strategy

Session 1081
Venture Capital Investment: Worth the price?
Session 1099
Entrepreneurship Theory: Emerging Views
13:00—14:00
Luncheon


Strategic Management Society

Cologne Conference