Track 1
Human Enterprise in the 21st Century: How Can Firms Create More Value Through People?
For the last several decades, strategy scholars have studied the importance of human capital for competitive advantage; i.e., the extent to which individual knowledge, skills, and abilities contribute to the competitiveness of firms. In recent years scholars have started to consider a more all encompassing view of humans by considering the broad range of human motivations, emotions, and social connections to firms and within firms. This broader view of humans invites us to consider new questions regarding the role of people in strategy and how individuals contribute to value creation in the firm. We are broadly interested in scholarship that explores the human side of strategy. Some example research topics that may fit within this track include (but are certainly not limited to):
- How do non-monetary incentives and motives shift and change our strategy theories?
- How does a shift from “productive human capital” to “human well being” change the nature of our people-related strategy conversations?
- How does social capital contribute to the overall strategy of the firm?
- How should we think about value creation differently from value capture when humans are involved?
- How do social and cultural factors, such as inequality, discrimination and social mobility, influence firm outcomes?
- How do purpose-driven firms adapt their human capital strategies?
Lena Lizunova
BYU Marriott
DK Kryscynski
Rutgers
Track 2
Tech-Driven Transformation: Capitalizing on Innovation, New Technologies, and Novel Business Models to Create New Value
In an era where rapid technological advancements are transforming markets, this conference track delves into how organizations manage in environments of new innovation and emerging technologies to create and sustain value. Innovations in AI and machine learning, for instance, are already reshaping the competitive landscape—providing temporary advantages to some while compelling others to adapt or risk obsolescence. To create value in these dynamic environments, firms may adopt new business models like platforms, embrace new organizational forms such as modular structures, implement new processes like crowdsourcing, or explore new approaches to competition through ecosystems. The fundamental strategic questions—where to play and how to win—become increasingly complex in this context. However, systematic research into the patterns of success and failure amid rapid change presents scholars with a unique opportunity to develop both new organizational theories and strategic insights that can guide strategy and innovation.
We invite scholarship in the areas of technology-driven transformation broadly conceived, including new research on innovation, technology strategy, business models, market-creation, and related topics. Some example topics that may fit with this track include:
- How do emerging technologies (like AI/machine learning, or other) influence the creation and evolution of new markets, business models, and strategies?
- Why do some firms succeed while others fail in the face of technological change?
- What organizational structures and cultures foster agility and adaptability in technology-driven environments?
- How do technological advancements influence competitive dynamics within established and nascent industries?
- What new business models are enabled by technology, and what are their attributes, benefits, and downsides for strategic success?
- How do firms develop and leverage their capabilities, resources, and processes to drive successful innovation?
- What role do collaboration and partnerships play in fostering technological innovation across industries?
David Bryce
BYU Marriott
Rory McDonald
Virginia