Session Chairs: Gianpaolo Abatecola e Giorgio Invernizzi
The most recent national and international statistics about differentiated corporate performance seem to confirm the following classical – and still lively – dichotomy: some firms are born, grow and create value over time, with some of them even becoming examples of competitive success in the scientific and managerial literature; some other firms, instead, plan and implement strategic paths which destroy value. Thus, as far as the process of value creation and distribution to all the corporate stakeholders is concerned, the empirical evidence above constitutes an additional demonstration of the key role constantly played by strategy, at both a public and private level.
On this basis – and consistent with the general theme of the 2017 AIDEA Conference – this session aims to continue the scientific dialogue between traditional and emerging approaches to the study of firms’ strategy. The session encourages conceptual and empirical contributions; as for the latter, qualitative and quantitative methods are welcomed.
The session plans to organize the following tracks:
- Strategy and firms’ life cycle
This track welcomes contributions aimed at studying what corporate and/or competitive strategies can appropriately support the adaptation process of firms in the different stages of their life cycle. Addressing this question is also part of the more general debate between environmental determinism, strategic voluntarism, and co-evolutionary processes in shaping adaptation. Particular attention will be devoted to exploring the successful strategies of start-ups.
- Strategy and structure
Since Alfred Chandler’s seminal findings, studying the relationship between strategy and structure has always represented a central research avenue, particularly in the strategic management field. Thus, this track welcomes contributions aimed at continuing to feed this research stream, which presents important implications for the associated relationship between strategic and organizational change, and for its supposed impact on corporate performance. In this track, themes regarding the so-called “strategy execution” (somehow counter-posed to strategy formulation) will be given attention.
- Strategy and entrepreneurship
This track welcomes contributions aimed at explaining what strategies can usefully support entrepreneurship and entrepreneurialism. In particular, as far as the high mortality rates of many start-ups are, still currently, concerned, this track encourages contributions aimed at studying what business models, and ecosystems, can sustain new-born firms in planning and executing efficient and effective strategies, thus increasing their survival chances over the long term.
- Strategy and governance
This track welcomes contributions aimed at studying the connection between strategy and models of corporate governance. In this regard, for example, the literature has witnessed the birth and subsequent development of analyses about the possible causal relationship between the socio-demographic features of corporate top decision makers and strategic planning. Furthermore, to date these analyses also try to demonstrate the possible existence of the inverse relationship, which can find antecedents in the specific expectations of economic sectors, country-systems and cultural contexts.
- Behavioural strategy
This track welcomes (also cross-disciplinary) contributions aimed at studying what psychological and cognitive determinants drive the strategic decision making processes, thus addressing this supposed relationship also with regard to strategic planning and control. This emerging research stream is based on Herbert Simon’s seminal bounded rationality in decision making, which can foster behavioural heuristics also influenced by the decision makers’ personality, emotions and mental attitudes.
- New trends in conceptualizing strategy and, especially, value
What strategic models and languages are the most used in Italy? Do they present differences from other countries? What is the model that generates the most relevant value? Moreover, which value? What is CSV, i.e. Creating Shareholder Value or Creating Shared Value? Value for the firm and/or value for the shareholder? In addition, which kind of shareholder, i.e. that expressing the qualified majority or that belonging to the population of small stockholders (i.e.“parco buoi”)? To some of these questions this track would find an answer.
- Strategy and value in family business and SMEs
The contributions welcomed in this track include (but are not limited to):
- the longevity of family businesses and SMEs;
- the restructuring and regeneration strategies regarding the “Made in Italy” firms;
- the internationalization process as the survival strategy for Italian family businesses and SMEs coping with the current economic crisis;
- the cooperation strategy among Italian firms to countervail the crisis;
- the relationship between the strategy and models of corporate governance to allow the enduring success of Italian firms;
- the double strategy of territorial localization and internationalization regarding Italian SMEs.
The session chairs will contact the editors of international and national journals to plan special issues and/or fast tracks associated with the contributions presented.