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Sunday, October 14, 2007
Pre-Conference Sessions
- 10:00—11:30
Tracks E: Competitive Strategy & H: Strategy Process
- Session 1501
- Strategy Process Meets Competitive Strategy
Track F: Corporate Strategy:
- Session 1507
- Strategies for sourcing innovation from outside: Big research questions – and some answers – for the next 5-10 years
Track G: Global Strategy
- Session 1504
- Global Corporate Reputations
Track I: Knowledge and Innovation
- Session 1503
- Key Issues and Emerging Questions for Knowledge and Innovation Research in Strategic Management
Track J: The Practice of Strategy
- Session 1506
- Globalization and Competitiveness
Track K: Entrepreneurship and Strategy
- Session 1505
- Conversations 1: Entrepreneurship Research in Asia
- 11:30—13:00
- 13:00—14:30
Track E: Competitive Strategy
- Session 1602
- Strategy and Corporate Responsibility
Track F: Corporate Strategy
Track G: Global Strategy
- Session 1604
- Offshoring and Global Strategy: Myths and Realities
Track H: Strategy Process
- Session 1601
- A Dialogue About Conducting Strategy Process Research: Building Theory, Designing Studies, and Relevance to Practice
Track I: Knowledge and Innovation
Track J: The Practice of Strategy
- Session 1606
- Strategizing Capabilities and Routines
Track K: Entrepreneurship and Strategy
- Session 1605
- Conversations 2: Entrepreneurship Research in the US
- 15:00—16:30
Track E: Competitive Strategy
Track G: Global Strategy
- Session 1704
- The Domain of Global Strategy
Track H: Strategy Process
Track I: Knowledge and Innovation
- Session 1703
- View From the Field: Knowledge and Innovation Challenges Confronting Organizations Today
Track K: Entrepreneurship and Strategy
- Session 1705
- Conversations 3: Entrepreneurship Research in EU
Track F: Corporate Strategy
- 19:00—21:00
Monday, October 15, 2007
- 08:30—09:00
Peter Smith Ring, Loyola Marymount University
Peter Smith Ring, Ph.D., is Professor of Strategic Management at Loyola Marymount University in Los Angeles, CA. He has been visiting professor/research scholar at Insead; IESE; Nanyang Business School (as a Fulbright Scholar); CEIBS; University of Bologna; University of Bocconi; Université de Paris IX – Duaphine; University of Catania; and University College Dublin; and currently is an Advanced Institute of Management Research Visiting International Fellow at Strathclyde University. His research focuses on networks and strategic alliances, the processes for managing strategic alliances, the role of trust in inter-organizational relationships, strategies for managing competitive and political environments, and public sector-private sector collaboration. He sits on the Editorial Boards of the Strategic Management Journal and the California Management Review.
- 09:00—10:00
Keynote Speech: Starbucks Business Paradigm: Doing Well While Doing Good
Martin Coles, Starbucks
Martin Coles is Starbucks’ Chief Operating Officer. His main responsibility is to drive Starbucks long-term operational strategy for our core businesses, including Starbucks U.S., Starbucks Coffee International, Global Consumer Products and Supply Chain Operations. Martin joined Starbucks in April 2004 as President, Starbucks Coffee International. In that role he led teams responsible for the overall management, business development and operations of Starbucks in all international markets. Prior to Starbucks, Martin served as President and Chief Executive Officer for the Reebok brand. During an eight-year tenure at Nike, Inc., he held several executive-level general management, sales and operations positions for Nike, Inc.’s Global and European operations. His broad experience also includes executive positions at Gateway, Inc., Letsbuyit.com (London) and at one of PepsiCo, Inc.’s U.S. Bottling operations. He spent the first ten years of his career in roles of increasing responsibility at Procter & Gamble both in the U.K. and later the U.S.A.
Within two short decades Starbucks grew from a small coffee retail company based in Seattle into one of the most recognized brands in the world.
While its financial accomplishments are widely recognized, Starbucks also has been able to create a model where business success is balanced with Corporate Social Responsibility practices that not only benefit the full cycle of its business model but also has influenced stakeholders in related industries to develop policies alike. From the coffee farmers to the front line, store baristas and partners (employees) around the world, Starbucks has demonstrated that it can create a customer Experience through an emotional connection that transcends borders and cultures. Starbucks business has also been influenced by the forces of globalization with its presence in 43 countries today with 14,500 stores worldwide. Growing as a global company while maintaining its small entrepreneurship spirit is an act of true balance.
- 10:30—11:45
Teaching Track
- Special Session 1301
- Case Teaching Tips: Little Things Can Make a Big Difference
Track A
- Session 1197
- Developing Worlds
- Session 1189
- Resources, Skills And Capabilities And Non-Market Strategies
Track D
- Session 1238
- Building Alliance Capabilities
Track E
- Session 1143
- Employees and Managers as Carriers of Knowledge and Resources
- Session 1248
- Strategy in Non-Market Contexts
- Session 1138
- Industry Evolution and Its Implications for Performance
Track F
- Session 1072
- Learning from Acquisitions
- Session 1156
- The Influence of the Board on Firm Performance & Strategy
Track G
- Session 1274
- Regional And Subsidiary Perspectives
- Session 1133
- Competing In China
Track H
- Session 1064
- Flexibility & Exploration
Track I
- Session 1101
- Knowledge Development and Diversity in a Multinational Context
- Session 1094
- Knowledge Devel/Sharing In Science
- Session 1089
- Inter- and Intra-org Learning
Track K
- Session 1222
- Sources of Entrepreneurial Performance
- 12:00—13:15
- 13:15—14:30
Track A
- Session 1266
- The Political Nature of Non-Market Forces
Track D
- Special Session 1400
- SMS Emerging Scholar Award Winner 2007: Jeffrey Reuer
Track E
- Session 1148
- Alliance Strategy: When, With Whom, How to Ally
- Session 1140
- Government and Regulation: Coping with It, Embracing It?
- Session 1120
- Competitive Environment, Positioning and Performance
Track F
- Session 1075
- Directors & Board Processes
- Session 1251
- Strategic Alliances
- Session 1078
- CEOs and Strategy
- Session 1076
- R&D Investments
Track G
- Session 1211
- International Market Growth
Track H
- Session 1056
- Management of Stakeholders
Track I
- Session 1091
- Organization Learning in Strategic Alliances
- Session 1087
- Knowledge Transfer and Communities of Practice
Track J
- Session 1106
- Strategy Tools
Track K
- Session 1177
- Strategic Entrepreneurship
- Session 1185
- Entrepreneurial Alliances, Networks & Clusters
- 14:45—15:45
Moderator
Peter Ring, Loyola Marymount University
Panelists
CK Prahalad, University of Michigan
C.K. Prahalad, the Paul and Ruth McCracken Distinguished University Professor at the Ross School of Business, University of Michigan, specializes in corporate strategy. He received honorary doctorates from the University of London (Economics), Stevens Institute of Technology (Engineering) and University of Abertay, Dundee (Business). He was a member of the UN Blue Ribbon Commission on Private Sector and Development. A prominent world-class figure, Professor Prahalad has consulted with the top management of many of the world’s foremost companies. He serves on the Board of Directors of NCR Corporation, Hindustan Lever Limited and the World Resources Institute. He is the Chairman and Founder of The Next Practice.
Kathryn Harrigan, Columbia University
Kathryn Rudie Harrigan is the Henry Kravis Professor of Business Leadership at Columbia University. She holds a DBA earned at Harvard University in 1979; an MBA from the University of Texas earned in 1976; as well as a BA, from Macalester earned in 1973. Kathy’s elective courses include: (1) Corporate Growth and Development and (2) Turnaround Management. She serves on the Boards of Cambrex Corp., traded on the New York Stock Exchange, and the privately held company Ronin Development as well as on advisory boards for MBA start-ups.
Bala Chakravarthy, IMD
Bala Chakravarthy is Professor of Strategy and International Management and holds the Shell Chair in Sustainable Business Growth at IMD, Switzerland. Bala’s research and teaching interests cover three related areas: strategy processes for sustainable business growth, corporate renewal, and leadership dilemmas. Bala has published four books, several case studies and numerous articles on these topics in top journals. He was a member of the Board of Directors of the Strategic Management Society (SMS) from 1999-2004. He is also an inaugural Fellow of the SMS.
George Yip, Capgemini Consulting
George Yip is Vice President and Director of Research & Innovation at Capgemini Consulting, UK. He manages the research and innovation process to develop thought leadership for the company. He was previously Professor of Strategic and International Management and Associate Dean at London Business School, and the Chair of Marketing and Strategy at Cambridge University. George has eleven years of full-time business experience in international business, marketing, and strategy, working in the United States and the United Kingdom. He holds B.A. and M.A. degrees in economics from Cambridge University; and an MBA and doctorate from Harvard Business School.
SMS alone has over 2000 members “representing a kaleidoscope of backgrounds and perspectives from more than fifty different countries.” Thus, there is no easy way to assess the adequacy of mining operations (for theory or data) on the broad topic of the process of strategic management. Given that nuggets of strategic management research continue to be found in many rich veins, we have asked four internationally recognized scholars to offer their views on the currency of that research and where we might look for new strikes in the future. Our speakers bring wide ranging experiences in academe, practice, and consulting and they have been asked to employ those experiences in the course of developing their individual points of view.
- 16:15—17:15
Moderator
Yves Doz, INSEAD
Yves Doz is the Timken Chaired Professor of Global Technology and Innovation at INSEAD and Visiting Professor at the Helsinki School of Economics. He was Dean of Executive Education (1998-2002) and Associate Dean for Research and Development (1990-1995) at INSEAD. Professor Doz also was Director of the Management of Technology and Innovation programme at INSEAD, a multi-disciplinary effort involving about 20 faculty members and researchers that ran from 1987 to 1994. Yves Doz received his Doctoral degree from Harvard University and is a graduate of the Ecole des Hautes Etudes Commerciales (Jouy-en-Josas, France). He has also taught at the Harvard Business School, Stanford’s Graduate School of Business, and Aoyama Gakuin University in Tokyo.
Panelists
Mikko Kosonen, Sitra - the Finnish Innovation Fund
Mikko Kosonen is the Executive Vice President and member of the strategic management of Sitra – the Finish Innovation Fund. He is responsible for heading the newly-established Innovations and New Solutions unit. The unit’s mandate includes the development and implementation of measures that are in line with Sitra’s mission of revitalising the Finnish innovation environment. Before joining in Sitra Mikko Kosonen worked for over twenty years in Nokia Group. His tasks covered the roles of CIO and SVP, Business Infrastructure and Corporate Planning, of the Nokia Group. Additionally, he is the author of many articles printed in influential business and research publications on the subject of international business, strategy, organization and knowledge management.
Jonathan Murray, Microsoft
Jonathan Murray is Microsoft’s Worldwide Technology Officer for Public Sector. He leads Microsoft’s Technology Officer Network. This group of senior technology policy specialists drives Microsoft’s engagement with government and academic leaders concerning the future direction of high impact technologies and the implication of these trends on social and economic development.
Prior to his current role Jonathan spent 10 years at Microsoft’s corporate headquarters in Redmond, Washington. Prior to joining Microsoft in 1994, Jonathan spent five years with ARCO International Oil and Gas as a technology strategist. Jonathan previously worked for Scientific Software Intercomp (SSI), an oil industry consulting company, and for Logica, a leading systems integration company, where he worked on various large-scale public sector systems projects.
Timo Ali-Vehmas, Nokia
Timo Ali-Vehmas is Vice President of Nokia Standardization and Industry Liaison. He is running the team responsible for Nokia’s standardization activities globally. He joined Nokia in 1980, and he has been working in different units and functions of Nokia, including GSM and WCDMA system and product development. He started his career in developing signal processing algorithms and software for data modems. Timo Ali-Vehmas holds a Master of Science degree in Telecommunications from Helsinki University of Technology. He is also a member of the Executive Board of EICTA, the European Industry Association for Information Systems, Communication Technologies and Consumer Electronics.
John Zysman, University of California Berkeley
John Zysman is Co-director of BRIE (Berkeley Roundtable on the International Economy) and Professor of Political Science at the University of California Berkeley. His writing have focused on corporate strategy and public policy in Europe, Asia, and the United States. Zysman has served on a variety of public and private boards and served as a consultant to governments and companies in Europe, Asia, and the United States. John Zysman received his Ph.D. in Political Science from the Massachusetts Institute of Technology (MIT) in 1973 and his BA from Harvard College in 1967.
Strategic agility results from the interplay between three sets of capabilities in firms: strategic sensitivity (both the sharpness of perception and the intensity of awareness and attention), resource fluidity (the internal capability to reconfigure business systems and redeploy resources rapidly) and collective commitment (the ability of the top team to make bold decisions –fast, without being bogged in “win-lose” politics at the top).
Each of these can be strongly influenced by non-market forces, in particular collective or individual actions by governments. Governments may in some cases contribute to fostering the strategic agility of firms and accelerate their development. They can also, and perhaps more frequently, constrain strategic agility. The recent Airbus difficulties in Europe can be to a large extent attributed to the French and German governments undermining leadership unity and constraining resource fluidity by maintaining a two-headed “dual” organization, with reporting lines to each country and carefully “balanced” management roles for too long.
In addition to introducing the concept of strategic agility and its key enablers, this session will explore how public policy influences strategic agility, with a particular emphasis on various facets of regulation. For instance collective processes of pan European regulation made a key contribution to the success of GSM, while later independent approaches to third generation (“3G”) data communication hampered the development of the market and made strategic agility more difficult for firms to achieve. We will consider how the transformation of the economy – and of the IT industry – toward services and solutions is facilitated or hampered by government policies and regulations, and outline the challenges ahead.
- 17:30—18:45
Teaching Track
- Special Session 1302
- Teaching Across Borders: What You Need to Know When Teaching Strategy Across International Environments
Track A
- Session 1191
- Thinking About Non-Market Forces in Global Contexts
Track D
Track E
- Session 1144
- Internal and External Sources of Technological Competence
- Session 1145
- Technological Scope, Search and Performance
- Session 1115
- Forms and Consequences of Resources and Dynamic Capabilities
Track F
- Session 1201
- M&A
- Session 1245
- Value Chain Decisions
- Session 1081
- Corporate Governance
Track G
- Session 1126
- An Institution-Based View Of Strategy
- Session 1224
- Competing On Innovations
Track H
- Session 1063
- Aspirations & Actions
Track I
- Session 1099
- Strategic Management of Knowledge Networks
- Session 1095
- Assessing And Creating Knowledge
- Session 1092
- Development of Dynamic Capabilities
Track K
- Session 1166
- Sources of Entrepreneurial Knowledge
- 19:30—22:00
Tuesday, October 16, 2007
- 09:00—10:00
Moderator
Idie Kesner, Indiana University
Panelists
Dennis W. Draper, Loyola Marymount University
Dennis W. Draper, an experienced scholar and business administrator, recently joined Loyola Marymount University as Dean of the College of Business Administration. Draper has held senior academic positions for more than 20 years, including director of the Center for Investment Studies and associate professor of finance at the Marshall School of Business, University of Southern California. He previously served as Vice Dean of the graduate programs at USC. Draper earned a Bachelor’s Degree in industrial engineering/operations research from Northwestern University, a Master’s Degree in engineering economic systems from Stanford University and a Doctorate in business from Stanford University.
Stephen L. Mangum, The Ohio State University
Stephen L. Mangum is Acting Dean and Senior Associate Dean for Academic Programs and Professor of Management and Human Resources, Max. M. Fisher College of Business, The Ohio State University. His educational training includes an undergraduate degree in economics and a master's degree in human resource management from the University of Utah. He received his Ph.D. in economics from George Washington University. His involvement in international human resource development includes activities in Mauritania, Oman, Northern Ireland, India, the United Arab Emirates and Vietnam.
Howard Thomas, Warwick Business School
Howard Thomas joined Warwick Business School as Dean in 2000. He is Chair of the Global Foundation for Management Education, and former Chair of the board of the Graduate Management Admissions Council. He is a past President of the SMS, and was elected as an Inaugural Fellow. He is Vice-President of the European Foundation for Management Development and the Association of Business Schools. He is a Fellow of the Academy of Management in the USA and the British Academy of Management, where he has also been elected onto its Council. Before arriving at WBS, he was Dean of the College of Commerce and Business Administration at the University of Illinois at Urbana-Champaign for nine years.
William H. Glick, Rice University
William H. Glick, Ph.D., is Dean and H. Joe Nelson III Professor of Management at the Jesse H. Jones Graduate School of Management, Rice University in Houston, Texas. Prior to joining the Jones School, Bill Glick was the chair of the Department of Management and a Dean's Council of 100 Distinguished Scholars at the W. P. Carey School of Business at Arizona State University, Tempe. He was a visiting professor at INSEAD in 2002. Before joining the ASU faculty in 1995, he was the director of the Business Honors Program at the University of Texas at Austin and taught there from 1981 to 1995. Bill Glick earned his Ph.D. from the University of California at Berkeley in 1981.
How has the role of the strategic management/business policy course changed over time in the business school curriculum? Where does the strategic management course fit into the business school curriculum of the future? Is the strategic management course best positioned as a beginning course that sets the stage for the business education? Or, should it be an ending course that allows students to reflect on the integration of what they’ve learned? For schools that want to grow beyond their core or required strategic management courses, what should be included in a broad based strategic management curriculum? Does the strategy course have a role to play in fulfilling the AACSB standard requiring each degree program to provide direct measures to assess student learning. What kinds of competencies should the strategic management course focus on to aid in achieving programmatic learning goals? These and other questions will be addressed by our prestigious panel of Business School Deans. The session will also include a Q&A portion to allow attendees to ask their own questions concerning the strategic management course and curriculum.
- 10:30—11:45
Track D
- Session 1807
- Strategic Renewal: Rebuilding Strategic Agility
- Session 1236
- Intersection Between Strategy And Entrepreneurship
Track E
- Session 1249
- Discussions about Theories of the Firm
- Session 1118
- Conditions and Consequences of Multimarket Contact
- Session 1121
- Interdependent Decisions: Game Theory and Simulation Approaches
- Session 1122
- Action Leads to Reaction: Strategic Action and Rival Reaction
Track F
Track G
- Session 1131
- Internationalization and Emerging Markets
Track H
- Session 1212
- Building Scope
- Session 1057
- Effectiveness
Track I
- Session 1097
- Interfirm Collaboration and Innovation
Track J
- Session 1107
- What Do Strategists Do?
Track K
- Session 1172
- Venture Capital
- Session 1182
- Entrepreneurship & Innovation
- Session 1186
- Financing Entrepreneurship
- Session 1168
- Corporate Entrepreneurship
- 12:00—13:45
- 14:00—15:15
Teaching Track
- Special Session 1304
- Strategy Simulations: A Second Life Using Second Life?
Track C
- Session 1164
- Non-Market Scorecards
Track D
- Session 1235
- Emerging Multinationals From The South
Track E
- Session 1246
- Discussions about Firm Boundaries
- Session 1142
- Capabilities, Scope and Organizational Change
Track F
- Session 1153
- Governance Mechanisms
- Session 1112
- Portfolio Issues
- Session 1157
- Behavioral Theory & Its Implications for Strategic Action
Track G
- Session 1270
- Pushing the Envelope: Looking at the Impacts of Non-Market Influe
- Session 1276
- Alliances And Acquisitions
Track I
- Session 1105
- Innovation, Growth, Spin-Offs, and Intellectual Capital
- Session 1103
- The Management of Knowledge and Innovation in an Interorganizational Context
- Session 1102
- Learning, Innovation, Interfirm Collaboration
- Session 1098
- Product Devel, Customer Knowledge, Organizational Forms
Track J
- Session 1110
- Consulting Practices
Track K
- Session 1161
- Social Capital & Entrepreneurial Performance
- 15:45—16:45
Panelists
Mark Kramer, FSG Social Impact Advisors
Mark Kramer is Founder and Managing Director of FSG Social Impact Advisors, Senior Fellow in the CSR Initiative at Harvard’s Kennedy School of Government, and Co-Founder of the Center for Effective Philanthropy, a nonprofit research organization in Cambridge, Massachusetts. Prior to founding FSG, Mark served for twelve years as President of Kramer Capital Management, a venture capital firm, and before that as an Associate at the law firm of Ropes & Gray in Boston. He received a B.A. summa cum laude from Brandeis University, an M.B.A. from The Wharton School, and a J.D. magna cum laude from the University of Pennsylvania Law School.
Mike Lord, Wake Forest University
Mike Lord is Director of the Flow Institute for International Studies, Sisel Fellow in Strategy, and Director of the China Program at the Babcock Graduate School of Management of Wake Forest University. Mike also serves as chairman of the research committee and board member of the Foundation for Public Affairs of the Public Affairs Council, the U.S.-based association of senior corporate public affairs executives. Mike Lord received a BA in Government & International Relations from Harvard University; an MBA in International Management from Baylor University; and his Ph.D. in Strategic Management from the University of North Carolina at Chapel Hill.
‘Non-market’ influences – e.g., diverse global stakeholder concerns, corporate social responsibility, public affairs, and government relations – long have been posed most often as risks, threats, or problems to which firms and their leaders must react or adjust. This panel instead casts these ‘non-market’ influences in a different light – i.e., as potential font of innovation and advantage. Panel members will discuss the consensually emerging model for stakeholder strategy not as a peripheral, tactical, or reactive afterthought, but rather instead as a rich and positive source of innovation and advantage central to the very conception of business strategy. The demand for a more positive and proactive strategic attitude toward these ‘non-market’ influences only will grow.
- 17:00—18:15
Teaching Track
- Special Session 1305
- The Future of the SMS Teaching Initiative
Track B
- Session 1178
- Organizational Capabilities
Track C
- Session 1219
- Scorecards and CRS
Track E
- Session 1147
- Allying and Allying Well: Alliance Capability and Performance
- Session 1247
- Discussions about Technology, Scope and Performance
Track F
- Session 1074
- CEO Succession
- Session 1077
- Diversification and Firm Performanc
Track G
Track H
- Session 1171
- Holistic Models
- Session 1065
- Alignment & Turbulence
Track I
- Session 1104
- Innovation Equals Integration
- Session 1096
- Strategic Value of Patents
- Session 1090
- The Impact of Knowledge on Innovation and Internationalization
- Session 1088
- Knowledge Flows and MNCs
Track K
- Session 1180
- Entrepreneurial Networks
- Session 1188
- International Entrepreneurship
- 18:30—19:30
Wednesday, October 17, 2007
- 08:30—09:45
Track A
- Session 1194
- The Rich Texture Of Non-Market Forces
- Session 1184
- Globalizing CSSR
Track B
Track E
Track F
- Session 1267
- Non-Market Influences on the Implementation of Corporate Level St
- Session 1154
- Strategy Restructuring
- Session 1080
- Mergers & Acquisitions
Track G
- Session 1132
- Profiting From The Bottom Of The Pyramid
Track H
- Session 1058
- Proactive Change
Track I
- Session 1086
- Absorptive Capacity
Track J
- Session 1109
- Strategy Practices
Track K
- Session 1170
- Linking the Entrepreneur to New Venture Performance
- Session 1187
- Entrepreneurship Theory
- 10:15—11:30
Track A
Track E
- Session 1275
- Mode Of Expansion And Vertical Scope
- Session 1250
- The Firm in the World
- Session 1205
- Input (and Output) Factors: Economic Perspectives
- Session 1123
- Donât Do to Me What I May Do to You: Imitation and Deterrence
- Session 1124
- Entry and Reaction to Entry
- Session 1141
- Linking Resources to Sustained Performance
Track F
- Session 1158
- Strategic Adaptation to the Environment
- Session 1073
- CEO Compensation
Track H
- Session 1215
- Senior Management Challenges
Track I
- Session 1093
- Creation of Knowledge In Organizations
Track J
- Session 1108
- Strategic Planning
Track K
- Session 1173
- University Entrepreneurship
- 11:45—12:45
Moderator
Michael Lenox, Duke University
Michael J. Lenox is an Associate Professor of Business at the Fuqua School of Business, Duke University and holds a secondary appointment as Associate Professor of Environmental Policy at the Nicholas School of Environment, Duke University. He currently serves as the area coordinator for the newly formed Strategy Area and is the faculty director and founder of Duke’s new Corporate Sustainability Initiative. He received his Ph.D. in Technology Management and Policy from the Massachusetts Institute of Technology in 1999 and the degrees of Bachelor and Master of Science in Systems Engineering from the University of Virginia.
Panelists
David Baron, Stanford University
David Baron is the David S. and Ann M. Barlow Professor of Political Economy and Strategy in the Graduate School of Business, Emeritus, at Stanford University. He received a BS from the University of Michigan, an MBA from Harvard University, and a Doctorate in Business Administration from Indiana University. In 2005 he was awarded an honorary doctorate degree by the Katholieke Universiteit Leuven. His principal research interests have been the theory of the firm, the economics of regulation, mechanism design and its applications, political economics, and nonmarket strategy. His current research focuses on political economics and strategy in the business environment.
David Vogel, University of California, Berkeley
David Vogel is Professor of Business and Political Science at the Haas School of Business, University of California, Berkeley, and holds the Solomon P. Lee Distinguished Professorship in Business Ethics. His research has focused on the politics of business, the comparative study of consumer and environmental policy, trade and environment, usiness ethics, and corporate social responsibility. Vogel has been editor of the California Management Review since 1982. David Vogel received a BA in political science from the City College of New York and a Ph.D. in politics from Princeton University.
Andrew A. King, Harvard Business School
Andrew A. King is a Marvin Bower Fellow at the Harvard Business School and an Associate Professor at the Tuck School of Business. Prior to joining Tuck, he was a faculty member at the Stern School of Business at NYU. He has held visiting positions at both the University of Michigan and MIT. He has authored numerous publications on technology strategy, environmental management, and industry self-regulation. Andrew King holds a PhD in management from the Massachusetts Institute of Technology, an MS in mechanical engineering from the University of California at Berkeley; and a BA in mechanical engineering from Brown University.
Witold J. Henisz, University of Pennsylvania
Witold J. Henisz is an Associate Professor of Management at the Wharton School, University of Pennsylvania. He received his Ph.D. in Business and Public Policy from the Haas School of Business at University of California, Berkeley in 1998 and previously received a M.A. in International Relations from the Johns Hopkins School of Advanced International Studies. His research examines the impact of political hazards on international investment strategy. He also is currently a principal in the risk management consultancy The Probity Group, which provides executives with insight into high-impact risks to business and government activity.
Challenges arising from globalization, corporate scandals, and degradation of the natural environment, among others, have dramatized the strategic importance of issues often considered outside the traditional competitive domain. Increasingly, firms are recognizing that their “non-market” strategies to address these challenges are critical to their ability to create and sustain competitive success. In response to these trends, a rich academic literature has emerged on the topic of non-market strategy. This literature has intellectual roots stretching back decades and has been pioneered by scholars investigating business behavior in areas where markets are inchoate or simply do not exist. In this symposium, we will hear from leading scholars of non-market strategy. Each speaker will discuss the state of scholarship in their own areas of expertise and propose where scholarship should go in the future.
- 12:45—13:45