competitive strategy newsletter · competitive strategy newsletter fall 2009volume 3, n published...

COMPETITIVE STRATEGY NEWSLETTER

Fall 2009

Published twice a year by the Competitive Strategy Interest Group

Volume 3, No 1

A Word From the CSIG Chair Laura B. Cardinal

Competitive Strategy Interest Group Chair Tulane University

Welcome to the fall newsletter of the Competitive Strategy Interest Group of the Strategic Management Society. Now our fall tradition, this edition is focused on the upcoming SMS conference in Washington, D.C. (October 11‐14). On the pages that follow, you will find information about the CSIG preconference sessions on October 11 and a detailed schedule of the CSIG conference program sessions. We have also included a section on some of the interesting things to see and do in Washington, D.C. There are many exciting activities going on in our Interest Group, and I encourage you to attend the annual business meeting on October 11 (see the announcement on p. 16) to learn more. This year SMS is hosting several CSIG luncheon tables on Sunday and Monday for new SMS members to network and meet a few of the officers and representatives from the IG. So if you are new to SMS and interested in the CSIG, you will receive notification from the SMS Office inviting you to

join us. After the success of last year’s inaugural CSIG junior faculty and paper development workshop, we are offering the workshop again in Washington, D.C. Many thanks to Karin Fladmoe‐Lindquist (U. of Utah) and Christian Stadler (U. of Innsbruck) for co‐chairing this initiative and to our distinguished panelists for sharing their expertise with us and offering their time [Rob Grant (Bocconi U.), Anil Gupta (U. of Maryland), Michael Leiblein (Ohio State U.), and Xavier Martin (Tilburg U.), Will Mitchell (Duke U.), Peter Smith Ring (Loyola Marymount U.), and Henk Volberda (Erasmus U.)]. As I prepare to step down as IG Chair and welcome Gianmario Verona into this role, I am delighted to report some of the exciting progress that I think our IG has made over the past 12 months. First, I would like to call to your attention the tremendous amount of work that our IG

In This Issue

A Word From the CSIG Chair ································································ 1 Washington, D.C. Conference Program················································· 3 Washington, D.C. Pre-Conference Program ·········································· 6 Article: Assumptions of Competition Research (Phil Bromiley) ············· 8 About Washington, D.C.······································································· 10 Book Announcements ·········································································· 13 Conference Announcement ································································· 15 CSIG Business Group Meeting Announcement ··································· 16


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members have put into creating an engaging program for the upcoming conference. Crafting a conference program is a collaborative effort and without the input of many authors, reviewers, and our tireless Program Chair, Gianmario Verona, it would simply never reach fruition. Thank you to all who stepped up and offered your time, expertise, and knowledge. We have some great days scheduled for you in Washington, D.C.! Second, one of the aspects that I am most excited about this year concerns the change we have made to role of “session chair.” As Gianmario describes in his notes on the program, the scholars who are serving in this role have agreed to take on a more active role than in past years in guiding and shaping the sessions they chair. This should add both depth and dynamism to the discussions. So whether you are an author or just planning to attend a session as part of the audience, I am sure you will leave with a wealth of good insights regarding the excellent scholarship that is being generated in our field. Third, outside the walls of our institutions, this year has been challenging in ways that impact all strategy and management scholars. In last Spring’s newsletter, Javier Gimeno reflected on how the current economic crisis offers interesting and impactful research opportunities for competitive strategy scholars. I am delighted that in this edition of the newsletter, Phil Bromiley continues on this theme by suggesting scholars need to examine the assumptions inherent in our core research questions. I am sure you will find Phil’s commentary insightful

and provocative. Please join me in thanking him for his timely contribution to this dialogue. Last, we also acknowledge the service of the representatives‐at‐large whose terms will draw to a close at the Washington D.C. meeting. Many thanks to Rodolphe Durand (HEC‐Paris), Irene Henriques (York U.), and Michael Jacobides (London Business School) for their service to the CSIG! The next “class” of representatives‐at‐large will be introduced at the business meeting in Washington, D.C. and will join our colleagues that are currently serving as representatives‐at‐large, Karin Fladmoe‐Lindquist (U. of Utah), Ravi Madhavan (U. of Pittsburgh), and Christian Stadler (U. of Innsbruck). Please welcome our colleagues who are committed to making the CSIG a vibrant and dynamic community. In closing, I would like to thank you for your participation in our IG and the opportunity to serve as IG Chair for the past 12 months. We are living in dynamic times that require the very best from competitive strategy scholars, practitioners, and consultants. I hope that our IG continues to provide you with the tools, intellectual debate, and networking opportunities to help you in your endeavors as scholars, practitioners, and consultants. I look forward to seeing you in Washington, D.C. Cordially, Laura B. Cardinal Tulane University


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Washington D.C. Conference Program Gianmario Verona

CSIG Conference Program Chair Bocconi University

What a pleasure to finally present the 2009 Competitive Strategy program of the Washington, DC conference! As it was the case with my Program‐Chair predecessors, I am indebted to a number of people that helped us in this achievement. In the previous newsletter, I noted my gratitude for all the authors that submitted 106 proposals to our IG and I also acknowledged the generosity of a team of 41 reviewers who worked hard in January and February to help us select the final accepted papers. I now want also to thank our current IG Chair, Laura Cardinal, whose prior experience in this role was important in giving me tips on how to structure the final program. Last, but certainly not least, I am indebted to Michael Leiblein and Christian Stadler for their awesome contributions, which helped sharpen the final result.

At the end, we accepted 67 proposals, and we have what I consider an outstanding program. In particular, our final program is comprised of 1 panel session, 5 common ground sessions, and 9 paper sessions. On the following pages you will find a table detailing the program, including information on session times, venues, and participants. Among the interesting sessions you will find on the program is an insightful panel chaired b y G i amba t t i s t a Dagnino on cognition and capabilities with contributions from four professors who are lead thinkers in their field: Syd Finkelstein, Giovanni Gav e t t i , Ma r g i e Peteraf, and Joe Porac. Thirty of the proposals we accepted are organized in five exciting common ground sessions moderated by Rob Grant, Connie Helfat, Xavier Martin, Jamail Shamsie, and Ken Smith. Finally, for the first time we will feature a more active role of session chairs in the classic paper sessions. In that respect I thank paper session chairs Jay Barney, Arnaldo Camuffo, Erwin Danneels, Alfonso Gambardella, Michael Jacobides, Dovev Lavie, Margie Peteraf, Joan Ricart, and

The U.S. Capitol, Washington D.C.

The Washington Monument


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Monday Session (Chair) Papers Type

12:45 Room 4

Strategic Factor Markets: Antecedents, Consequences and Dynamics (J. Barney)

Scime et al.; Major et al.; Alvarez & Barney; Knudsen et al.

Paper

12:45 Room 9

Competitive Strategy and the Business of Science (A. Camuffo)

Xiaoying et al.; Polidoro; Leask; Brunetta & Boccardelli

Paper

15:45 Room 4

Emerging Strategies in Acquisition (M. Zollo)

Valentini & Sgubbi; Park et al.; Sleptsov & Weigelt; Ramos & James

Paper

15:45 Room 7

Contemporary Challenges in Organization Theories (X. Martin)

Lipparini et al., Moatti & Carbone; Bowen & Dillabough; Zavyalova et al.; Bonardi et al.; Schmitt et al.

Common Ground

17:15 Auditorium

Managerial Cognition and Dynamic Capabilities at the Crossroads: Current Issues and Novel strands of Development (G. Dagnino)

Finkelstein; Gavetti; Peteraf; Porac Panel

17:45 Room 7

Challenging Traditional Notions of Competitive Strategy and Competitive Advantage (K. Smith)

Bel; Brown; Roy; Visentin et al.; Nokelainen; McCarthy & Rothaermel

Common Ground

Maurizio Zollo, who will overall moderate 36 presentations organized in 9 sessions. Topic‐wise, we have combined sessions on more classic themes (such as RBV, competitive dynamics and interaction, and alliances) with newly consolidated themes (such as cognition, microfoundations, and dynamic capabilities), and emerging issues in strategy (strategy in science, demand‐based based approaches to strategy, and architectural conceptualization of industries).

I really hope that you will enjoy the conference and our IG program. I look forward to meeting you in DC soon. Arrivederci! Gianmario Verona Bocconi University


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10:00 Room 4

Industry Evolution and Resource Architecture (M. G. Jacobides)

Helfat; Blettner et al.; Costantini; Jacobides et al.

Paper

10:00 Room 7

Designing Organizations to Sustain Performance (J. Shamsie)

Ennen & Richter; Baldauf & Tremp; Timsit; Weigelt & Miller; Burkay; Gerogiadis & Pitelis

Common Ground

11:30 Room 4

Managerial Capabilities and the Microfoundation of Strategy (M. Peteraf)

Helfat & Peteraf; McNamara et al.; Moliterno & Ployhart; Tzabbar et al.

Paper

Wednesday

Tuesday Session (Chair) Papers Type 10:00 Room 4

Demand‐Based Approaches to Strategy: The Role of Customers and Communities (E. Danneels)

Lee & Fong; Fosfuri et al.; Giarratana & Luzzi; Lammers & Maas

Paper

10:00 Room 9

Resources and Capabilities to Strengthen Alliance Formation and Execution (D. Lavie)

Wu; Mellewigt; Bruyaka & Caner; Pattit & Maritan

Paper

11:30 Room 7

Competitive Strategy and Firm Performance (R. Grant)

Santos & Brito; Bamiatzi & Kirchmaier; Simon & Prince; Michael & Alvarez; Zhang; Kraaijenbrink

Common Ground

11:30 Room 9

Emerging Organizational Solutions for Exploration Strategies (J. E. Ricart)

Reinmoller; Sanchez & Ricart; Tempelaar& Jansen; Schmitt

Paper

14:30 Room 7

Strategic Change and Dynamic Capabilities (C. Helfat)

Costantini; Achtenhagen; Lanza et al.; Bakstran et al.; Durisin et al.; Stoelhorst & Bridoux

Common Ground

18:30 Room 4

Unpacking Sources of Heterogeneity: Market Frictions, Firm Resources, Strategic Actions (A. Gambardella)

Major et al.; Mahoney & Qian; Hallberg; Sheehan & Foss

Paper


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It is my pleasure to draw your attention to the CSIG preconference panel sessions for the 2009 conference. These sessions are organized around three questions that speak to potential futures for our field. The first addresses discipline‐based theories of strategy, organization and competitive advantage with a par‐ticular focus on “dynamic theories of organization.” The second provides opportunities to link and hope‐fully integrate existing theories of strategy, organiza‐tion and competitive advantage and will focus on “theories of problem formulation.” The third facili‐tates discussion regarding the application of our theories to important practice areas, such as health‐care, poverty, the management of scarce natural resources, and the financial crisis. The panels have been designed to provide substan‐tial opportunities for interaction between our com‐munity and thought leaders in each of these do‐mains. I am grateful to each of our panelists for their contributions to this wonderful program and am hopeful that new ideas and insightful conversations emerge among members who attend these sessions. With best regards, Michael Leiblein The Ohio State University

CSIG Pre-Conference Program Michael Leiblein

Associate Program Chair The Ohio State University

Session 1: 10:00 a.m. – 11:30 a.m.

Discipline based theories: What do theories of the firm say about organizational dynamics?

This session is designed to explore factors that affect the evolution of organizational forms. The increasing de‐integration of organizational value chains and renewed emphasis on innovation suggest the importance of understanding the causes and consequences of changes in firm boundaries. The panelists will offer presentations on factors affecting the evolution of organizational forms from dynamic transaction cost, problem solving, and evolutionary perspectives, paying particular attention to the assumptions associated with these perspectives, the association between organizational evolution and the evolution of productive capabilities, and opportunities for future impactful research. Audience participants may expect to engage in discussion regarding associations between exogenous (consumer, technological, or regulatory) changes to the selection environment, the influence of path dependency, and the development of superior activities or capabilities relative to one’s competitors.

Panelists:

Richard Langlois (University of Connecticut)

Tammy Madsen (Santa Clara University)

Todd Zenger (Washington University‐ St. Louis)


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Session 2: 1:00 p.m. – 2:30 p.m.

Applying theories: What do our theories of strategy & organization say about health care?

This session is designed to examine opportunities to apply theories of strategy and organization to contemporary debates regarding health care reform. The panelists will offer their thoughts on whether the concept of firm‐specific competitive advantage is appropriate for today’s health care industry, consider sources of inefficiency in today’s U.S. system, and whether and how theories of strategy and organization may ultimately contribute to dialogue regarding the future of national (and international) healthcare systems. Participants may expect a discussion of significant issues confronting health care industry policymakers and alternative responses to these issues suggested by thought leaders active in this field.

Panelists:

Anita McGahan (University of Toronto)

Will Mitchell (Duke University)

Vivian Riefberg (McKinsey & Company)

Session 3: 3:00 p.m.—4:30 p.m.

Integrating theories: Linking our theories of problem formulation

Joint Session with Knowledge and Innovation Management IG

This session will discuss theories of problem formulation. In contrast to theories and frameworks used by strategy scholars that aim to identify and describe methods for solving well‐defined business problems, the panelists in this session will describe theoretical and practical efforts to conceptualize problem types, design problem formulation processes, and align problem formulation processes with particular problem types. Participants may expect a discussion of significant issues and potential solutions to efficient problem formulation, knowledge development, and innovation.

Panelists:

Pam Barr (Georgia State University)

Trish Clifford (managetolearn.com)

Ian Mitroff (Alliant International University; University of California, Berkeley)

Jackson Nickerson (Washington University, St. Louis)

World Health Organization Headquarters, Geneva


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The Financial Crisis and Assumptions of Competition Research Phil Bromiley

University of California, Irvine

The recent financial crisis launched an avalanche of books and popular articles examining how the crisis came about. Different books blame, in part or wholly, the Federal Reserve, subprime lenders, finance theory, rating agencies, executive compensation, etc. As Javier Gimero noted in the Spring 2009 newsletter, the crisis offers important research opportunities for competitive strategy. Under all of these lies a more fundamental challenge to our understanding of competition and markets. In the architecture of complexity, Herbert Simon argues that understanding a system at a given level does not require a full theory of a lower level but rather some correct assumptions about the features of the lower‐level.1 For example, to understand trading markets, we need sensible models of traders, and to understand how firms compete, we need sensible assumptions about how industries work. The financial crisis has highlighted criticisms of assumptions of firm rationality and market efficiency. To understand a world where entire industries of highly skilled managers make incredibly unwise decisions requires abandoning assumptions of firm rationality. Instead, our analyses should assume, obviously correctly, that no firm consistently makes optimal decisions. Likewise, few, if any, markets are in equilibrium or efficient according to the economic terminology. Only with such

assumptions can we hope to understand a world where extremely sophisticated firms made choices that had such devastating impacts on both the firms and the economy.2 Krugman,3 Fox,4 and others have examined how the belief in efficient markets and firm rationality led to and supported an ideologically‐based position against government regulation. Even some of the most fervent advocates of free‐market solutions and low regulation now acknowledge things are not as they have believed. As Alan Greenspan said, “In recent decades, a vast risk management and pricing system has evolved, combining the best insights of mathematicians and finance experts. The whole intellectual edifice, however, collapsed in the summer of last year.” Similarly, in the Enron debacle, Greenspan could not believe a firm would risk its existence for modest profits, yet Arthur Anderson did (without intending to do so). Some have argued that this catastrophe justifies a fundamental reevaluation of market efficiency and firm rationality assumptions, although Krugman doubts whether the current crisis will, as he puts it, ʺput an end to the Panglossian views of financial markets.ʺ Generally, when a major prediction of a belief community fails, believers do not substantially revise their beliefs, but rather move to maintain belief despite the facts.


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Javier Gimero suggests, correctly, that we find research opportunities in the current crisis. But, to understand this world requires abandoning assumptions of firm rationality and market efficiency. Instead, we need to base our analyses on realistic assumptions that firms cannot consistently make optimal decisions, and markets are seldom if ever in equilibrium or efficient according to the economic terminology. Only with such assumptions can we hope to understand the dynamics of the world where the most sophisticated financial firms made choices that had such devastating impacts on both the firms themselves and the economy. Phil Bromiley University of California, Irvine Notes:

1 Simon, H. A. 1969. Sciences of the Artificial. MIT Press. 2 Alternative arguments based strictly on managerial

self‐interest cannot explain the crisis. The CEOs of Lehman Brothers, Bear Stearns, and AIG did not knowingly gamble recklessly with their firms’ existences.

3 Krugman P. “The Myth of the Rational Market,” New York Times, August 9, 2009.

4 Fox, J. 2009. The Myth of the Rational Market: A history of Risk, Reward, and Delusion on Wall Street. Harper Collins.

5 Bromiley, P. 2004. The Behavioral Foundations of Strategic Management. Blackwell.

As I have argued elsewhere,5 strategy researchers have woven snippets of rational‐firm theory into strategy research, thus creating numerous difficulties. For example, efficient market aficionados claim there can be no rules for riches: no generally available techniques that will improve firm performance. Yet, prescriptive research in strategy aims for such techniques. Furthermore, numerous publicly available techniques can improve the performance of many firms—perhaps most obviously operations research applications in production and scheduling. Likewise, U.S. industry ignored widely published techniques of the quality movement while the Japanese beat the U.S. firms with higher quality. Just as the financial crisis should increase doubts about efficient capital markets, the collectively misguided behaviors of entire industries should increase our disbelief in economically optimizing or rational firms. Managers and firms may seek to achieve their goals, but bounded rationality means those efforts often have little to do with economic rationality.

The New York Stock Exchange


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The 29th Annual International Conference 2009 will be held in Washington, D.C. As the capital of the United Stated of America, Washington, D.C. is a city steeped in U.S. history, culture, and identity. Formerly the District of Columbia, Washington, D.C., is not part of any state, but is a stand‐alone federal city established in 1790 by the United States Congress by taking pieces of land from Maryland and Virginia. It was named after the 1st President of the United States, George Washington, who selected the location for the city on the Potomac River and played a major role in the city’s design. Washington insisted on the creation of an entirely new city and for that city to have the grand presence of Paris or ancient Rome. With the help of French architect

Pierre Charles L’Enfant, the vision of grandeur was achieved through avenues radiating out and intersecting each other creating open spaces characterized as a “city of magnificent distances.” Of course, the full development of this vision would not be complete until a

hundred years later with the development of the National Mall and the monuments which capture the essence of Washington, D.C. today.

Washington, D.C. is split into four quadrants, designated by their direction (Northeast, Northwest, Southeast, Southwest) from the U.S. Capitol building. The National Mall (on the line between the Northwest and Southwest quadrants) is a two‐mile stretch described as the “heart” of DC. The plan of the National Mall was to connect the three most highly

About Washington, D.C.

The Washington Monument and Lincoln Memorial Reflecting Pool

The Smithsonian


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symbolic monuments of the U.S.: on the East, the U.S. Capitol which symbolizes the country’s democratic principles; at the center, George Washington’s monument representing the country’s founder; and on the West, Abraham Lincoln’s monument, recalling his leadership during the U.S. Civil War. Today there are numerous other monuments dedicated to former presidents, notably Thomas Jefferson and Franklin D. Roosevelt. The National Mall is also home to the Smithsonian Institute, the

National Air and Space Museum, and the Museum of Natural History. Of course, not everything in Washington, D.C. is a memorial to the past; there is also the American government system in action with the Supreme Court building and the White House, home to the current President of the United States. And no trip to Washington, D.C. would be complete without a visit to Capitol Hill, home to the legislative branches of the U.S. government and the Library of Congress.

Washington, D.C. contains a number of distinct neighborhoods known for their diversity of restaurants, clubs, and shopping. The most famous include Dupont Circle, Adams Morgan, Columbia Heights, and Shaw. In the historic village of Georgetown, cobblestone roads and quaint row houses in 18th and 19th century architectural styles are a must‐see for tourists. Other sites in the district are the National Cathedral, the 2nd largest cathedral in the United States, and the National Zoo.

The White House

The Jefferson Memorial

Tai Shan at the National Zoo


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The public transportation system, which integrates the bus and rail system, is run by the Washington Metropolitan Area Transi t Authori ty (WMATA) and is commonly referred to as the Metro. The

nation’s 3rd largest subway system, the Metro is often the easiest way to get around the city.

Washington D.C. has a generally temperate climate. October temperatures average around thirteen degrees centigrade (56° F).

Besides the historical aspects of Washington, D.C., there are many alternate forms of entertainment, from sports to performing arts.

There are four major sporting event venues and eight professional sports teams in the city. With more than 40 theatre venues, such as the John F. Kennedy Center for Performing Arts and Shakespeare Theatre, visitors can enjoy operas, ballets, or concerts throughout the year. Washington, D.C. is served by 3 airports: Ronald Reagan National Airport (DCA), Washington Dulles International Airport (IAD) and Baltimore‐Washington International Thurgood Marshall Airport (BWI). Reagan National, which is 4 miles from the center of town, provides the easiest access to Washington, D.C. as the Metrorail subway system connects to the airport with trains running every few minutes. Dulles Airport is 26 miles west of downtown Washington, D.C., and Baltimore‐Washington Airport is the furthest airport from Washington D.C. at 33 miles.

John F. Kennedy Center for the Performing Arts

Metro Center Station


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New Books

Atlas Black: Managing to Succeed

Atlas Black: Managing to Succeed is the first ever graphic novel that e n c omp a s s e s k e y concepts and theories from the management field. With the help of his sidekick (and honors student) David Chan, his sage strategic management pro fe s so r , and a

mysterious advisor known only as “Black,” mediocre college student Atlas Black works to fund his college expenses, start a new business, and act as a fledgling entrepreneur. Atlas’ story illustrates key concepts from strategic management, principles of management, organizational behavior, and entrepreneurship. The book is designed to present rigorous academic ideas in an entertaining format. It can be used as a supplement to traditional textbooks or as a stand‐alone resource. Jeremy Short, Talya Bauer, Dave Ketchen, & Len

Simon. 2009. Atlas Black: Managing to Succeed. FlatWorld Knowledge.

Getting China and India Right

The central premise underlying this book is that being present in China and India is not the same thing as getting China and India right. Most CEOs and their senior colleagues are well aware that the world’s economic center of gravity is shifting from the developed to the emerging economies, in particular China and India. Notwithstanding this general awareness, very few truly grasp the magnitude and pace of change and the multi‐faceted nature of the new reality. Fewer still have figured out what these developments mean for the future architecture of their company. The rise of China and India is a game‐changing phenomenon. Putting in place the right strategies, as outlined in this book, is crucial to leveraging these economies for global advantage. Anil K. Gupta & Haiyan Wang. 2009. Getting China and India Right: Strategies for Leveraging the Worldʹs Fastest‐Growing Economies for Global Advantage. Jossey‐Bass/Wiley.


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The Strategy Reader

The Strategy Research Initiative, an action‐oriented community of mid‐career strategy

scholars from many leading business schools, recently announced the publication of a new Strategy Reader. The Reader is comprised of listings and commentaries on s e m i n a l a n d exemplary articles in a variety of domains

within the field of strategy. Commentaries highlight salient challenges facing strategy researchers in that domain as well as successful approaches for addressing those challenges. Reflecting the diversity of the strategy field, the commentaries identify different challenges across research areas; conversations among the contributors nonetheless produced a high level of convergence and agreement about characteristics of high quality research that cut across domains. The introduction to the Reader articulates this collective viewpoint on what represents high quality research in strategy. Our hope is that the Strategy Reader will be a valuable resource for doctoral students and other scholars in strategy and related fields. The Reader is publicly available via the SRI web site (strategyresearch.net).

Coopetition Strategy: Theory, Experiments and Cases

This innovative book portrays the state‐of‐the‐art of coopetition strategy regarded as a compelling mindset to exploit entirely the potential of actors’ interdependencies (firms, governments, suppliers, customers, scientists and partners) in today’s global scenarios. It provides the rudiments for navigating an exploration journey into a virtually new and emergent management subfield. This volume is the first attempt to delve systematically and rigorously into coopetition strategy and coopetitive behaviour. In so doing, it clearly elucidates the contribution of coopetition to the advancement of strategic management and managerial practice. While coopetition strategy is at the beginning of its lifecycle, work in this area has reached an important crossroads which solicits a more comprehensive and systematic assessment. If mindfully formulated and implemented, this hybrid strategic option is able to increase returns and generate value for shareholders, entrepreneurs, managers and coopetitors.

Giovanni Battista Dagnino & Elena Rocco (Eds). 2009. Coopetition Strategy: Theory, Experiments and Cases. Routledge.

Strategy ReaderStrategy Research Initiative

August 2009 (version 1.0)

Strategy ReaderStrategy Research Initiative

August 2009 (version 1.0)


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Conference Announcement

The 3rd Israel Strategy Conference December 27‐29, 2009 Be’er Sheva, Israel Join us in Be’er Sheva, Israel for the 3rd Israel Strategy Conference (ISC 2009). Sponsored by the Guilford Glazer School of Business & Management at Ben‐Gurion

University of the Negev, ISC 2009 will offer a unique opportunity to present ideas and explore recent developments and emerging issues in strategic management, receive feedback on work‐in‐progress, and network with colleagues. The conference program features a number of exciting keynote sessions: The Missing Conversation in Strategic Management (Jay Barney); Strategic Management: Taking Stock and Looking Forward (Michael A. Hitt); The Agenda for Strategic Management: Implications for the Economic Crisis (Joel Baum hosts Anita McGahan); and Creating Competitive Advantage Across Firm Boundaries (Brian Silverman hosts Harbir Singh) The program also includes 30 paper presentations and 20 interactive papers presented in the unique Research Bazaar format. Papers were selected based on a strict double‐blind review process. The ISC Best Paper Award carries a $1,000 cash prize sponsored by Rotem Strategy.

A select group of doctoral students will present their research and receive feedback from senior faculty at the ISC Doctoral Consortium. Organized by Gary Dushnitsky and David Brock, the consortium features the following panelists: Jay Barney, Joel Baum, Michael Hitt, Anita McGahan, Brian Silverman, Russ Coff, Sarah Kaplan, Avi Fiegenbaum, and Gabriel Szulanski. The timing between Christmas and New Year, combined with Israel’s warm weather and tourist attractions, is perfect for bringing your family to Israel. ISC 2009 will offer a guided tour to a Bedouin museum and craft shop, with a social event held at a traditional Bedouin tent. Additional offerings include a full day excursion to the Dead Sea and Masada, a tour of the Negev desert and a trip to the city of Eilat, one of Israel’s best tourist attractions. Conference Co‐organizers: Niron Hashai (Hebrew University), Dovev Lavie (Technion), Ithai Stern (Northwestern University). Advisory Committee: Joel Baum (University of Toronto), David Brock (Ben‐Gurion University); Avi Fiegenbaum (Technion), Zur Shapira (New York University), Brian Silverman (University of Toronto) More information at www.isc.or.il or by email to [email protected].


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Colophon Please join us for the Competitive Strategy Interest Group Annual Business Meeting at the SMS conference. The meeting will be held from 4:30 p.m. to 5:30 p.m. in Room 2 of the Renaissance Washington, D.C. Hotel. The Business Meeting is a wonderful time to connect with IG members and leaders, learn more about projects and initiatives underway, and raise any questions you may have. We certainly hope you will plan on attending the meeting, and look forward to seeing you there! Laura Cardinal Tom Moliterno CSIG Chair CSIG Secretary

The next issue of the Competitive Strategy newsletter will be distributed in April 2010. Please send all your contributions, suggestions, feedback, or comments to Tom Moliterno ([email protected]). The deadline for con‐tributions for the next issue is March 30, 2010. Photos courtesy of: www.wikipedia.org. We thank Lisa Drabiak for her contributions and help in creating this edition of the newsletter.

Competitive Strategy Interest Group

Officers & Reps (Until October 2009)

• Chair: Laura B. Cardinal [email protected] • Program Chair: Gianmario Verona [email protected] • Associate Program Chair: Michael Leiblein [email protected] • Reps at Large: Rodolphe Durand 2007-2009 Irene Henriques 2007-2009 Michael Jacobides 2007-2009 Karin Fladmoe-Linquist 2008-2010 Ravi Madhaven 2008-2010 Christian Stadler 2008-2010 • Newsletter Editor: Tom Moliterno 2009-2011 [email protected] CSIG Business Meeting

competitive strategy newsletter · competitive strategy newsletter fall 2009volume 3, n published...

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