View Thread

The SMS 41st Annual Conference will be held virtually this September! Therefore, the submission deadline is extended to March 3rd at 11:59pm CST.

If you were not able to participate in the conference planned for Toronto, but would like to submit a proposal now that the conference will be virtual you have another week to do so!

• We invite proposals of 5-7 pages in length rather than finished, complete papers.
• Receive feedback on your ideas! Proposals will be reviewed by at least two – often three - reviewers, who are invited to supply review comments to authors.
• The SAP IG will provide a diverse digital pre-conference program including digital workshops and panel discussions of distinguished scholars and practitioners

Submission guidelines: https://www.strategicmanagement.net/toronto/call-for-proposals/submission-guidelines  

Submission link: https://www.strategicmanagement.net/toronto/tools/submission

Call for proposals  -"Imagination and inspiration: creating strategy breakthroughs in a discordant world"

The Strategy Practice IG explores the doing of strategy and its link with the broader institutional and societal environment. The focus is on strategy actors, activities, and practices involved in formulating, implementing, and changing strategies.

These interests resonate particularly well with this year's conference theme "Imagination and inspiration: creating strategy breakthroughs in a discordant world" by building on social theory which acknowledges human creativeness. Actors may imaginatively engage in practices and form beliefs regarding an anticipated future. While welcoming all contributions aligned with our general interests, we particularly seek empirical and conceptual papers from academics, practitioners, and consultants that engage with questions related to the role of imagination and inspiration in strategy change.

We also welcome papers that critically examine the applicability of existing strategizing practices to tackle discordant challenges. It is inevitable that radical changes affect the content of strategy, yet it's less clear how it changes the practice of strategy. Indeed, we may have to rethink existing strategy practices. This includes the role of (digital) tools or the relevance of multiple, heterogeneous actors and their interactions in responding to strategic issue that are discordant, and ambiguous from both business and social perspectives. Fresh stories, sharing of best practices, use of innovative research methods, experimentations, and critical analysis are welcome.