Availability of the platform for submissions: 01-Dec-2018
Deadline for submissions: 15-JAN-2019 (FULL papers)
Responses to authors: 20-MAR-2019
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The track "Digital innovation: Strategies, competences, theories and practice" (ST 06_03)
is part of the SIG Innovation (INNO)
Direct link to this page...
All your submissions have to go through EURAM submission platform.
It will be available from 01-DEC-2018 onwards.
See below the guidelines for authors in order to prepare your submission for the review process.
New organizational challenges arise when accommodating digital innovation; it characterizes either with the use of digital technologies
during the innovation process, or with the outcome of innovation. Digital innovation modifies the ways of working and how people use technology in
the management of innovation. It carries organizational challenges in relation with the firm’s capacity to coordinate knowledge and resources between
large varieties of stakeholders. It offers also new opportunities to build links with external stakeholders and resources, which amplifies the
opportunities for open innovation.
We expect several types of contributions (yet not limited to): workplace and work practices; organizational structure; emergence of new roles in resources orchestration and knowledge articulation; critical competences to facilitate coordination and creativity; the role of technological artifacts; and the elaboration of new business models.
New challenges arise when accommodating digital innovation; it characterizes either with the use of digital technologies during the innovation process, or with the outcome of innovation (Nambisan et al 2017; Yoo & al, 2012). Digital innovation covers for instance big data, extracting knowledge from data, machine learning, etc.
First, digital innovation changes how people work and use the technology. Digital economy features patterns of both dispersion and concentration of knowledge (Grandadam et al., 2013; Howells, 2012). The volume of freelancers and start-ups increases; they develop their activities in new physical space such as coworking spaces and fablabs. Large companies introduce new ways of working; they also downsize the office surface because numerous employees work on the clients' premises or remotely. Thus implies also the development of new competences in the cognitive, functional and social domains that are all affected by the introduction of digital technologies throughout the companies. A significant body of literature in management science investigates skills and profiles to facilitate coordination, but these concepts are barely linked to the discussion of digital innovation: facilitators, gatekeepers (Tuschmann, 1990), boundary spanners (Hsiao et al 2012). Teece (2014; 2016) discusses managerial capabilities and the importance of entrepreneurial skills but few investigations address the competencies of other key players, especially in the context of digital innovation.
Second, digital innovation implies key organizational challenges in relation with the firm’s capacity to coordinate knowledge and resources between large varieties of actors in different ecosystems. In the knowledge based approach, firms are supposed to coordinate specialized knowledge (Grant 2013). With the digitalization of innovation, firms have to acquire a new capacity to rapidly articulate and rearticulate distant knowledge located inside and/or outside their boundaries. In the dynamic capabilities perspective (Teece 2007), digital innovation requires the redesign of resources orchestration and, at the same time, influences the ways how firms sense, seize and reconfigurate resources. Digitalization complexifies the management of creativity and innovation by expanding the number of actors present in the process. It requires fluidity and an ability to experiment fast and early in the process (Yoo et al 2012). The management of innovation in digitalization contexts remains however less stable than in traditional projects: technologies, goals, and stakeholders can change rapidly. People do not work on fixed products and well-bounded questions (Nambisan et al, 2017). All these challenges draw the path towards organizational transformation as it is described by Schreyogg et al (2010) and Hirschhorm and Gilmore (1992): firms need to develop organizational fluidity. They have to commit to boundaryless organizational processes.
Third, digitalization in innovation also offers new opportunities to build links with external stakeholders and resources, which amplifies the opportunities for open innovation (Nambisan et al, 2017). Established firms and startups install new business models, combining new knowledge and resources made available by digital technologies (Yoo et al. 2012). Traditional sectoral frontiers blur (Nambisan et al, 2017). Digital platforms imply new way to create and capture value (Teece, 2010). This also challenges the operational work due to disruptive work flow innovation.
We expect several types of contributions in order to appraise these transformations.
Questions/topics of interest include, but are not limited to the following:
The text of this call for proposals in English is available for download in clicking on the pdf icon...
With the theme Exploring the Future of Management: Facts, Fashion and Fado, EURAM invite to participate in the debate about how to explore the future of management. Management is about doing things through people. Who are these new people? The behaviour of organisations vis-à-vis society is increasingly scrutinised and its impact cannot be ignored. Strategy, behavioural sciences, business and society, networks, services and global value chains, entrepreneurship and innovation... These and many other topics can and will be discussed during EURAM 2019.
As an author, it is crucial to follow the guidelines and formatting instructions to prepare and submit your paper in order to have
it published in proceedings.
Each individual is limited to one personal appearance on the programme as a presenting author. This policy precludes acceptance of papers for more than one presentation. In other words, an author can submit and present only one paper. However, a presenter can always be a non-presenting co-author on additional papers.
Please read the instructions carefully prior to submitting:
The EURAM 2019 conference will be hosted by ISCTE - Instituto Universitário de Lisboa (ISCTE-IUL), a public university established in 1972 and one of the
most dynamic and innovative in Portugal. A leading research university, ISCTE-IUL currently has about 9.000 students (17% foreign), over half of them in postgraduate programmes.
ISCTE-IUL has been internationally distinguished for relevance and impact, holding accreditations from AACSB and AMBA. Amongst others, ISCTE Business School has been ranked
in the top 80 of the best business schools in Europe according to the Financial Times.
The full address is:
ISCTE - Instituto Universitário de Lisboa
Av. das Forças Armadas 36
The EURAM 2019 conference website documents how to organize your trip and plan your activities.
You will directly access this page in clicking on this link:
Lisbon Portela international airport (IATA: LIS, ICAO: LPPT) is widely connected worldwide. Terminal 1 is the main building, and operates TAP Air Portugal and Star Alliance partners. Terminal 2 is the much smaller and newer of the two terminals, used mainly by low cost carriers. Terminal 2 hosts only basic facilities and a few shops or service counters (walk or bus boarding only).
The airport is the main hub of Portugal's flag carrier TAP, including its subsidiary TAP Express. Easyjet and Ryanair have also made the airport one of their hubs. Lots of main airlines and low cost carriers also fly to LIS from European and oversea destinations.
We can name here Azores Airlines, euroAtlantic Airways, Hi Fly, Orbest, Vueling, White Airways, Transavia, Joon, AirFrance, Lufthansa, British Airways, Iberia, Brussels Airlines, KLM, Luxair, etc.
To be documented very soon