Calls for papers, EURAM annual conference - June 10-12, 2020 - Dublin, Ireland

"Digital innovation:
strategies, competencies, ecosystems, theories and practice"

Standing track 06-03 (ST06_03) in SIG 06 INNO

 Availability of the platform for submissions: 01-DEC-2019 
 Deadline for submissions: 14-JAN-2020 2pm (Brussels time) (FULL papers) 
 Responses to authors: 19-MAR-2020  / Early bird registration: 10-APR-2020 
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 Direct link to this page: http://euram2020.newpic.fr

Call for papers »  Selected papers and program »

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Valerie MERINDOL

Uta WILKENS

Agusti CANALS

Patrick COHENDET

Francesco SCHIAVONE

David W VERSAILLES

Standing track 06-03 (ST 06-03) "Digital innovation:
Strategies, competences, ecosystems, theories and practice"

is part of the SIG Innovation (INNO)

Officers for SIG INNO:

  • SIG Chair: Vivek K. VELAMURI, HHL Leipzig Graduate School of Management, Germany
  • SIG Past Chairs: Pascal LE MASSON, Mines Paristech Paris, France
  • SIG General Programme chair: Romy HILBIG, Universität der Künste Berlin, Germany
  • SIG Programme co-chair: David W. VERSAILLES, Paris School of Business, newPIC chair, France
  • SIG Programme co-chair: Steve DIASIO, University of South Florida, St Petersburg, USA
  • SIG Programme co-chair and Communication officer: Julia JONAS, University of Erlangen Nuremberg, Germany

Convenors:

  • Agusti CANALS, UOC / KiMO, Barcelona, Spain
  • Patrick COHENDET, HEC Montréal, Canada
  • Valerie MERINDOL, PSB / newPIC, Paris, France
  • Francesco SCHIAVONE, Parthenope Univ. Napoli, Italy
  • David W. VERSAILLES, PSB / newPIC, PSB / newPIC, Paris, France
  • Uta WILKENS, Ruhr Univ. Bochum, Germany

Correspondance and track organization:

  • David W. VERSAILLES, PSB / newPIC, email: dwv (at) newpic.fr
  • Track organization, PSB / newPIC, email: euram2020 (at) newpic.fr

Direct link to this page...

http://euram2020.newpic.fr

 

Submission of full paper proposals:

All your submissions have to go through EURAM submission platform.
It will be available from 01-DEC-2019 onwards.
See below the guidelines for authors in order to prepare your submission for the review process.

Here is the link to EURAM website and the submission platform  

 

Deadlines

 

 

  • EURAM Annual conference
    • 25-SEP-2019: Call for papers
    • 14-JAN-2020: Deadline for (regular) paper submissions (2pm, Brussels time)
    • 19-MAR-2020: Notification of acceptance for regular papers
    • 10-APR-2020: Early bird registration deadline
    • 17-APR-2020: Authors and panellists registration deadine
    • 10-12-JUN-2020: EURAM20 annual conference
  • EURAM Doctoral Colloquium
    • 21-JAN-2020: Deadline for submissions to the Doctoral Colloquium
    • 10-MAR-2020: Notification of acceptance for doctoral colloquium
    • 10-APR-2020: Deadline for registrations in the Doctoral Colloquium
    • 08-09-JUN-2020: Doctoral Colloquium

 

Text of the call for papers

 

 

ST06_03

 

Standing track on "Digital innovation:
strategies, competencies, ecosystems, theories and practice"

Short description

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. It carries organizational challenges in relation with the firm’s capacity to coordinate knowledge and resources in ecosystems. It eventually leads to new ecosystems.
We expect several types of contributions: workplace innovation and work practices; organizational structure; new business ecosystems; emergence of new roles in resources orchestration and knowledge articulation; critical competences to facilitate coordination and creativity; the role of ecosystems; the elaboration of new business models.

 

 

EURAM

 

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Long description

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.

Fourth, digital innovation also implies new challenges at ecosystem level. Whatever the approach of ecosystems as affiliation or as structure (Adner), digital innovation introduces new challenges to handle and generate complementarities between contributors to the value chain. Jacobides, Cennamo and Gawer (2018 SMJ) propose a taxonomy of to analyze complementarities and the various degrees of dependencies, either at upstream (exploration and production) and downstream (commercialization) levels. Firms have to design new strategies to create and capture value in their ecosystem, new partnerships, and new forms of collaboration. Corporate strategy has to take into account constraints incurred/ offered by the eocystem. This requires new patterns for the interaction at ecosystem level, and an analysis of the firm's influence and bargaining power.

We expect several types of contributions in order to appraise these transformations.
Questions/topics of interest include, but are not limited to the following:

  • Change of workplace and work practices to develop digital innovation;
  • Organizational structure, ways of working and digital culture;
  • Transformation path in-between disruptive change and “gentle slopes”;
  • Emergence of new roles and tools to support resources orchestration and knowledge articulation in the context of digitalization;
  • Critical competences to facilitate coordination and creativity for digital innovation;
  • Knowledge diversity, creativity and digital innovation;
  • Technological artifacts and boundary objects as tools of coordination;
  • Dynamic capabilities, entrepreneurial and managerial capabilities in the context of digital economy;
  • User centric approach, open innovation and digital innovation;
  • New business models for large and small companies in the digital economy
  • Impact of industrial platforms on innovation with new forms of network management
  • Transformation of ecosystems with the introduction of digital innovation
  • Transformation of ecosystems to introduce digital innovation
  • Evolution of leadership and focal positions in ecosystems with digital innovation
  • Development of new ecosystems with digital platforms
  • Dependencies and complementarities in ecosystems (as affiliation versus structure) incurred by digital innovation

 

References

  • Nambisan S., Lyytinen K., Majchrzak A., S. M. (2017). “Digital Innovation Management: reinventing innovation management research in a digital world.” MIS Quartely, 41(1): 223–238
  • Hsiao, R. L.; Tsai, D. H.; Lee, C. F. (2012). “Collaborative Knowing: The Adaptive Nature of Cross-Boundary Spanning”, JoMS, 49(3): 463–491.
  • Grant R.M. (2013). “Reflections on knowledge-based approaches to the organization of production”, JManag&Gov, vol17, 541-558
  • Gawer, A., Cusumano, M. A. (2013) “Industry Platforms and Ecosystem Innovation.” J Prod Innov Manag 31(3), 417–433.
  • Jacobides, M. G., Cennamo, C., Gawer, A. (2018). “Towards a theory of ecosystems”. SMJ, v39, 2255–2276.

 

Keywords

  • Digital innovation
  • Dynamic capabilities and orchestration of resources
  • Creativity management
  • Organizational transformation
  • Knowledge articulation
  • Digital ecosystems and platforms

 

The text of this call for proposals in English is available for download in clicking on the pdf icon...

 

 

"The Business of Now

the future starts here"

 

EURAM
EURAM

EURAM 2020 general theme

In the 21st century environment, university business research has been very effective in highlighting the issues that need to be addressed by management ranging from disruptive technologies; to potential environmental catastrophe; to social inclusion; to ethical business and ultimately to the stainability of free markets and their ability to deliver the social and economic goals that were assumed integral to the liberal capitalist system of the last Century. Business researchers have a key role to play here as managers turn to them both for thought leadership and for the latest research findings to guide leaders to make timely decisions to overcome these challenges facing business and society.

To this end, we are in the ‘Business of Now’ responding to the immediacy required by business and society. We need to help solve the managerial tension between the present and future. Indeed, the Business of Now is a request from future generations to help guide the managers and leaders of today to: address climate change before it is too late; to be able to turn the futuristic visions of markets and new technologies into practical options for the business of today which will provide a platform for the future which best serves society; to make decisions today that will not just respond to market forces but shape them so that they serve business and society in a more inclusive and sustaining manner; and ultimately to provide the template for business serving intergenerational stakeholders where managers create, rather than plunder the wealth and opportunities of future generations.

So we are at a pivotal point in our history. We need to set a blueprint for business management that will enable society to benefit from technological progress and free markets. In keeping with earlier conference themes concerned with the relevance of research for business, the EURAM 2020 conference seeks to propel, nurture and disseminate research which addresses the Business of Now!

It is timely that we are addressing an inter-generational research topic in 2020 when EURAM is celebrating its 20th anniversary and so nearly embracing a full generation of management scholars. So join us in Trinity Business School’s new state of the art building on Trinity College, Dublin’s 400 year old stunning campus, at the centre of the vibrant European City of Dublin.

 

EURAM

 

 

 

ONE
PRESENTING
AUTHOR
PER
PAPER
SUBMISSION

 

Authors guidelines

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:

  • 1. Each paper can only be submitted to ONE track;
  • 2. Submitted papers must NOT have been previously published and if under review, must NOT appear in print before EURAM 2018 Conference;
  • 3. To facilitate the blind review process, remove ALL authors identifying information, including acknowledgements from the text, and document/file properties. (Any submissions with author information will be automatically DELETED; author information and acknowledgements are to be included in a SEPARATE document).;
  • 4. The entire paper (title page, abstract, main text, figures, tables, references, etc.) must be in ONE document created in PDF format;
  • 5. The maximum length of the paper is 40 pages (including ALL tables, appendices and references).
    The paper format should follow the European Management Review Style Guide. Follow the link here:  
    Guidelines for authors follow the patterns used for the European Management Review
  • 6. Use Times New Roman 12-pitch font, double spaced, and 1-inch (2.5 cm) margin all around;
  • 7. Number all of the pages of the paper;
  • 8. No changes in the paper title, abstract, authorship, track and actual paper can occur AFTER the submission deadline;
  • 9. Check that the PDF File of your paper prints correctly and ensure that the file is virus-free.
    Submissions will be done online on the EURAM 2018 website, open as of 1 December 2017
    see http://www.euram-online.org/annual-conference-2020.html; Follow the link here to access the platform:  ;
  • 10. Only submissions in English shall be accepted for review;
  • 11. In case of acceptance, the author or one of the co-authors should be available to present the paper at the conference. A presenting author can only present one paper at the conference.

 

 

 

You can also visit the conference homepage in clicking on the link...

 

 

 

Conference venue

The EURAM 2019 conference will be hosted by Trinity Business School.

The full address is:
Trinity College Dublin, The University of Dublin
College Green, Dublin 2 (Ireland)

Trinity Business School, founded in 1925, sits at the heart of a world renowned university located at the core of Dublin, an international capital city and hub for global business. The School is one of the fastest growing established schools in Europe and has recently opened an 80 million euro state-of-the-art building on campus. Trinity College Dublin has been a leading international university for over four centuries. It is the only Irish University that belongs to the prestigious League of European Research Universities. With a tradition of innovation, the University has been ranked Europe’s most entrepreneurial university four years in a row. Its beautiful campus is home to more than 18,000 students. Trinity Business School delivers a full suite of business programmes and is both EQUIS and AMBA Accredited.

 

 

 

 

Travel to Dublin

The EURAM 2020 conference website will soon document how to organize your trip and plan your activities.
You will directly access this page in clicking on this link:  

Dublin international airport (IATA: DUB, ICAO: EIDW) is widely connected worldwide. The airport serves as headquarter for Aer Lingus, Ireland flag carrier, and as focus city for Europe's largest low-cost carrier Ryanair, for ASL Airlines Ireland, for CityJet and Norwagian Air International. United States border preclearance services are available at the airport for US-bound passengers (Shannon airport is the only other airport in Europe to offer this facility). Terminal 1 is currently home to all airlines except Air Lingus, American Airlines, Delta Airlines, Emirates, Norwegian long-haul service, and United Airlines. Terminal 2 is now the transatlantic gateway for flights to the USA and is intended to host all long-haul carriers in the future.

 

 

  

 

 

 

 

 

 

 

 

Program of the sessions in the standing track

 

 

 

To be documented very soon