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
Standing track 06-03 (ST 06-03) "Digital innovation:
Strategies, competences, ecosystems, theories and practice"
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-2019 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. 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.
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:
The text of this call for proposals in English is available for download in clicking on the pdf icon...
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.
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 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.
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.
Details for videoconferencing will be disclosed directly to convenors and participants.
NB: Time zone to be confirmed