Availability of the platform for submissions: 01-DEC-2020
Deadline for submissions: 12-JAN-2021 2pm (Brussels time) (FULL papers)
Responses to authors: 18-MAR-2021 / Early bird registration: 09-APR-2021
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Direct link to this page: http://euram2021.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-2020 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...
We live in an interconnected world that faces great challenges in shaping its FUTURE. In response, we must find new ways to stimulate sustainable economic growth by creating new jobs and economic opportunities for all, serving society, protecting the environment and coping with various threats such as climate change, cyber threats, health crises and humanitarian, economic and financial crises that may arise in the aftermath of the COVID-19 pandemic. To address these challenges, we must initiate a fair dialogue among all stakeholders and groups involved. These include scholars, private and public companies, other organizations and policy-makers at the national and supranational levels. Let’s work together to blur the boundaries between research and practice and find solutions for reshaping capitalism, in a context of pluralism of ideas, multiculturalism, diversity, and inclusion. Let these solutions transcend national boundaries and the narrow goals of each interest group.
The dialogue must address, openly and courageously, any dichotomies among the views of these stakeholders in regard to the timing and means for reshaping capitalism. We can learn from one each other, share ideas and engage collectively in the development of new knowledge that concerns, but is not limited to: new, sustainable paths to innovation that combine social innovation, digital innovation, artificial intelligence and human creativity; new entrepreneurial approaches that combine social entrepreneurship and financial entrepreneurship; new corporate governance practices across the world that address the competing demands of the numerous stakeholders of the Boards and the ability of companies to withstand a crisis; new approaches to strategy & corporate finance that help corporations to balance between their global approaches and their markets’ local needs; new, innovative and sustainable HRM practices and leadership styles in different cultural contexts; new business models aimed at creating economic, social and environmental value and sustainable patterns of consumption; new business practices and public policies throughout the world that seek to improve the wellbeing of our society, the health of our people, the future of our planet, and the strengths of our businesses, financial markets and industries.
We invite you to join us in Montreal, a multicultural and well-connected ‛smart’ city, to assist in the creation of a new trend in action-oriented research by adopting a holistic view of the creation of new knowledge by transdisciplinary thinking that transcends boundaries between sciences – whether management science, social science, environmental science, health science, communication, education, ICT or other related sciences.
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 2021 conference will be hosted by ESG-UQAM in Montreal, Canada.
The full address of the conference venue is 315 rue Sainte Catherine Est, Montreal, Qebac H2X3X2, Canada
The University of Quebec in Montreal (UQAM) is a French-language university located in downtown Montreal. With its six faculties and a business school (ESG), 170 undergraduate programs, 110 graduate programs, 30 doctoral programs and more than 39,000 students (2019), UQAM has established itself as one of the leading universities in Canada. The School of Management Sciences (École des sciences de la gestion, ESG) is the largest academic unit at UQAM. Its modern campus, which houses more than 15,000 students, is nestled between two of the city’s liveliest districts, the “Quartier des spectacles” (Entertainment district) and the Quartier Latin (Latin Quarter) which is reminiscent of the old Europe.
As a major city in one of the most prosperous and safest countries in the world, Montreal is resolutely turned towards innovation. Its network of research facilities in leading strategic industries - such as aerospace, engineering, finance, insurance, life sciences, information and communications technology - has attracted some of the brightest minds from around the world and large multinational corporations. Visitors to Montreal enjoy the mix of North American and European cultures, the warm “Bonjour” welcome and vibrant Montreal neighborhoods. From historic Old Montreal to the trendy downtown district, attendees will enjoy the blend of big-city style and small-town hospitality, and its legendary cultural and gastronomic scenes, with a multitude of restaurants, shopping centers, nightlife and entertainment, and numerous hotels with a total capacity of over 35,000 rooms, to suit all tastes and budgets. Each year, Montreal welcomes more than 11 million visitors and an impressive number of conventions, events and international festivals. Montréal’s warmth, cosmopolitan character and geographic accessibility will ensure that the EURAM 2021 Conference will be the most successful and memorable ever.
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:
Montreal international airport (IATA: YUL, ICAO: CYUL) is widely connected worldwide.
The airport full name is Aeroport international Pierre-Elliott TRUDEAU de Montréal, TRUDEAU international airport (located close to DORVAL village).
The airport code YUL used for Montreal concatenates the Y usually used by the Canadian air navigation authority to identify locations with meteo stations, and the UL used to identify the radio beacon constantly sending unidirectional morse signals on the 248kHz frequency. This beacon is located in DORVAL village. Dorval or Trudeau airport started operations in 1941 after the closure of the Saint-Hubert (YHU) airport. The airport facilities expanded on the fields where Dorval Jockey Club operated until the late 1930s.
The other airport in Montreal is MIRABEL airport, equipped with radio beacons ZMM ZMX and ZMR, and the radio MX code was used to coin the airport code YMX. MIRABEL airport now only operates cargo flights.
The global name YMQ is used sometimes to coin Montreal airports as a whole, thus covering YUL+YHU+YMX. In YMQ, M stands for Montreal and Q for Quebec. YMQ is not recognized by IATA or ICAO as an official code. To travel to YMQ, you need to book a flight to YUL.
To be documented very soon