Availability of the platform for submissions: 01-DEC-2021
Deadline for submissions: 11-JAN-2022 2pm (Brussels time) (FULL papers)
Responses to authors: 16-MAR-2022 / Early bird registration by 08-APR-2022
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Direct link to this page: http://euram2022.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-2021 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...
“Software is eating the world,” wrote Marc Andreessen in his memorable Wall Street Journal essay in 2011. In the wake of this technological upheaval, organisations are being transformed in fundamental ways across a broad spectrum of industries – from manufacturing, education and retailing to finance and health care.
The ongoing shift towards information technology, along with (big) data, algorithms, and smart analytics, affects all sectors (private, public and non-profit) and is changing how organizations create value. Besides a blurring of industry boundaries, modular business architectures and new definitions of business performance are just some of the consequences of this transformation. To succeed, businesses need to be data-driven and digitally optimised, generate vast amounts of data, and analyse it intelligently.
Changes that have happened since the dawn of the information age in the mid-20th century provide clues about what is to come; organisations failing to recognise the signs can quickly be upended. In particular, data has become a valuable new currency to be mined and exploited, bought and sold – by fair means or foul. Even by collecting and judiciously analysing more data from their own activities, companies develop practices to help them make accurate forecasts and derive sound business decisions.
The COVID-19 pandemic, the most recent disruption not only to our private lives but to every organisation on the planet, has further accelerated digital transformation to accommodate changing consumer behaviour. In recent months, consumers have become accustomed to online everything – from shopping and learning to banking and entertainment. At the same time, not all businesses have suffered equally, with some benefiting, for example, from being able to reduce their office space. Since everyone will be keen to take advantage of the “new normal,” many of these technology-driven changes are here to stay.
As leaders of digital transformation, managers must find new sources of competitive advantage in these data-driven markets. This means reassessing core competencies and business strategies. Company-wide change management policies may be required to bring in people with fresh skills, integrating them with existing staff, and redefining how the company engages with its stakeholders – from the supply chain to the customer. For organisations, digital transformation is not a matter of implementing a single project but rather a whole series of different projects across all organisational units. To achieve this, they also need the competence to manage change itself.
When considering these complex issues, we encourage conference participants to adopt an interdisciplinary approach by combining insights and strategies from previously distinct fields. We welcome contributions that transcend the boundaries between disciplines and connect academic work and professional practice. Ideally, proposals will come from scholars from various backgrounds, including strategic management, marketing, organisational behaviour, human resources, entrepreneurship, ICT, education, and other related disciplines.
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:
EURAM 2022 conference will be hosted by Zurich University School of Management and Law (ZHAW)
in Winterthur, Switzerland.
Zurich University of Applied Sciences (ZHAW), with over 13,000 students and around 3,000 members of staff, is one of the largest multidisciplinary universities of applied sciences in Switzerland.
The ZHAW School of Management and Law (SML), based in Winterthur, is one of the eight university schools and has the largest number of students. With internationally recognized Bachelor’s and Master’s programs, cooperative PhD programs, a broad range of needs-oriented and well-established continuing education programs, as well as innovative research & development projects, it is one of the leading business schools in Switzerland.
The full address of the conference venue is qdsf
About Winterthur, City at the heart of Europe
Winterthur is an exciting place set in beautiful natural surroundings, combining culture and industrial tradition with business and commerce. With 110,000 inhabitants, Winterthur is Switzerland’s sixth-largest city. Having undergone a rapid evolution in recent decades, it is principally known today as a hub for innovation and education.
While Winterthur is both small and safe enough to explore on foot, it has all the amenities of a big city, making it a popular place to live, work, and relax. The charming Old Town in the medieval heart of Winterthur bustles with life. Despite its industrial history, Winterthur is also a “garden city” with parks, trees, and open spaces inviting people to linger. Winterthur has enjoyed a long tradition as a centre of the arts and boasts 17 museums, as well as being an important player in the thriving economy of the Greater Zurich Area. Visitors are constantly impressed and inspired by Switzerland’s imposing financial districts and its breathtaking landscape with lakes, castles, quaint villages, and, of course, the Swiss Alps.
Zurich international airport (IATA: ZRH, ICAO: LSZH) is widely connected worldwide.
The airport full name is Flughafen Zürich, Aeroport international de Zurich (Zurich airport). It is also Switzerland's widest airport. Zurich airport is the main base for Swiss International Air Lines (IATA code = LX, OACI code = SWR), a company emerged from the fusion of Swissair and Crossair.
Swiss is a member of Star Alliance and a subsidiary of Lufthansa Group.
Zurich HB is also connected with 3 direct TGV trains (LYRIA) from Paris (Lyon station) with 4h-long journeys.
To be documented very soon