Andreas König and Lorenz Graf-Vlachy
Tine Buyl (Department of Organization Studies, Tilburg University)
Donald C. Hambrick, Evan Pugh University Professor & Smeal Chaired Professor of Management, Penn State University, PA, USA
Timothy Quigley, Associate Professor at the Department of Management, Terry College of Business, University of Georgia, USA
Albrecht Enders, Dean of Programs and Innovation and Professor of Strategic Management and Innovation at IMD, Lausanne, Switzerland
Bolko von Oetinger, Honorary Professor of Strategic Management at WHU Graduate School of Management, Vallendar, and Vice Chairman of the Board of Trustees of the BMW Foundation Herbert Quandt, Germany
The workshop will feature keynotes, panels, and paper discussion sessions. Specifically, Timothy Quigley (University of Georgia) will reflect in his keynote on the past 35 years of upper echelons research and provide an outlook on promising research opportunities for the coming decades.
In a featured panel session, Donald C. Hambrick, Albrecht Enders, and Bolko von Oetinger will discuss important overarching challenges for strategic leadership in times of uncertainty and global economic and institutional shifts, as well as the implications of these challenges for research on strategic leadership.
In addition - against the backdrop of the beautiful historic city of Passau, right at the rivers Danube, Ilz, and Inn and the borders of Germany, Austria, and the Czech Republic - the workshop will offer plenty of networking opportunities for strategic leadership researchers.
The program will begin on June 6th, 2019 at around 9 AM and end on June 7th at around 5 PM. A welcome reception will take place on June 5th, 2019 late afternoon (participation is not mandatory).
Top executives are among the most important decision-makers influencing the strategy and performance of their organizations. The series of EIASM Workshops on Top Management Teams and Business Strategy was initiated as a specialized and focused forum where researchers can engage in constructive discussions about the relationship among Top Management Teams and the ability of firms to strategically respond to the challenges they face, as well as finding new opportunities for research collaborations.
To date, nine editions of the EIASM workshop on Top Management Teams and Business Strategy have been organized, eight regular editions and one ‘special edition’. The regular editions of the workshop took place in Geneva (March 2018, co-chaired by Markus Menz and Sven Kunisch), Seville, Spain (March 2017, co-chaired by Carmen Barroso, Tine Buyl, Alejandro Escribá and Marko Reimer), Groningen, the Netherlands (April, 2016, co-chaired by Kees van Veen, Niels Hermes, Reggy Hooghiemstra and Dennis Veltrop), Antwerp, Belgium (March 2015, co-chaired by Tine Buyl and Christophe Boone), Copenhagen, Denmark (October 2013, co-chaired by Sabina Nielsen, Sibel Yamak and Bo Nielsen), Milan, Italy (June 2012, co-chaired by Alessandro Minichilli and Alejandro Escribá-Esteve), Istanbul, Turkey (March-April 2011, co-chaired by Sibel Yamak and Sabina Nielsen) and Valencia, Spain (March 2010, co-chaired by Alejandro Escribá-Esteve and Alessandro Minichilli). The fifth workshop was a ‘special edition’, specifically focused on the creation of research collaborations, and was also hosted in Valencia, Spain (June 2014, co-chaired by Tine Buyl and Alejandro Escribá-Esteve).
All workshops have been great successes. In fact, over the last decades, this workshop has developed into perhaps the most important platform for strategic leadership research in Europe and an excellent opportunity to strengthen the international research networks among scholars interested in this topic.
For scholars studying strategic leadership, 2019 will be marked by two important anniversaries. First, 35 years ago, in 1984, Hambrick and Mason published their seminal paper on Upper Echelons Theory which many consider as the genesis of strategic leadership research. Second, 2019 marks the 10th anniversary of the EIASM Workshop on Top Management Teams and Business Strategy Research. In this spirit, we will seize the occasion of the 2019 workshop to look back to understand the key premises and assumptions of strategic leadership studies and, more importantly, to look forward to cast a vision for such research in the coming years.
Especially, the 2019 workshop will focus on the topic of “Increasing our impact: Strategic leadership theory for a de-stabilizing world.” In this regard, it is worth noting that upper echelons theory emerged in the specific historical and social context of the turn from the 1970s to the 1980s, a context in which actors within and outside organizations began to attribute considerable significance to top managers regarding important managerial outcomes (Quigley & Hambrick, 2015; Quigley, Crossland, & Campbell, 2016). While strategic leadership theory has, for the most part, stayed true to its roots in the Carnegie school and the behavioural theory of the firm (Cyert & March, 1963), strategic leadership scholars have constantly attempted to account for many critical contextual changes and circumstantial differences that might affect the underlying assumptions and boundary conditions of upper echelons theory (Buyl, Boone, & Wade, 2017; Crossland & Chen, 2013; Gerstner, König, Enders, & Hambrick, 2013; Finkelstein & Hambrick, 1990; Hambrick, 2007; König, Graf-Vlachy, Bundy, & Little, 2018). In precisely this vein, the participants of the last EIASM Workshop on Top Management Teams and Business Strategy Research in Geneva addressed the question of how upper echelons research should account for the substantial shifts in organizing and leadership that might be triggered by digitalization.
However, despite our adaptations and advances of strategic leadership research – and especially in light of the two anniversaries we celebrate – an even more general question emerges, namely that of our overall impact. What have we achieved? Where are we going? To which degree is what we can explain valuable for the greater causes to which we as social scientists strive to contribute? Formulated as a critical question: How might the assumptions and views we maintain and disseminate limit our scholarly endeavours, and how might we have to scrutinize and reform our ontological, epistemological, theoretical, and methodological perspectives and approaches to increase our practical contribution while staying true to our scholarly identity?
These questions appear even more important in the context of our time, which many perceive as a period of destabilization that shakes up taken-for-granted institutions around leadership (O'Reilly III, Doerr, & Chatman, 2018; Williams, Pillai, McCombs, Deptula, & Lowe, 2018). In fact, if we aim to envision the next decade of strategic leadership, we might have to consider that it is not only technological breakthroughs that challenge our views of top executives’ characteristics, actions, and their outcomes. Over the past years, we have increasingly been experiencing violations of norms and accepted leadership approaches, propagating ego-driven and transactional leadership styles. So, the question is how does our theorizing account for the ongoing institutional changes around strategic leadership? Do we need to re-organize our understanding of norms, organizational and political processes, and enactments of personality to describe, interpret, and generalize patterns of strategic leadership in the next decades, and if so, how? What is our responsibility in this context, and how can we make sure our findings are heard and help strategic leaders to make better and long-term-oriented decisions in light of grand environmental, political, and societal challenges (Colquitt & George, 2011)?
We invite researchers to submit papers that address any of the topics suggested above. Moreover, in the open-minded tradition of our workshop, we call for research on any questions related to TMTs and individual top executives. We particularly encourage submissions of papers that fall into one of the following domains:
ABSTRACT SUBMISSION CLOSED
Deadline for research proposals: January 31, 2019
Submission of Proposals/Abstracts (until January 31st, 2019)
The submission should contain a cover page and an abstract/body of the proposal (in one single document).
The cover page must include: The title of the proposal - Authors’ names, affiliations, address, telephone and e-mail
The body of the proposal should contain an abstract of max. 2 pages (cover page and references not included). Proposals must be single-spaced, font size 12. The abstract should clearly highlight the following issues: research gap, theories used, research method, and contribution of the research.
* go on the EIASM website (https://www.eiasm.net )
Centro Hotel Weisser Hase
Boutique Hotel Morgentau
Cancellations made before May 3, 2019 will be reimbursed minus 20% of the total fee. No reimbursement will be possible after that date.
Payments should be made by :
ADMINISTRATIONMs. Cristina Setyar - EIASM Conference Manager
EIASM - PASSAGE DU NORD - 19 - 1000 BRUSSELS - BELGIUM
Tel: +32 2 226 66 69 - Fax: +32 2 512 19 29