(Strategy & Business Policy Department, HEC Paris, France)
|KEYNOTE SPEAKERS // PANELISTS
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, ten editions of the EIASM workshop on Top Management Teams and Business Strategy have been organized, nine regular editions and one ‘special edition’. The regular editions of the workshop took place in Passau (June 2019, co-chaired by Lorenz Graf-Vlachy and Andreas Koenig), Geneva, Switzerland (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).
The 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.
(Department of Organization Studies, Tilburg University, The Netherlands)
(Department of Management, University of Valencia, Spain)
(Institute of Management Accounting and Control, WHU – Otto Beisheim School of Management, Germany)
(Strategy & Business Policy Department, HEC Paris, France)
Latest detailed programme HERE
As countries begin to recover from the coronavirus pandemic, pressure is building on politicians and business leaders to use this historic opportunity to tackle climate change and simultaneously build more inclusive, fairer, and greener economies. Corporations face mounting global discontent over income inequality, harmful products, a lack of racial and gender diversity, and poor working conditions. Many believe that corporations and managers need to take a front seat in improving our economies so that they better serve the needs of communities and the environment. Indeed, some top managers—for example, Tim Cook of Apple, Howard Schultz of Starbucks, Joe Kaeser of Siemens, James Dyson of Dyson, and Paul Polman of Unilever—have passionately and publicly advocated for a range of social and environmental causes. The Business Roundtable, an association of CEOs from some of the largest public US firms, issued a statement in which the CEOs committed to lead their companies for the benefit not only of shareholders but also of all stakeholders, including customers, employees, suppliers, and communities. Public statements by CEOs on salient sociopolitical topics and proclamations such as that from the Business Roundtable have been met with enthusiasm but also with skepticism and condemnation. The skepticism seems justified. For example, the 2019 UN Global Compact/Accenture sustainability survey, the largest of its kind among global business leaders, found that while 71 percent of CEOs agree business can play a critical role in contributing to the 2030 United Nations Sustainable Development Goals, only one in five corporate leaders believes corporations are making a critical contribution to achieving those goals.
Top managers have a significant bearing on their firms’ social and environmental performance (Wernicke, Sajko, & Boone, 2021). Hence, for the 11th edition of the EIASM Workshop on Top Management Teams and Business Strategy Research, we call for research that, building on Hambrick and Mason’s (1984) premise that organizations are a reflection of their top managers, zooms in on the members of firms’ upper echelons to help us to better understand how those who lead firms influence their organizations’ social and environmental performance and stances on society and our planet. We welcome research that focuses on individual figures (e.g., CEOs or chairpersons of boards of directors) within TMTs (Gupta, Fung, & Murphy, 2021; Gupta, Nadkarni, & Mariam, 2019) and/or on TMTs as a whole (Byron & Post, 2016; Post, Lokshin, & Boone, 2020). A nonexclusive list of further topics includes:
- What is the impact of specific CEO characteristics or attributes on corporate social performance and sustainability, including corporate irresponsibility? How do TMT structure and dynamics, the boundaries of the TMT, and interactions and power relations within TMTs and/or between the TMT and other influential actors such as the board influence corporate social performance and sustainability?
- How do the values and the political ideology of CEOs, other TMT members, or board members affect an organization’s purpose? What is the impact of CEOs’ (directorial and organizational) values and ideology on corporate social performance and sustainability as well as on, for example, how executives are remunerated, how boards or TMTs are composed, or how firms interact with (local) governments and nonprofit organizations or social movements?
- Why do some CEOs decide to become “activists” and to speak out about social, environmental, or political causes while other executives stay silent? Do boards discourage or encourage CEO activism, and how do they do so? What is the role played by employees, consumers, and social movements in CEO activism? What are the effects of CEO activism on firms and on their owners, customers, employees, suppliers, and relationships with governments? Are firms headed by CEO activists more or less scrutinized by the news media, social movements, or regulatory bodies? Are activist CEOs more likely to lose their jobs?
In the open-minded tradition of our workshop, we also seek research on any questions related to TMTs and individual top executives, and we particularly encourage submissions of papers that fall into one of the following domains:
- Literature reviews and state-of-the-art papers that encourage debate about the role of strategic leaders and discuss theoretical and empirical challenges for future TMT research;
- Conceptual papers that combine different and novel theoretical perspectives to explain the antecedents, nature, and/or consequences of the composition of the TMT in various forms of organization;
- Empirical papers focusing on an array of TMT-related research topics: e.g., TMT structure and dynamics; the boundaries of the TMT; interactions and power relations within TMTs and/or between the TMT and other influential internal and external actors, from the board and middle managers to other firms, regulators, politicians, and investors; executive succession and turnover; and executive performance and compensation.
ABSTRACT SUBMISSION CLOSED
- Byron, K., & Post, C. 2016. Women on Boards of Directors and Corporate Social Performance: A Meta-Analysis. Corporate Governance: An International Review, 24(4): 428-442.
- Gupta, A., Fung, A., & Murphy, C. 2021. Out of character: CEO political ideology, peer influence, and adoption of CSR executive position by Fortune 500 firms. Strategic Management Journal, 42(3): 529-557.
- Gupta, A., Nadkarni, S., & Mariam, M. 2019. Dispositional Sources of Managerial Discretion: CEO Ideology, CEO Personality, and Firm Strategies. Administrative Science Quarterly, 64(4): 855-893.
- Hambrick, D. C., & Mason, P. A. 1984. Upper echelons: the organization as a reflection of its top managers. Academy of Management Review, 9(2): 193-206.
- Post, C., Lokshin, B., & Boone, C. 2020. What Changes After Women Enter Top Management Teams? A Gender-based Model of Strategic Renewal. Academy of Management Journal.
- Wernicke, G., Sajko, M., & Boone, C. 2021. How much influence do CEOs have on company actions and outcomes? The example of Corporate Social Responsibility. Academy of Management Discoveries.
Deadline for research proposals: January 17, 2022
Notification: as of January 31, 2022
Registration of authors: February 25, 2022
Deadline for full paper submission: March 7, 2022
Submission of Proposals/Abstracts - by January 17, 2022
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.
Submission of full papers for accepted authors - by March 7, 2022
• Click on "Workshops & conferences / Event administration"
• Enter your login (which is your e-mail)
• Please note that you need to enter your e-mail address exactly as it appears in your EIASM profile
• Add your password (in case you have forgotten one of these items, please follow the procedure indicated).
• At that stage, you will see that the final version of your paper is needed. Clicking on "details" enables you to upload it. Please note that only the person who submitted the abstract can submit the final paper.
• In case the title is different from the title of the abstract you submitted, please modify it.
• Once it’s done, don't forget to click on the "SAVE" button.
|VENUE & RECOMMENDED HOTELS
HEC Paris Campus
1 Rue de la Libération
The HEC School of Management is located 20 km south-west of Paris in the countryside. For directions to HEC Paris campus and Le Chateau see the section TRAVEL TO JOUY-EN-JOSAS below.
We would highly recommend you to stay in a hotel nearby the campus and not in Paris! It takes about 60 minutes to reach the campus by public transportation from Paris city center.
HEC Paris - Le Château
5 Rue de la Libération
Phone: +33 (0)1 39 56 25 75
To book a room, please send an email to Iiris Sacchet (email@example.com).
“Au bord du Lac" rooms are 90 Euros per night (including breakfast).
Best Western Plus
2 route d'Orsay
91 400 Saclay
Tel + 33 (0)1 69 35 43 21
We have pre-reserved a certain number of rooms for the event at the following prices:
March 30th Standard room, 160 Euros/night breakfast included.
March 31st, Standard room, 130 Euros/night breakfast included.
To book a room, please contact the hotel directly and quote EIASM Workshop
We strongly advise you to book your hotel room as early as possible as we only have a limited amount of rooms available. Please make your reservation before February 28th 2022!
For any additional inquiry about hotel reservations or any other logistical questions, please contact Iiris Sacchet: firstname.lastname@example.org
HEC: + 33 (0)22.214.171.124.00
Georg Wernicke (organizer) cell: + 33 (0)126.96.36.199.69
Iiris Sacchet (coordinator) cell: + 33 (0)188.8.131.52.20
Public transportation web site, Paris region: http://www.ratp.fr/
Note: The Le Chateau is not located at the campus entrance. If you want to go to Le Chateau first, you will have to direct your driver to HEC Le Chateau at 5 Rue de la Libération, 78350 Jouy-en-Josas.
Updated transport information to Jouy-en-Josas - here
HEC Shuttle busses - details here
Campus MAP - Building T MAP
|COVID RULES TO ENTRE FRANCE AND ON HEC PARIS CAMPUS
Latest Covid related rules in France - click here
To enter France please check the rules that apply to you here.
(Online attendance/presentation is not possible for this event.)
|For participants affiliated with an institution that is member or associate member of the EIASM's
|306,00 € (including 51,00 € VAT)|
|For participants coming from another academic institution
||402,00 € (including 67,00 € VAT)|
Cancellations made before March 10, 2022 will be reimbursed minus 20% of the total fee. No reimbursement will be possible after that date.
Payments should be made by :
- The following credit cards: Visa or Eurocard/Mastercard/Access
Ms. Cristina Setyar - EIASM Conference Manager
RUE FOSSÉ AUX LOUPS - 38 - BOX 3 - 1000 BRUSSELS - BELGIUM
Tel: +32 2 226 66 69 - Fax: