(Apologies for multiple postings.)
Dear Colleagues,
Please consider joining us in Paris, France, on June 1-4, 2016, for the European Academy of Management (EURAM) Annual Conference.
We are organizing a track on competitive dynamics, and look forward to receiving your submissions by January 12, 2016 (2 pm Belgian time). Please refer to the call for papers below.
Conference website: http://www.euram-online.org/annual-conference-2016.html
Paper submissions: http://2016.euramfullpaper.org/login.asp
Yours sincerely,
Juha-Antti Lamberg, Professor, PhD, University of Jyväskylä, Finland (juha-antti.lamberg@jyu.fi)
Jukka Luoma, Assistant Professor, DSc, Aalto University School of Business, Finland (jukka.luoma@aalto.fi)
Competitive Dynamics: The Challenge of Unusual Contexts
Competitive dynamics research has generated important insights about how companies create and capture value through series of competitive moves (Chen & Miller, 2012). Most empirical competitive dynamics research has been conducted in oligopolistic, fairly mature industries. Recent research has shown, however, that the phenomenon of competition can manifest in markedly different ways in other kinds of contexts-for example, nascent industries (e.g., Chen et al., 2010; Rindova et al., 2010), mature low-clock-speed industries (Lamberg & Ojala, 2006), highly regulated industries (Shaffer, Quasney, & Grimm, 2000), and highly unregulated industries (Humphrey, 2007). The study of competition in these "unusual contexts" can help elucidate previously unrecognized theoretical issues and mechanisms in competitive interaction.
This EURAM track calls for research on competitive dynamics in unusual contexts. Research fitting this description includes but is not limited to:
· Studies of competition in industry contexts with highly unusual characteristics (e.g., extremely stable industries; rapidly changing industries; industries where competitor identification is very difficult or impossible)
· Studies of competition across contexts or over time, with an eye on how a change in a set of contextual variables affects competitive interaction or the performance outcomes of competitive actions
· Studies of competition in unusual environmental/organizational/psychological states (e.g., disruptive change, organizational re-structuring/turnaround)
· Studies of competition in unusual arenas (e.g., art, culture, criminal activities, 'sin industries', sport etc.)
· Studies of unusual competitive pairs (e.g., close cooperators, competitors with different industry backgrounds)
· The use of the competitive dynamics "lens" to study phenomena, which are usually not viewed in competitive terms (e.g., Katila & Chen, 2008)
We welcome submissions using both qualitative and quantitative research methods, including computational and formal modeling, as well as theoretical papers. In particular, we encourage submissions that use and combine new research methods and theories not familiar to the literature on competitive dynamics.
Keywords: competitive strategy; competitive dynamics; industry evolution; rare events; unusual contexts
References
Chen, E. L., Katila, R., McDonald, R., & Eisenhardt, K. M. (2010). Life in the fast lane: Origins of competitive interaction in new vs. established markets. Strategic Management Journal, 31(13), 1527–1547.
Chen, M.-J., & Miller, D. (2012). Competitive dynamics: Themes, trends, and a prospective research platform. Academy of Management Annals, 6(1), 135–210.
Humphrey, J. 2007. The supermarket revolution in developing countries: tidal wave or tough competitive struggle? Journal of Economic Geography, 7 (4): 433-450.
Katila, R., & Chen, E. L. (2008). Effects of search timing on innovation: The value of not being in sync with rivals. Administrative Science Quarterly, 53(4), 593–625.
Lamberg, J.-A., & Ojala, J. 2006. Evolution of competitive strategies in global forestry industries: Introduction, The Evolution of Competitive Strategies in Global Forestry Industries: 1-29: Springer.
Rindova, V., Ferrier, W. J., & Wiltbank, R. (2010). Value from gestalt: How sequences of competitive actions create advantage for firms in nascent markets. Strategic Management Journal, 31(13), 1474–1497.
Shaffer, B., Quasney, T. J., & Grimm, C. M. 2000. Firm level performance implications of nonmarket actions. Business & Society, 39(2): 126-143.