ESTRATÉGIA. O tópico sobre dinâmica e desenvolvimento da estratégia da EURAM 2005 consta dos seguintes aspectos destacadados por Patrick Regnér (Institute of International Business, Stockholm School of Economics), Michael Mayer (University of Edinburgh, Management School and Economics), e Leif Melin (Strategy and Organization, Jönköping International Business School):
"An important question for strategic management is how strategy develops in terms of activities, routines and capabilities. This track seeks to bring together researchers from various disciplines for a discussion of these factors in relation to the development and dynamics of strategy. The track will build on two research directions that are increasingly capturing the interest of the strategy field. One emphasizes the micro-processes of strategy, investigating the detailed day-to-day activities and practices in organizations and the way these are shaped by social structures and processes. The other view focuses on how firms build and renew capabilities. A principal motive is to reveal how social and collective learning processes and activities produce knowledge that becomes embodied in routines. Both perspectives take an interest in how specific activities, practices, routines and capabilities relate to macro-level strategy outcomes. They focus on how individuals and organizations actually do strategy and manage the trade-off between building new strategies and refining existing ones. The track will consider empirical as well as theoretical papers and encourages contributions investigating diverse contexts (countries/sectors), including comparative approaches, and papers based on various methodologies. It will include different theoretical perspectives (social/sociological, dynamic capabilities/evolutionary, resource/knowledge-based, institutional, cognitive/sensemaking, power etc.) and various themes and topics such as: Strategy-/Decision-making; Capability and practice development; Exploration/exploitation trade-offs; Change and inertia; Implementation; International aspects (MNCs, infant multinationals, etc.); Responsibility and citizenship; Strategists' role(s); Social and political influences; Entrepreneurship/strategy creation; Strategy origins"
"An important question for strategic management is how strategy develops in terms of activities, routines and capabilities. This track seeks to bring together researchers from various disciplines for a discussion of these factors in relation to the development and dynamics of strategy. The track will build on two research directions that are increasingly capturing the interest of the strategy field. One emphasizes the micro-processes of strategy, investigating the detailed day-to-day activities and practices in organizations and the way these are shaped by social structures and processes. The other view focuses on how firms build and renew capabilities. A principal motive is to reveal how social and collective learning processes and activities produce knowledge that becomes embodied in routines. Both perspectives take an interest in how specific activities, practices, routines and capabilities relate to macro-level strategy outcomes. They focus on how individuals and organizations actually do strategy and manage the trade-off between building new strategies and refining existing ones. The track will consider empirical as well as theoretical papers and encourages contributions investigating diverse contexts (countries/sectors), including comparative approaches, and papers based on various methodologies. It will include different theoretical perspectives (social/sociological, dynamic capabilities/evolutionary, resource/knowledge-based, institutional, cognitive/sensemaking, power etc.) and various themes and topics such as: Strategy-/Decision-making; Capability and practice development; Exploration/exploitation trade-offs; Change and inertia; Implementation; International aspects (MNCs, infant multinationals, etc.); Responsibility and citizenship; Strategists' role(s); Social and political influences; Entrepreneurship/strategy creation; Strategy origins"
