When: October 14-17, 2007
Where: San Diego, California, USA
Strategic Management Society conference
From the outset, a central focus of strategic management research and practice has been the development of concepts, models and tools to guide effective market-based, competitive strategies. Today, however, strategists face mounting external pressures from increasingly mobile, influential, new media savvy and demanding stakeholders. These increasingly diverse and changing groups of stakeholders are having a greater impact on competitive and corporate level strategies and, as a result, on the practices of strategic management. These influences no longer are localized in their impact. They are felt on national, regional and global levels. Consequently, non-market strategies are being employed in an ever widening circle of market settings: agriculture, airlines, autos, bio-tech, chemicals, food processing, e-commerce, entertainment, natural resources, pharmaceuticals, retail, etc. Are some non-market strategies more appropriate for some industrial sectors, or economic development conditions than others?
Non-market strategies can be employed to create and/or maintain a firm’s source(s) of competitive advantage or to erode or destroy the sources of competitive advantages of its competitors. How firms compete against each other in market contexts can and will be impacted by treaties, regulations, legislation, litigation, the media and a diverse and rapidly increasing population of non-governmental organizations (NGOs). And a wide variety of institutions are available to firms pursuing non-market strategies: the WTO, the courts, legislative and regulatory bodies, the media.
See full Details.
Posts
