Chairperson
Maurizio Zollo
...holds a Ph.D. degree in management from the Wharton School of the University of Pennsylvania and a laurea degree in monetary economics from Bocconi University. He is currently the Director of the Center for Research in Organization... More
Program Chair
Jeffrey Harrison
... is the W. David Robbins Chair of Strategic Management at the Robins School of Business, University of Richmond... More
Associate Program Chair
Richard Priem
...is Professor of Strategy at the Neeley School of Business at the Texas Christian University where he holds the Luther Henderson Chair in Strategic Management and Leadership. He also is Professor of Strategy at LUISS Guido Carli University in Rome, where he holds... More
Reps at Large 2012
(No bios available)Reps at Large 2013
Michael Barnett
...is Professor of Strategy and Head of the Strategy, Entrepreneurship & International Business Group at the Said Business School, University of Oxford. His research focuses on the firm-stakeholder interface. In particular, he studies how firms ... More
Robert Phillips
... is on the faculty of the University of Richmond’s Robins School of Business. He received his Ph.D. from the Darden School at the University of Virginia. His work has as appeared in Business Ethics: A European Review ... More
Sybille Sachs
...has been head of the Institute for Strategic Management: Stakeholder View that was founded by her at the University of Applied Sciences Zurich (HWZ). In addition, she is Professor at the University of Zurich where she established... More
Stakeholder Strategy
The Stakeholder Strategy Interest Group promotes scholarship that embraces a multi-stakeholder perspective of firm strategy, its antecedents, its boundaries, roles, and values, and its diverse forms of impact and performance. We welcome work from a variety of disciplines and national settings. If you are interested in this domain, regardless of your other interests, we welcome you to join with us as we attempt to answer questions such as the following:
- How do competitive, corporate, growth and innovation strategy decisions influence the effectiveness of stakeholder engagement and sustainability oriented strategies and practices?
- How do stakeholder engagement and sustainability oriented strategies and practices influence the effectiveness of competitive, corporate, growth and innovation strategies?
- How can firms attempting to satisfy a plurality of stakeholder interests compete and/or cooperate effectively with like-minded firms as well as with traditional competitors?
- Under what conditions might stakeholder-oriented firms outcompete traditional, shareholder oriented, ones?
- What are the strategic alternatives to coordinate the expectations and perceptions of a plurality of stakeholders to enhance their benefit while simultaneously creating firm value? How should top management teams think about developing, selecting and implementing them?
- What factors might explain the varying ability of management teams to fruitfully engage the firm’s stakeholders to everyone’s advantage and to change their firm’ strategies, operations and culture to achieve economic, social and environmental sustainability?
- How do individuals and teams learn how to integrate principles of responsibility and of social, environmental and economic sustainability in their firms’ operating and strategic processes?
- How do individuals and their shared values, emotions and cognitions influence firms’ stakeholder orientation and engagement strategies, sustainability oriented change processes, and, ultimately, the firm’s economic, social and environmental performance?