Call for Proposals

Strategic Management in the Asian Century - Dealing with Dynamism, Diversity and Development

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A considerable amount of the discussion relating to growth of Asia and the trans-Pacific region has focused on the relatively recent development of India and China. However, the development of this region has been a more than half-century phenomenon, evidenced by the early development of Japan as the region’s engine and the subsequent development of the East and South Asian tiger states. Even the liberalization policies of the more developed economies of Australia and New Zealand had significant roles to play in this development. Asia is considerably more than these developments or the marquee countries that receive the vast majority of the discussion. Asia and the trans-Pacific region are composed of remarkable economic, political, and social diversity. Politically, we see countries with varying legal and regulatory institutions. Furthermore, Asia is an assortment of vibrant urban and regional markets, climate zones ranging from the polar to the tropical, and economies that range from the fully developed to those barely pulling themselves out of decades of isolation. Each country and market represents a different environment and context worthy of examination by management scholars, both because the dynamism and diversity present managers and strategists with unmatched challenges, and because studying such contexts presents scholars with opportunities to examine development as it occurs. This special conference focuses on assessing and furthering managerial frameworks and theories that guide strategy formulation and implementation and the management of strategic performance in dynamic, diverse and evolving environments of Asia and the trans-Pacific region. The conference combines six in-depth tracks with integrative plenary sessions that together contribute to the theme of Strategic Management in the Asian Century – Dealing with Dynamism, Diversity and Development.

We invite conceptual and/or empirical submissions that relate to any of the following: competitive strategy, corporate strategy, global strategy, strategy process, knowledge & innovation, strategy practice, strategic entrepreneurship, strategic human capital, stakeholder strategy, cooperative strategies, strategic leadership & governance, and/or behavioral strategy. We are explicitly interested in conceptual submissions that are grounded in a wide range of social sciences theory and that advance the development of theory in strategic management. As such, we encourage submissions irrespective of the methodological and philosophical differences operating in different scholarly traditions. Empirical studies, whether based on quantitative, qualitative, or case-based data and methods, must investigate data that are, in some way, Asian and/or trans-Pacific in scope.

Below are some key illustrative research questions for the following themed and special tracks:


Track A: Dynamism

Given the growing economic power of the Asian continent and the trans-Pacific region, how to gain and sustain advantage in this region have become very salient questions for both local firms and foreign enterprises. What are the key types of strategic resources and capabilities needed to operate in this region? Which kinds of dynamic capabilities do the most successful firms deploy and in which contexts do they work? What are the challenges in seizing and eventually exploiting the opportunities present in the region? How do firms strategize in the region? What types of innovation models are suited to what parts of the region? To what extent are the drivers of growth and diversification different in the region? How do firms and nations ensure that the development in such dynamism reaches all of a society?

Track B: Diversity

Firms in Asia and the trans-Pacific region reconcile universalism and diversity in strategizing and managing their strategic performance. How can firms leverage the strategic opportunities for arbitraging similarities and difference within the regions? How will universalism and diversity drive new forms of multinational enterprises? How do firms identify and access resources in this diverse region with areas of similarity? How can firms best access the benefits and limit the risks of balancing universalism and diversity?

Track C: Development

Countries of the region have a wide variation in both levels and paths of development. Development includes changes/progress in markets, social systems, institutions, regulatory systems, competition, political systems, and factor markets, among others. Core questions that we seek to address include: How has the long-term development of these economies influenced firm strategies and performance? How have entrepreneurship and social entrepreneurship evolved with and influenced development of the region? How will the sources of stability and growth of organizations be redefined in the region? How do firms balance their concerns for asset protection and asset development in the region? What is the role of cooperative strategies in leveraging development opportunities in the region? When and how can the actions of firms change the business environment in the region? Does ownership matter, or is access to resources and capabilities a more efficient position in this region?

Track D: Comparative Frameworks

Context matters. Asia and the transpacific region encompass a wide set of countries distinguished by highly heterogeneous economic, political and social structures. What aspects of strategic management are universal? Do different ownership structures produce firms and managers with different risk attitudes and willingness to embrace uncertainty? Do boards play different roles in setting performance expectations and executive pay structures and what impact does this have on firm performance? How do stakeholders, including public officials, employees and local communities, inhibit or facilitate change in varying contexts? How do firms manage political pressures and government in weak institutional settings? How can the cultural, political, and economic contexts, as well as varying developmental stages, within the region be utilized as a rich laboratory for testing, extending and innovating in theory and practice?


Track E: Teaching & Training

This track aims to improve the teaching of strategy in Asia and the trans-Pacific region by sharing best practices and research on teaching and learning in this context. How do teaching and learning styles vary in these different and diverse cultures? What impact do country and culture have on course content and teaching methods? How do you decide on the best mix of local, regional or global case studies to include in your courses? How does digital literacy and access to the internet impact on strategy teaching and learning practices? Submissions from academic and professional trainers and coaches concerning creative approaches to teaching strategy at any level (e.g. undergraduate, MBA or executive) or any technique (e.g. cases, simulations, experiential, e-learning) are encouraged.

Track F: Research Methods

This track is focused on critiques, commentaries and discussion about key methodological research issues in the field of strategic management, with a particular emphasis on the Asia-Pacific region. What kind of data is appropriate and how do we handle the currency of data? What is the relationship among theoretic advances, data and methods? How can researchers utilize more suitable quantitative and/or qualitative methods to conduct strategic management research? What are the advances in better measuring of strategic management constructs? What is the relevance of specific research approaches to empirically examining particular areas of strategy research? What are region-specific research designs?

Submission Guidelines And Requirements

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Strategic Management Society