11th SKM Symposium "Agile Organisation"

11th SKM Symposium Agile Organisation
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From Thu 26 September 2019 to Fri 27 September 2019
From Thursday 26 September 2019 to Friday 27 September 2019
9:00 AM - 6:00 PM
Ended

Trends such as digitalization, Industry 4.0, the sharing-economy or e-mobility further increase uncertainty and the need to adapt to frequently changing requirements. How can organizations cope with these challenges and adapt to a changing environment? How can they coordinate in an unpredictable world? Coordinating mechanisms that foster organizational learning and connect internal with external resources enable organizations to cope with uncertainty. Such coordination mechanism are, for instance, adaptive strategies, inspiring leaders or flexible structures (e.g., projects, networks and routines). The aim of the 11th SKM symposium is to explore how organizations can use these coordination mechanisms to cope with an unpredictable world. In order to adapt, organizations have to formulate an adaptive strategy, develop inspiring leaders, promote initiative and entrepreneurial actions of their employees and build flexible structures. Organizations achieve adaptiveness at the strategic level by promoting the development of dynamic capabilities, ambidexterity, and absorptive capacity. Flexible structures such as agile teams, networks, agile projects, or dynamic routines help to implement those strategies. In this regard, in-depth discussions of various phenomena are fostered, e.g.: Adaptiveness and complexity in organizations  Adaptive strategies that underpin the flexibility of organizations and the emergence of Dynamic Capabilities, Absorptive Capacity, and Ambidexterity  Development of digital strategies, digital business models, strategies for cyber-physical products, digital readiness and coopetition in ecosystems  New forms of cooperation in and between organizations, temporary organizations like networks and project structures, and agile teams and methods  Processes through which organizational routines and capabilities emerge and evolve, interdependencies in routines  Organized creativity and the inherent uncertainty associated with creativity  Leadership initiatives that help the organization and its employees to become more flexible and adaptive  Entrepreneurial initiatives and boundary spanning of leaders and employees  Practical challenges and contributions Adaptive structures, networks and coordination in ecosystems  Agile work and project management (outside software industry)  Inspiring leadership styles, leadership in agile teams and digital workplaces  Digital strategies and digital business models  Industry specific challenges such as smart mobility, smart living, smart energy … and beyond, industry transformation and convergence in creative industries and banking and digital transformation and electrification in the automotive industry   Theoretical challenges and contributions Adaptiveness of organizations (Uhl-Bien & Arena, 2018) and complexity (Stacey, 1993, Stacey, 2001) in the digital age (Mocker et al., 2014)  Dynamic Capabilities(Helfat et al., 2007, Teece, 2012, Teece et al., 1997), Absorptive Capacity (Zahra & George, 2002) and Ambidexterity (Duncan, 1976, Garaus et al., 2016, Güttel & Konlechner, 2009, March, 1991)  Diverse “micro-foundations of change” from a resource and competence-based view (Mahringer & Renzl, 2018, Renzl et al., 2013, Teece, 2007)  Networks of organizations and managers (Paruchuri & Eisenman, 2012, Perry-Smith & Mannucci, 2017) in innovation and change processes  Temporary organizations (Sydow & Braun, 2018, Tukiainen & Granqvist, 2016), agile teams and project management (Lindsjørn et al., 2016, Serrador & Pinto, 2015)  Routines in a dynamic environment, routine dynamics and interdependencies between routines (Feldman et al., 2016, Parmigiani & Howard-Grenville, 2011)  Leadership styles for a dynamic environment, leadership in digital age (Bennis, 2013, Sainger, 2018), and ambidextrous leadership (Mueller et al., 2018, Rosing et al., 2011)  Initiatives of employees such as entrepreneurial initiatives (de Jong et al., 2015, Hisrich, 1990) and boundary spanning (Ebers & Maurer, 2014, Tushman & Scanlan, 1981)  Platforms and/or ecosystems: shifting competitive advantages from corporate to network level (Ceccagnoli et al., 2012) and acting within evolving ecosystems (Nambisan & Baron, 2013) Methodical challenges and contributions  Process-orientation in co-evolutionary research designs, addressing one or more of the following attributes: multilevel, processual and/or longitudinal (Gersch et al., 2009, Wenzel & Koch, 2018)  The metrics of transformation (levels of analysis, variables, proxies, scales, thresholds to quantify transformation and to operationalize attributes such as “incremental”, “radical”, “disruptive”, etc.)  From single and mixed to multiple methods: beyond case-based reasoning within inductive and deductive research designs on innovation and transformation (Christensen, 2006)  Ethnographic studies in organizational research (Yanow, 2012)  Measuring multi-level research (Wilkens, 2017)  Submission Please submit abstracts (max. 500 words) via email to submission@skm-conference.de by April 10th, 2019. The submitted abstracts will be reviewed in a double-blind review process organized by the members of the program committee. Acceptance decisions will be communicated by May 15th, 2019. Full paper submissions (max. 6000 words) are due by August 15th, 2019. The executive seminar is going to address different perspectives on the agile organization and coordination in an unpredictable world. To be more precise, it will deal with the question of how practitioners perceive unpredictability and uncertainty and identify best practices of how leadership can cope with these challenges.
Trends such as digitalization, Industry 4.0, the sharing-economy or e-mobility further increase uncertainty and the need to adapt to frequently changing requirements. How can organizations cope with these challenges and adapt to a changing environment? How can they coordinate in an unpredictable world? Coordinating mechanisms that foster organizational learning and connect internal with external resources enable organizations to cope with uncertainty. Such coordination mechanism are, for instance, adaptive strategies, inspiring leaders or flexible structures (e.g., projects, networks and routines). The aim of the 11th SKM symposium is to explore how organizations can use these coordination mechanisms to cope with an unpredictable world. In order to adapt, organizations have to formulate an adaptive strategy, develop inspiring leaders, promote initiative and entrepreneurial actions of their employees and build flexible structures. Organizations achieve adaptiveness at the strategic level by promoting the development of dynamic capabilities, ambidexterity, and absorptive capacity. Flexible structures such as agile teams, networks, agile projects, or dynamic routines help to implement those strategies. In this regard, in-depth discussions of various phenomena are fostered, e.g.: Adaptiveness and complexity in organizations  Adaptive strategies that underpin the flexibility of organizations and the emergence of Dynamic Capabilities, Absorptive Capacity, and Ambidexterity  Development of digital strategies, digital business models, strategies for cyber-physical products, digital readiness and coopetition in ecosystems  New forms of cooperation in and between organizations, temporary organizations like networks and project structures, and agile teams and methods  Processes through which organizational routines and capabilities emerge and evolve, interdependencies in routines  Organized creativity and the inherent uncertainty associated with creativity  Leadership initiatives that help the organization and its employees to become more flexible and adaptive  Entrepreneurial initiatives and boundary spanning of leaders and employees  Practical challenges and contributions Adaptive structures, networks and coordination in ecosystems  Agile work and project management (outside software industry)  Inspiring leadership styles, leadership in agile teams and digital workplaces  Digital strategies and digital business models  Industry specific challenges such as smart mobility, smart living, smart energy … and beyond, industry transformation and convergence in creative industries and banking and digital transformation and electrification in the automotive industry   Theoretical challenges and contributions Adaptiveness of organizations (Uhl-Bien & Arena, 2018) and complexity (Stacey, 1993, Stacey, 2001) in the digital age (Mocker et al., 2014)  Dynamic Capabilities(Helfat et al., 2007, Teece, 2012, Teece et al., 1997), Absorptive Capacity (Zahra & George, 2002) and Ambidexterity (Duncan, 1976, Garaus et al., 2016, Güttel & Konlechner, 2009, March, 1991)  Diverse “micro-foundations of change” from a resource and competence-based view (Mahringer & Renzl, 2018, Renzl et al., 2013, Teece, 2007)  Networks of organizations and managers (Paruchuri & Eisenman, 2012, Perry-Smith & Mannucci, 2017) in innovation and change processes  Temporary organizations (Sydow & Braun, 2018, Tukiainen & Granqvist, 2016), agile teams and project management (Lindsjørn et al., 2016, Serrador & Pinto, 2015)  Routines in a dynamic environment, routine dynamics and interdependencies between routines (Feldman et al., 2016, Parmigiani & Howard-Grenville, 2011)  Leadership styles for a dynamic environment, leadership in digital age (Bennis, 2013, Sainger, 2018), and ambidextrous leadership (Mueller et al., 2018, Rosing et al., 2011)  Initiatives of employees such as entrepreneurial initiatives (de Jong et al., 2015, Hisrich, 1990) and boundary spanning (Ebers & Maurer, 2014, Tushman & Scanlan, 1981)  Platforms and/or ecosystems: shifting competitive advantages from corporate to network level (Ceccagnoli et al., 2012) and acting within evolving ecosystems (Nambisan & Baron, 2013) Methodical challenges and contributions  Process-orientation in co-evolutionary research designs, addressing one or more of the following attributes: multilevel, processual and/or longitudinal (Gersch et al., 2009, Wenzel & Koch, 2018)  The metrics of transformation (levels of analysis, variables, proxies, scales, thresholds to quantify transformation and to operationalize attributes such as “incremental”, “radical”, “disruptive”, etc.)  From single and mixed to multiple methods: beyond case-based reasoning within inductive and deductive research designs on innovation and transformation (Christensen, 2006)  Ethnographic studies in organizational research (Yanow, 2012)  Measuring multi-level research (Wilkens, 2017)  Submission Please submit abstracts (max. 500 words) via email to submission@skm-conference.de by April 10th, 2019. The submitted abstracts will be reviewed in a double-blind review process organized by the members of the program committee. Acceptance decisions will be communicated by May 15th, 2019. Full paper submissions (max. 6000 words) are due by August 15th, 2019. The executive seminar is going to address different perspectives on the agile organization and coordination in an unpredictable world. To be more precise, it will deal with the question of how practitioners perceive unpredictability and uncertainty and identify best practices of how leadership can cope with these challenges.

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University of Stuttgart
Keplerstr. 17, Stuttgart, 70174, Germany

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University of Stuttgart
Keplerstr. 17, Stuttgart, 70174, Germany

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