(the below program schedule is tentative and subject to change)

Thursday, May 28, 2015

12:30 — 17:00
Pre-Conference Doctoral & Junior Faculty Workshop
15:00 — 17:00
Pre-Conference Panel Session - Meet the Editors (Open to All Conference Attendees)


Tomi Laamanen, University of St. Gallen

photo of Tomi Laamanen

Tomi Laamanen is Chaired Professor of Strategic Management, Director of the Institute of Management, Director of the PhD Program of Management, and Academic Director of the Strategy and International Management Master (SIM) Program of the University of St.Gallen. He holds two D.Sc. degrees; one in Strategy and one in Finance, and his research focuses on strategic management with a special emphasis on mergers and acquisitions, management cognition, strategy process, and capability dynamics. Tomi Laamanen is former Associate Editor of Strategic Management Journal, Editor-in-Chief of Long Range Planning, and member of the Editorial Boards of Academy of Management Journal, Academy of Management Discovery, Journal of Management, and Strategic Management Journal. Tomi has co-chaired two SMS Special Conferences (in Lapland and in St.Gallen), the Strategy Process IG of the SMS, and the Strategizing Activities and Practices (SAP) IG at the Academy of Management. At the moment, Tomi Laamanen is the Chair of the Strategic Management Special Interest Group of EURAM. In addition, Tomi Laamanen has actively worked with a number of firms as Chairman, Member of the Board, or strategy advisor.

Chet Miller, University of Houston

photo of Chet Miller

Since working as a shift manager and subsequently completing his graduate studies, Chet Miller has taught full-time at Baylor University, Wake Forest University, and the University of Houston. He is an active member of the Strategic Management Society, where he has been designated as an official “friend” for his longstanding membership and contributions. Awards and honors include: Outstanding Young Researcher Award (Baylor University); Best Paper Award (Academy of Management Review); and teaching awards from Wake Forest University, the University of Houston, and Duke University (he has been a guest instructor at Duke). Chet Miller’s published research focuses on the functioning and effects of executive teams, the design of decision processes within firms, and the design of management systems. His work has appeared in Strategic Management Journal, Organization Science, Academy of Management Journal, Academy of Management Review, Academy of Management Executive, Journal of Organizational Behavior, and Journal of Behavioral Decision Making.

James Robins, WU-Vienna

photo of James Robins

James Robins is University Professor of Business Policy at Vienna University of Economics and Business. He serves as Editor-in-Chief of Long Range Planning and is a former Associate Editor of Global Strategy Journal. Jim Robins’s academic career has spanned three continents. He has been on the faculty of Stanford University and the University of California in the United States, HKUST and City University in Hong Kong, served as Associate Dean for Faculty at Singapore Management University, and he now is at the WU Wien. His research deals with a number of issues in strategic management including corporate strategy, strategy theory, international ventures, knowledge transfer, and emerging economy firms. His work has been published in journals including the Strategic Management Journal, Organization Science, Administrative Science Quarterly, and Organization Studies.

Stephen B Tallman, University of Richmond

photo of Stephen B Tallman

Stephen B. Tallman is the E. Claiborne Robins Distinguished Professor of Business at the University of Richmond. He earned his Ph.D. in strategy and international business from UCLA in 1988. He served as chair of the International Management Division of the AoM (1998-99) and of the Global Strategy Interest Group of the SMS (2001-2005). He was elected to the Fellows of the AIB in 2008. He has served on the editorial review boards of several journals, including SMJ, and became an Associate Editor of SMJ in 2007. He is currently co-editor of Global Strategy Journal. He has authored or edited three books relating to international strategy, and has published numerous book chapters and journal articles in a variety of outlets including AMR, AMJ, SMJ, JMS, CMR, MIR, JIM, and JIBS. His research interests include global outsourcing, international diversification, industry clusters, knowledge transfer in multinational firms, and international alliances and joint ventures. He has been on the faculty of the University of Hawaii and the University of Utah, and the Cranfield School of Management, and has taught at Warwick University Business School, Judge Institute of Management at Cambridge University, Thunderbird AGSIM, INSEAD, and SDA Bocconi, among others.

Editors of established and uprising journals such as Strategic Management Journal, Global Strategy Journal, Long Range Planning and Academy of Management Discoveries will take part. The panel will discuss the specific scope and objectives of each of the journals, expectations for potentially publishable papers, and integrate some advice to junior researchers on the process of writing for publication in scholarly journals. The editors also will discuss and reflect upon the past, current and future relevance of the special conference's main theme. (see full session details)

18:00 — 21:00
Welcome Reception at Lokremise St. Gallen

Friday, May 29, 2015

09:30 — 10:00
Morning Coffee Break
10:00 — 11:15
Plenary Session: Parenting Advantage: How to Make it Happen?

Session Chair

Ulrich Pidun, Boston Consulting Group

photo of Ulrich Pidun

Ulrich Pidun is a director at The Boston Consulting Group (BCG) in Frankfurt, Germany, and global topic leader for corporate strategy. He advises large international companies on their corporate-level strategy, governance and organization. In addition to his work at BCG, Ulrich Pidun serves as honorary professor for corporate strategy at Technical University of Berlin, Germany. His research interest is in corporate-level strategy, portfolio management, corporate organization and risk management. He studied chemistry and mathematics in Marburg and London and holds a PhD in theoretical chemistry from Marburg University, Germany, and a master of business administration from INSEAD, Fontainebleau, France.


Andrew Campbell, Ashridge Business School

photo of Andrew Campbell

Andrew Campbell has been Director of Ashridge Strategic Management Centre, part of Ashridge Business School, since 1987. Previously, he was on the faculty of London Business School and a consultant at McKinsey & Co. He is an expert on business strategy with a particular bias towards corporate-level strategy and organization design. He has authored more than 10 books, including the classic texts “Corporate Level Strategy” and “Strategy for the Corporate Level”. He has had 10 articles in the Harvard Business Review, including the popular “What is wrong with strategy?” and “Do you have a well designed organization?”

Joerg Krell, JKrell Management Beratung

photo of Joerg Krell

Joerg Krell works as a management consultant with focus on large re-structuring projects, corporate organizations and leadership systems, primarily in the chemicals/plastics, pharmaceuticals and crop science industries. Prior to consulting he worked for 35 years in various top management functions in Engineering, Operations and Strategic Marketing in the Bayer Group in Germany and in the U.S. His recent assignment was Head of the Corporate Office, with responsibilities for strategic, corporate re-structuring and sustainability projects and for global advocacy activities. In this function Joerg Krell was instrumental in developing the role of the Corporate Center in the multi-Subgroup organization which Bayer had established in 2002. Joerg Krell studied mechanical / process engineering and operations research at the Technical University Darmstadt. Joerg Krell is also active in municipal politics and in the global Enactus network of universities, students and businesses.

Torsten Kunz-Aue, GEA Group

photo of Torsten Kunz-Aue

Torsten Kunz-Aue joined GEA Group, one of the largest suppliers for the food processing industry, in 2001 to support the legal department. Since then he developed a profound understanding of all kind of M&A and restructuring processes during his involvement in the numerous divestitures and acquisitions of GEA Group, i.e. amongst others Dynamit Nobel, DNK, Lurgi, CFS and GEA Heat Exchangers. In October 2010 Torsten Kunz-Aue became Head of Mergers & Acquisitions within the newly created Corporate Development Department. Since 2011 he heads GEA’s Corporate Development Department comprising the sections “Corporate Strategy”, “M & A” and “Consulting”. Currently, within the scope of GEA’s “Fit for 2020” initiative, Torsten Kunz-Aue steers the introduction of a new group structure. As part of the strategic realignment of the company, this initiative provides an optimized organizational setup with reduced structural complexity which will allow for significant cost reduction and foster further growth. Torsten Kunz-Aue holds a degree in law and an MBA from Mannheim Business School / ESSEC.

Who doesn't want to be a good parent? While the parenting advantage concept is very intuitive and appealing, many companies struggle with its application to corporate practice. How can the concept be operationalized? What does it take to deliver on the promise of parenting advantage? In this panel, we will introduce recent theoretical and empirical advances of the parenting framework, explain how to defend against subtracted value, and discuss case examples of successful application of the parenting concept to increase the effectiveness of headquarters and to guide large-scale corporate transformation. (see full session details)

11:30 — 12:30
Keynote: Corporate Parenting at Siemens


Horst Kayser, Siemens

photo of Horst Kayser

Horst Kayser is Chief Strategy Officer at Siemens since November 2013. In his capacity as head of the Corporate Strategies Department, he is responsible for the development of strategy at Siemens. Horst Kayser began his career in 1989, at McKinsey & Company in Germany, Canada and the U.S.. In 1995, he moved to Siemens, where he held management positions in various areas and countries, e.g. as President and CEO of Siemens Ltd. Seoul, South Korea. In 2008 Horst Kayser became CEO of KUKA AG, in 2010 CEO of 3W Power S.A./AEG Power Solutions. He is a member of the supervisory board of Kendrion N.V., NL since 2009. He holds a degree as Diplom-Wirtschaftsingenieur (Electrical engineering / Business administration) from the Technical University of Darmstadt, Germany and a Master of Public Administration at the John F. Kennedy School of Government, Harvard University. He received his doctorate in business administration at the University of Mannheim.

Horst Kayser will reflect in the first part of his speech on the changing corporate parenting role in different CEO eras. Corporate parenting is here seen as a source of competitive advantage of a global conglomerate in the competition on the corporate level. In a second part the role of the chief strategy officer regarding corporate parenting will be discussed. And finally he will look at the implementation of a growth strategy in electrification, automation, and digitalization. (see full session details)

12:30 — 13:30
15:00 — 15:30
Afternoon Coffee Break
15:30 — 16:45
Plenary Session: The Changing Role of Corporate Headquarter

Session Chair

Fabian Huhle, Roland Berger Strategy Consultants

photo of Fabian Huhle

Fabian Huhle is Partner in Roland Berger's Restructuring & Corporate Finance Competence Center and member of the global practice group Organization & HR. His functional expertise is within the area of organizational transformation, corporate performance programs, shared services and outsourcing. His specialties include corporate headquarters design and transforming corporate functions in response to global business needs and a fast-changing business environment. Since 2002, he is co-author of the bi-annual Roland Berger study on the role and size of corporate headquarters (7th edition published in 2014). He advises clients in the logistics, chemicals and pharmaceutical industries as well as automotive suppliers. Fabian Huhle holds a Diplom Kaufmann degree (MBA equivalent) from the European Business School in Oestrich-Winkel (Germany) with studies abroad in the USA (Thunderbird School of Global Management, Arizona) and Argentina (Universidad Argentina de la Empresa, Buenos Aires).


Gery Bruederlin, University of Applied Sciences Northwestern Switzerland

photo of Gery Bruederlin

Gery Bruederlin is Professor for HRM at the Institute for Human Resource Management and Organization, School of Business, University of Applied Sciences Northwestern Switzerland and Dean for the Program “Master of Advanced Studies in Human Resource Management. As a former Member of the Executive Committee (Global Head of HR) of UBS Asset Management and UBS Wealth Management and as Global Head of Human Resources of UBS Group, Gery Bruederlin combines experience from Academia with insights into corporate reality from the perspective of an operative unit and a leading role in a corporate center. He has an Philosophical Doctorate and an Executive MBA from University of Rochester NY / Berne University.

David Collis, Harvard University

photo of David Collis

David Collis has been a professor at the Harvard Business School for the past twenty-five years and is the Thomas Henry Carroll Ford Foundation Adjunct Professor of Business Administration. He is co-author of multiple books and his articles have been published in the Harvard Business Review, Academy of Management Journal, and the Strategic Management Journal. David Collis graduated with a Double First from Cambridge University, as a Baker Scholar from Harvard Business School, and received a Ph.D. in Business Economics at Harvard University as a Dean's Doctoral Fellow. He has previously worked for the Boston Consulting Group. He is currently a consultant to several major U.S. corporations and on the Boards of the Hult International Business School, True Office, and Vivaldi Partners. He is the co-founder of the elearning company E-Edge and the advisory firm Ludlow Partners.

Bruno Weissen, Roche Basel

photo of Bruno Weissen

Bruno Weissen became Head of Human Resources Basel at F. Hoffmann-La Roche Ltd in 2005. Before joining Roche he was Global Head of Human Resources for a division of an engineering and manufacturing company for many years. In addition, he has headed various complex global change projects in line management and HR functions. After completing his degree in chemistry at the FHBB Muttenz (Fachhochschule beider Basel) he worked in various countries, including as Country Head/Sales in Ghana/Nigeria for five years.

From headquarters to ahead-quarters – How corporate functions can add more value. Corporate Headquarters have traditionally shaped the identity of their company by promoting a common culture based on shared values. They communicate its raison d'être to the outside world and make the company what it is to the people that work there. At the same time, CHQ define and apply corporate governance principles, ensure the provision of sufficient financing, manage portfolios and synergies and fulfil the company's reporting duties. But performing these fundamental capabilities well is no longer enough to justify their existence: Corporate headquarters are increasingly called upon to add value to the company as a whole and to establish themselves as a business partner to the operating entities. In this panel, we want to elaborate, what makes the difference between good corporate headquarters and very good ones. What capabilities are needed and how do headquarters implement these capabilities? (see full session details)

17:00 — 18:00
Plenary Session: Family Holding Companies and Family Offices: Governance and Strategic Challenges

Session Chair

Thomas Zellweger, University of St. Gallen

photo of Thomas Zellweger

Thomas Zellweger holds the family business chair at the University of St. Gallen, Switzerland, where he also directs the school's Center for Family Business. Thomas Zellweger is founding associate editor of Journal of Family Business Strategy and serves on the editorial boards of Entrepreneurship Theory & Practice, Strategic Entrepreneurship Journal and Family Business Review. His research has been published in leading academic journals such as Strategic Management Journal, Organization Science, Journal of Management Studies and Journal of Business Venturing, amongst others. His research has received several international awards, such as from the Family Firm Institute or from the Academy of Management. Thomas Zellweger is a member of three supervisory boards of family firms and advises entrepreneurial families on governance and strategic questions.


Robert Hoskisson, Rice University

photo of Robert Hoskisson

Robert E. Hoskisson is the George R. Brown Chair of Strategic Management at the Jones School of Business at Rice University. He received his Ph.D. from the University of California–Irvine. His research topics focus on corporate strategy and governance and he teaches courses in corporate and international strategic management, among others. He has co-authored over 20 books including Strategic Management: Globalization and Competitiveness (11th Edition), Competing for Advantage (2nd Edition) and Understanding Business Strategy (3rd Edition). He was recently ranked among the top scholars in business and economics by the Times Higher Education for the number of papers with over 50 citations. He has served on the Board of Directors and is currently the Past President and a Fellow of the Strategic Management Society.

Karl-Heinz Kramer, Logwin

photo of Karl-Heinz Kramer

Karl-Heinz Kramer worked many years for DELTON AG and was responsible for various finance and m&a positions. DELTON is a strategic management holding company with its head office near Frankfurt am Main and belongs to the Quandt family. Karl-Heinz Kramer studied economics and law at the University of St. Gallen.

Heike Moses, Avenia AG

photo of Heike Moses

Heike Moses is currently active as a strategic advisor and coach for the leadership team within one of the largest family businesses in Europe, and is also a teaching fellow at universities/ business schools such as the University of St. Gallen. She has eight years of leadership experience as a strategy consultant with Bain & Company, a global top-tier consultancy. Heike Moses has extensive international coaching experience, with a focus on personality analyses and development. She completed her university studies and PhD in Business Administration in Germany and the UK.

Family firms, some of them among the largest businesses in the world, are often held through holding companies or some other intermediate entities such as family offices. These entities often operate in the shadow of the firms they control but allocate significant wealth and provide strategic guidance for the controlled firms. The resource allocation process in these entities is challenging as it involves, for instance, decision making between financial and socioemotional goals, or dividend requirements of the growing family and (re)investment opportunities in corporate and non-corporate assets. Also, such entities as ultimate controlling bodies of many firms around the globe face peculiar governance challenges from the tension between relinquishing versus keeping control in the hands of the family and from aligning heterogeneous family owner interests. (see full session details)

Buses depart from Executive Center
18:30 — 22:00
Off-site Evening Event: Guided City Tour and Dinner at Hotel Einstein

Saturday, May 30, 2015

09:30 — 10:00
Morning Coffee Break
10:00 — 11:15
Showcase Panels
11:30 — 12:45
Parallel Paper/Common Ground/Panel Sessions
12:45 — 13:45
14:00 — 15:15
Parallel Paper/Common Ground/Panel Sessions
15:15 — 15:45
Afternoon Coffee Break
15:45 — 17:00
Plenary Session: Insights and Observations from the Conference

Session Chair

Yves Doz, INSEAD

photo of Yves Doz

Yves Doz is the Solvay Chaired Professor at INSEAD and a Professor of Strategic Management. He has researched and published widely on the strategy and organisation of multinational companies. His books include The Multinational Mission, with C.K. Prahalad, From Global to Metanational, with Jose Santos and Peter Williamson, Fast Strategy, with Mikko Kosonen, and most recently Managing Global Innovation, with Keeley Wilson. He is a Fellow of the Academy of Management, of the Academy of International Business and of the Strategic Management Society.

This concluding panel session will take stock of the learnings drawn from the conference. Selected participants will be asked to open the session by each contributing a short (five minutes) input on : What struck them in the conference, surprising intriguing points, their own learning from the conference and research agenda items, for future work, they would like to put forward for consideration. The objective is to help participants take stock of the learning points from the conference and converge on a research agenda on corporate roles. The session will then move to an open dialogue among participants. (see full session details)

Buses depart from Hotel Einstein
20:00 — 23:00
Off-site Evening Event: Bus Tour and Dinner at Hotel Säntis in Appenzell

Strategic Management Society

St. Gallen