2024 Utah Strategy Summit

August 5-8, 2024

By invitation only – Hosted by the Department of Entrepreneurship & Strategy

The 2024 Utah Strategy Summit builds on a history of strategy summits dating back to its launch in May 1977, bringing together leaders in the field, and featuring ten plenary panel sessions.

A Word From Your Hosts

Venue

The 2024 Utah Strategy Summit will take place at the Stein Eriksen Lodge at the Deer Valley Resort in Park City, Utah – a 35-minute drive from Salt Lake City International Airport.

Watch Live

Although in-person attendance is by invitation only, we encourage others worldwide to view a livestream of the conference. A link will be available on August 3.

Become a Sponsor

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Ten Panel Sessions

What does the new industrial strategy mean for strategy?

Panel Leader: Ronnie Chatterji
Date and time: TBA

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Panel Leader: Ronnie Chatterji

Mark Burgess & Lisa Benson-Burgess Distinguished Professor, Duke University

Aaron “Ronnie” Chatterji is the Mark Burgess & Lisa Benson-Burgess Distinguished Professor of Business and Public Policy at Duke University. He works at the intersection of academia, public policy, and business on the most important forces shaping our economy and society. He has published over 30 articles in top journals.

Panel Members
Rajshree Agarwal	Exequiel Hernandez	Subi Rangan

Panel Members

Rajshree Agarwal

Exequiel Hernandez

Subi Rangan

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Choose your top three papers for this panel.

Suggested reading for this panel.

Some would argue that the core strategy course has not fundamentally changed in decades. What needs to change?

Panel Leader: Juan Alcacer
Date and time: TBA

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Panel Leader: Juan Alcacer

James J. Hill Professor of Business Administration, Harvard Business School

Juan Alcacer received his Ph.D. in International Business and Strategy, an M.A. in Economics from the University of Michigan, and an MBA in Finance and Economics from IESA. His research is on the international strategies of firms in the telecommunications industry, focusing primarily on the effect of competition on the location decisions of multinationals.

Panel Members
Adam Brandenburger	Jan Rivkin	Jesper Sorensen
Ithai Stern

Panel Members

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Choose your top three papers for this panel.

Suggested reading for this panel.

What would strategic management look like if it took stakeholders seriously?

Panel Leader: Anita McGahan
Date and time: TBA

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Panel Leader: Anita McGahan

Professor, Strategic Management, George E. Connell Chair in Organizations & Society, University of Toronto

Anita McGahan is a University Professor at the Munk School of Global Affairs & Public Policy and a Professor of Strategic Management at the Rotman School of Management, where she holds the George E. Connell Chair in Organizations & Society. Her research focuses on private entrepreneurship in the public interest.

Panel Members
Sinzi Dorobantu	Claudine Gartenberg	Sergio Lazzarini

Panel Members

Sinzi Dorobantu

Claudine Gartenberg

Sergio Lazzarini

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Suggested reading for this panel.

What should strategic management’s dependent variable be?

Panel Leader: Connie Helfat
Date and time: TBA

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Panel Leader: Connie Helfat

J. Brian Quinn Professor in Technology and Strategy, Tuck School of Business

Constance Helfat’s research seeks to understand the nature of strategic change in organizations, particularly change that is a result of emerging technology, knowledge, and capabilities. She teaches the elective courses Deconstructing Apple, a research-to-practice seminar, and Strategic Principles for Internet Businesses.

Panel Members
Ron Adner	Bruce Kogut	Dan Levinthal

Panel Members

Ron Adner

Bruce Kogut

Dan Levinthal

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Suggested reading for this panel.

What does strategic management have to say about grand social problems?

Panel Leader: Michael Lenox
Date and time: TBA

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Panel Leader: Michael Lenox

Professor of Business, Senior Faculty Fellow UVA Miller Center, Senior Advisor to Dean University of Virginia

Michael Lenox is the Tayloe Murphy Professor of Business Administration, the Special Advisor for the Dean, a Senior Faculty Fellow at the UVA Miller Center, and a Professor of Public Policy (by courtesy) for the Batten School of Leadership and Public Policy. His research has appeared in over 30 academic publications.

Panel Members
Vanessa Burbano	Olga Hawn	Vit Henisz

Panel Members

Vanessa Burbano

Olga Hawn

Vit Henisz

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Suggested reading for this panel.

How will artificial intelligence reshape the practice of strategic management?

Panel Leader: Rob Seamans
Date and time: TBA

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Panel Leader: Rob Seamans

Professor, Management and Organizations, Director, Center for the Future of Management, Leonard N. Stern School of Business

Robert Seamans is Director of the NYU Stern Center for the Future of Management, and a nonresident Senior Fellow at Brookings. His research is on how firms use technology in their strategic interactions with each other, and on the economic consequences of AI, robotics, and other advanced technologies. He teaches game theory/strategy.

Panel Members
Felipe Csaszar	Nan Jia	Raj Choudhury

Panel Members

Felipe Csaszar

Nan Jia

Raj Choudhury

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Suggested reading for this panel.

The firm, the transaction, the business model, resources, the network, the ecosystem, the platform—is the proliferation of units of analysis healthy or unhealthy for the field?

Panel Leader: Myles Shaver
Date and time: TBA

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Panel Leader: Myles Shaver

Professor, Curtis L. Carlson Chair in Corporate Strategy, Carlson School of Management

Myles Shaver is Professor of Strategic Management and Entrepreneurship at the University of Minnesota’s Carlson School of Management, where he holds the Curtis L. Carlson Chair in Corporate Strategy. His research about corporate expansion is published in leading scholarly journals and he is invited to present at conferences and universities around the world.

Panel Members
Mary Benner	Rahul Kapoor	Sampsa Samilla

Panel Members

Mary Benner

Rahul Kapoor

Sampsa Samilla

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Suggested reading for this panel.

How do we link theory and practice in strategy?

Panel Leader: Martin Reeves
Date and time: TBA

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Panel Leader: Martin Reeves

Managing Director & Senior Partner, Chairman, BCG Henderson Institute

Martin Reeves is the Chairman of the BCG Henderson Institute and one of BCG’s most prolific strategic minds. He regularly contributes to HBR, MIT SMR, Fortune, and other business strategy and management journals. He is a book author, host of the BCG Henderson Institute’s Thinkers & Ideas podcast, and repeat TED@BCG presenter.

Panel Members
JT Clark	Richard Whittington	Zia Yusuf

Panel Members

JT Clark

Richard Whittington

Zia Yusuf

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Suggested reading for this panel.

How far can we push toward causal identification in a field focused on novelty, uniqueness and complementarity?

Panel Leader: Victor Bennett
Date and time: TBA

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Panel Leader: Victor Bennett

Professor, Entrepreneurship & Strategy, David Eccles School of Business

Victor Bennett’s research, published in Management Science, Strategic Management Journal, and Strategy Science, focuses on persistent performance and entrepreneurship. He is Senior Editor at Strategy Science and served as Senior Economist for Competition at Technology Policy at the White House Council of Economic Advisers and as a venture capitalist at Initialized Capital.

Panel Members
Brent Goldfarb	Hong Luo	Tim Simcoe

Panel Members

Brent Goldfarb

Hong Luo

Tim Simcoe

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Suggested reading for this panel.

How is strategic management useful in a world of Knightian uncertainty?

Panel Leaderr: Nicolai Foss
Date and time: TBA

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Panel Leader: Nicolai Foss

Professor of Strategy, Copenhagen Business School

Nicolai J. Foss is a Professor of Strategy at the Department of Strategy and Innovation, CBS, Honorary Adjunct Professor, Department of Marketing & Management, Southern Denmark University, and External Chair, Danish Institute for Advanced Studies, 2020-2025. He is a Knight of the Order of the Dannebrog.

Panel Members
Alfonso Gambardella	Michael Leiblein	Violina Rindova

Panel Members

Alfonso Gambardella

Michael Leiblein

Violina Rindova

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Choose your top three papers for this panel.

Suggested reading for this panel.

At Large Delegates

At Large Delegates in the gray box below are from the University of Utah.

Panel Leaders

Juan Alcacer
James J. Hill Professor of Business Administration,
Harvard Business School
[Learn more]

Victor Bennett
Professor, Entrepreneurship & Strategy, David Eccles School of Business
[Learn more]

Ronnie Chatterji
Mark Burgess & Lisa Benson-Burgess Distinguished Professor, Duke University
[Learn more]

Nicolai Foss
Professor of Strategy,
Copenhagen Business School
[Learn more]

Constance Helfat
J. Brian Quinn Professor in Technology and Strategy,
Tuck School of Business
[Learn more]

Michael Lenox
Professor of Business, Senior Faculty Fellow UVA Miller Center, Senior Advisor to Dean,
University of Virginia
[Learn more]

Anita McGahan
Professor, Strategic Management, George E. Connell Chair in Organizations & Society, University of Toronto
[Learn more]

Martin Reeves
Managing Director & Senior Partner, Chairman,
BCG Henderson Institute
[Learn more]

Rob Seamans
Professor, Management and Organizations, Director, Center for the Future of Management,
Leonard N. Stern School of Business
[Learn more]

Myles Shaver
Professor, Curtis L. Carlson Chair in Corporate Strategy,
Carlson School of Management
[Learn more]

Utah Strategy Summit

2024 Utah Strategy Summit

August 5-8, 2024

Venue

Watch Live

Sponsors

Become a Sponsor

Ten Panel Sessions

What does the new industrial strategy mean for strategy?

Some would argue that the core strategy course has not fundamentally changed in decades. What needs to change?

What would strategic management look like if it took stakeholders seriously?

What should strategic management’s dependent variable be?

What does strategic management have to say about grand social problems?

How will artificial intelligence reshape the practice of strategic management?

The firm, the transaction, the business model, resources, the network, the ecosystem, the platform—is the proliferation of units of analysis healthy or unhealthy for the field?

How do we link theory and practice in strategy?

How far can we push toward causal identification in a field focused on novelty, uniqueness and complementarity?

How is strategic management useful in a world of Knightian uncertainty?

At Large Delegates

Panel Leaders