Strategic Management Journal Research Articles

Are family‐friendly workplace practices a valuable firm resource?

AbstractWe study the determinants and consequences of family‐friendly workplace practices (FFWP) using a sample of over 450 manufacturing firms in Germany, France, U.K., and U.S. We find a positive correlation between firm productivity and FFWP. This association disappears, however, once we control for a measure of the quality of management practices. We further find that firms with a higher proportion of female managers and more skilled workers, as well as well‐managed firms, tend to implement more FFWP. Conversely, a firm's environment does not have a significant impact on the FFWP it provides. © 2010 The Authors. Strategic Management Journal published by John Wiley & Sons, Ltd.This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

Overview of Methodological Trends of the Last Decade in Strategic Management Research

The main purpose of this article is to present existing and new research strategies and methods in the last decade of strategic management literature. We first examined 137 research articles in Strategic Management Journal (SMJ) from 2009 to 2011 in terms of four key criteria that lie on the methodology dimensions such as research topics, data collection and analysis methods and contributions to literature. Then to determine methodological trends, we compared findings of our content analysis and of review article - Ketchen et. al. (2008) - which includes content analysis, results from 2000 to 2002. We choose SMJ for examination; because it is an excellent source for documenting basic methodological trends in Strategic Management field. Our research question is that: “What are the new developments in the methodology of strategic management area in consideration of these four key criteria in the last decade?” The contribution of this study is adding a holistic overview of methodological trends in strategic management to small research stream that critiques only one side of the strategic management research. As a result, performance-related, organization theory and behavior, competitive advantage and value/knowledge creation have become more frequently discussed topics through longitudinal data obtained from archival sources. Therefore, event history analysis has gained importance near regression methods and statistical analysis.

Mixed Methods Research in Strategic Management

Mixed methods research is becoming an increasingly popular approach in several areas, and it has long been called for as an approach for providing a better understanding of research problems. However, there have been no assessments as to whether such research, which may be timely and expensive, has more impact on the field. The main purpose of this article is to determine whether the use of a mixed methods approach is a predictor of article impact. The analysis is based on articles published in the Strategic Management Journal from 1980 to 2006. The findings show that mixed methods articles tend to receive more citations than monomethod articles do. The average citations received per year and the cumulating sum of citations are both higher for articles reporting studies using mixed methods than for monomethod research designs. Furthermore, a content analysis of the mixed methods articles identified shows that there are different types of studies based on several characteristics (purpose, priority, implementation, and design). All types of mixed methods articles tend to have a higher number of citations than the group of monomethod studies.

EXECUTIVE SUMMARY: THE FASTEST WAY FROM KNOWING TO NETWORKING

Louise Mors, ‘Innovation in a global consulting firm: When the problem is too much diversity’, Strategic Management Journal 31, no. 8, August 2010.

EXECUTIVE SUMMARY: THE COMPENSATION/PERFORMANCE EQUATION

Gary Dushnitsky and Zur Shapira, ‘Entrepreneurial finance meets organisational reality: Comparing investment practices and performance of corporate and independent venture capitalists’, Strategic Management Journal 31, no. 9, 2010.

Evolución de la comunidad científica de la Dirección Estratégica a partir de la Strategic Management Journal 1980-2009

The paper presents the dynamics of the creation, development and dissemination of the strategic management scientific community network during knowledge’s creation and communication through the Strategic Management Journal from 1980 to 2009. The paper exposes the evolution of the participant countries’ position within the network structure. The different stages the network goes through, the vertices’ transformation into nodes, and hubs are also presented, and finally, the influence of the country in the core of the network in the development of the countries in the semi-periphery and periphery of the network through the cooperation for publication of articles in SMJ.

Dynamics of the scientific community network within the strategic management field through the Strategic Management Journal 1980–2009: the role of cooperation

The paper presents the dynamics of the strategic management scientific community network during knowledge creation and dissemination through the Strategic Management Journal from 1980 to 2009. The paper describes the evolution of the participant countries’ position within the network structure. We present the different stages that the network goes through, the vertices’ transformation into nodes and hubs, and the statistical significance level of cooperation between the country in the core position and the countries in the semi-periphery and periphery positions during their evolution and growth.

Oliver Williamson and His Impact on the Field of Strategic Management

In honor of Oliver Williamson's receipt of the 2009 Nobel Memorial Prize in Economic Sciences, this paper provides a set of perspectives on Williamson's impact on the field of strategic management. In addition to a few personal vignettes, the paper compiles citation statistics from the Strategic Management Journal over its entire history to report on the most frequently cited authors, most frequently cited papers, and dynamics of annual citations with respect to the most frequently cited authors. The paper also considers the breadth of topics to which Williamson's research contributes. The evidence suggests that Williamson's impact on strategic management research is not only profound but also continues to grow. Shifting to a prospective assessment, the paper explores the extent to which Williamson's research may impact future research in strategic management. To conclude the assessment, the paper turns to Williamson's PhD students who self-identify as strategic management scholars to understand his direct impact on a more personal dimension.

Meta-Analytic Choices and Judgment Calls: Implications for Theory Building and Testing, Obtained Effect Sizes, and Scholarly Impact

The authors content analyzed 196 meta-analyses including 5,581 effect-size estimates published in Academy of Management Journal, Journal of Applied Psychology, Journal of Management, Personnel Psychology, and Strategic Management Journal from January 1982 through August 2009 to assess the presumed effects of each of 21 methodological choices and judgment calls on substantive conclusions. Results indicate that, overall, the various meta-analytic methodological choices available and judgment calls involved in the conduct of a meta-analysis have little impact on the resulting magnitude of the meta-analytically derived effect sizes. Thus, the present study, based on actual meta-analyses, casts doubt on previous warnings, primarily based on selective case studies, that judgment calls have an important impact on substantive conclusions. The authors also tested the fit of a multivariate model that includes relationships among theory-building and theory-testing goals, obtained effect sizes, year of publication of the meta-analysis, and scholarly impact (i.e., citations per year). Results indicate that the more a meta-analysis attempts to test an existing theory, the larger the number of citations, whereas the more a meta-analysis attempts to build new theory, the lower the number of citations. Also, in support of scientific particularism, as opposed to scientific universalism, the magnitude of the derived effects is not related to the extent to which a meta-analysis is cited. Taken together, the results provide a comprehensive data-based understanding of how meta-analytic reviews are conducted and the implications of these practices for theory building and testing, obtained effect sizes, and scholarly impact.

Editor's Comments: Construct Clarity in Theories of Management and Organization

Editor's Comments: Construct Clarity in Theories of Management and Organization

Path Dependence and Path Creation: Alternative Theoretical and Methodological Perspectives on Strategy, Innovation and Entrepreneurship

Path Dependence and Path Creation: Alternative Theoretical and Methodological Perspectives on Strategy, Innovation and Entrepreneurship

Labor Market Monopsony

There has been a renewed interest in monopsony in labor markets in recent years that includes both the traditional static approach to monopsony, ably reviewed by Boal and Ransom (1997), and the “new” approach to monopsony with more attention paid to dynamic issues, developed in detail by Manning (2003). The articles presented in this supplement highlight both approaches and illustrate the range of labor market settings in which the exercise of monopsony power may be important. The first use of the term “monopsony” in economics is widely attributed to Robinson (1969). Robinson conceived of monopsony as analogous to monopoly. Whereas monopoly refers to the case of a single seller confronted in a market by many buyers, monopsony refers to the case of a single buyer confronted in a market by many sellers. Just as the monopolist faces a downward-sloping demand curve for his product and

Big Samples and Small Effects: Let's Not Trade Relevance and Rigor for Power

Academy of Management JournalVol. 53, No. 1 From the EditorsBig Samples and Small Effects: Let's Not Trade Relevance and Rigor for PowerJames G. CombsJames G. CombsFlorida State UniversityPublished Online:30 Nov 2017https://doi.org/10.5465/amj.2010.48036305AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleREFERENCES Boyd B. K. , Gove S. , Hitt M. A. 2005. Construct measurement in strategic management research: Illusion or reality? Strategic Management Journal, 26: 239–258. Google Scholar Bromiley P. , Johnson S. 2005. Mechanisms and empirical research. In Ketchen D. J.Bergh D. D. (Eds.), Research methodology in strategy and management: 15–30. Oxford, U.K.: Elsevier. Google Scholar Cohen J. 1988. Statistical power analysis for the behavioral sciences (2nd ed.). Hillsdale, NJ: Erlbaum. Google Scholar Eden D. 2002. Replication, meta-analysis, scientific progress, and AMJ's publication policy. Academy of Management Journal, 45: 834–846. Google Scholar Gomez-Mejia L. R. , Balkin D. B. 1992. Determinants of faculty pay: An agency theory perspective. Academy of Management Journal, 33: 921–955. Google Scholar Hambrick D. C. 1994. Presidential address: What if the Academy actually mattered? Academy of Management Review, 19: 11–16.Abstract , Google Scholar Hunter J. E. , Schmidt F. L. 2004. Methods of meta-analysis (2nd ed.). Thousand Oaks, CA: Sage. Google Scholar Huselid M. A. 1995. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38: 635–672.Link , Google Scholar Ketchen D. J. , Boyd B. K. , Bergh D. D. 2008. Research methodology in strategic management: Past accomplishments and future challenges. Organizational Research Methods, 11: 643–358. Google Scholar Miller D. J. , Fern M. J. , Cardinal L. B. 2007. The use of knowledge for technological innovation within diversified firms. Academy of Management Journal, 50: 308–326. Google Scholar Schmidt F. L. , Hunter J. E. , Urry V. E. 1976. Statistical power in criterion-related validation studies. Journal of Applied Psychology, 61: 473–485. Google ScholarFiguresReferencesRelatedDetailsCited ByAssessing the Impact of the UK’s Research Excellence Framework on the Relationship between University Scholarly Output and Education and Regional Economic GrowthDavid B. Audretsch, Maksim Belitski, Maribel Guerrero and Donald S. Siegel21 September 2022 | Academy of Management Learning & Education, Vol. 21, No. 3Manifestations of Higher-Order Routines: The Underlying Mechanisms of Deliberate Learning in the Context of Postacquisition IntegrationKoen H. Heimeriks, Mario Schijven and Stephen Gates8 September 2012 | Academy of Management Journal, Vol. 55, No. 3The Elusiveness of Applied Management Knowledge: A Critical Challenge for Management EducatorsTimothy T. Baldwin, Jason R. Pierce, Richard C. Joines and Shameem Farouk10 February 2012 | Academy of Management Learning & Education, Vol. 10, No. 4 Vol. 53, No. 1 Permissions Metrics Downloaded 42 times in the past 12 months History Published online 30 November 2017 Published in print 1 February 2010 Information© Academy of Management JournalKeywordsSAMPLING (Statistics)EFFECT sizes (Statistics)RESEARCH -- MethodologyCORRELATION (Statistics)QUANTITATIVE researchMANAGEMENT researchI offer my thanks to Ryan Bowen and Sean Normand for their help collecting data. I also benefited greatly from the insights of Peter Bamberger, Russell Crook, Duane Ireland, Micki Kacmar, Dave Ketchen, Elizabeth Morrison, and Jeremy Short.PDF download

Erratum: correction to “Family Ownership and Acquisition Behavior in Publicly‐Traded Companies” (D. Miller, I. Le Breton‐Miller and R. H. Lester)

AbstractThe original article to which this Erratum refers was published in Strategic Management Journal Vol. 31, No. 2 (February 2010)Originally published in Strategic Management Journal, Volume 31, Number 2 (February 2010). Copyright © 2010 John Wiley & Sons, Ltd.

BIG BUSINESS AND INDUSTRY ASSOCIATION LOBBYING IN CHINA: THE PARADOX OF CONTRASTING STYLES

In spite of China's continued authoritarian political system, there is growing recognition that business lobbying is an integral part of the country's policy process at both the local and national levels. As thousands of economic regulations and laws have become key determinants of the fate of industry, all types of companies - state-owned and private, Chinese and foreign - have become active in every stage of the policy process, from setting the agenda to identifying policy options and shaping regulatory implementation. Whereas interacting with officialdom used to be the responsibility of an enterprise's senior leader, it is increasingly common for companies to have a defined position or team in charge of government affairs. ' The number of trade associations representing domestic and foreign companies has grown rapidly, with the greatest expansion recently seen in the proliferation of branches of municipal chambers of commerce outside their home localities (yidi shanghui (ProQuest: ... denotes non-USASCII text omitted.)). 2 Chinese Mainland scholars and journalists previously only used the term "lobbying" (youshui (ProQuest: ... denotes non-USASCII text omitted.)) to refer to the behavior of companies in capitalist countries or multinational companies (MNC) in China, but it is now associated with domestic companies' behavior at home.3 The discussion of "interest groups" (liyi jituan (ProQuest: ... denotes non-USASCII text omitted.)) is even more common.4 Not only has engagement of officialdom risen but, equally importantly, there is growing sentiment that lobbying pays off. Policies for different sectors and the broader economy have been shaped by corporate influence.5 In some sectors, such as energy, it appears that the basic trajectory has been determined less by a coherent government plan than by companies who have manipulated the government to adopt policies consistent with their interests.6 Lobbying affects both domestic and foreign economic policies, and companies lobby successfully for greater protection from imports and for increased liberalization.7 Nevertheless, although we know that industry is active and shapes policy, there is much less information about how industry engages policymakers. Companies lobby, both directly and through associations, but we have only a rudimentary knowledge of the actual strategies and tactics which they employ and of their rate of success. Some observers have emphasized the importance of personal connections (guanxi (ProQuest: ... denotes non-USASCII text omitted.)); but guanxi can be manifested in multiple ways.8 Recent private-sector analyses report that guanxfs currency is less valuable than in the past.9 Yet if so, what other tools are being utilized? Do different kinds of companies or associations engage government differently, and with different results? This article takes a step forward in developing a more comprehensive and systematic way to analyze business lobbying in China to increase our understanding of the tactics and strategies which companies and associations employ as they seek to influence national Chinese public policy. In so doing, we adapt the theoretical framework and methods used to study corporate political activity in advanced economies to the Chinese context. In particular, we report the results of recently conducted surveys of very large companies and national industry associations in China about their lobbying strategies vis-a-vis national government economic policies. The findings indicate surprising commonalities in lobbying behavior across a wide variety of companies, yet identify equally unexpected differences between companies and business associations. In the next section, we review the extant research on government-business relations in China to identify progress to date and the reason for continuing gaps in our knowledge. We then outline our research strategy, with a description of the overarching framework, the design of the surveys and the composition of the sampled companies and associations. …

A review of empirical research on dynamic competitive strategy

Beginning with Chandler's 1962 seminal work, researchers have emphasized that competitive strategy is not a static phenomenon, but rather a sequence of interconnected actions and reactions unfolding over time. This paper reviews the empirical research on dynamic competitive strategy published between 1986 and 2005 in nine leading strategic management journals. An integrated framework is used to showcase the research in terms of antecedents, strategic actions and outcomes. The literature review demonstrates that significant progress has been made in the field of dynamic competitive strategy, and yet that there are still many promising lines of inquiry for future theoretical and empirical research, particularly in the areas of strategic action timing and path dependency.

Winning the tournament for named professorships in management

We apply tournament theory to explain the process within which selection of named professorships takes place and a procedural justice test to justify winning the named professorship tournament. Specifically, we estimate the probability that management professors hold one of the highest rewards for academic research productivity, a named professorship, as a function of his or her research credentials, as measured by the number of articles published in a small core of elite management journals. Alphabetically, these are Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Operations Management, Management Science, Operations Research, Organization Science, and Strategic Management Journal. Although each of the eight journals is positively related to the probability of attaining a named professorship, the Academy of Management Review and the Academy of Management Journal emerge as the two most influential management journals.

Characterizing the Top Journals in Strategic Management: Orientation, Style, Originality, and Readability

This paper characterizes the top journals in strategic management forum with respect to their orientation, style, originality, and readability. Data for the study were obtained from the Emerald Management Reviews database of Emerald Group Publishing Ltd. We analysed the period between 1996 and 2003. The main conclusions to be drawn from the analysis include the increasingly clear research orientation and academic style of the publications. Harvard Business Review figured prominently for its practical orientation, a predominantly professional/journalistic style, together with its readability. The journals that stand out for their originality are Strategic Management Journal and Academy of Management Journal . Although academic, Academy of Management Review also occasionally includes papers with a professional/journalistic style. Finally, we compare experts’ views on the orientation and style of the journals with objective information gathered from the journals about their readership. We observed agreement in some of these, but noticed differences in Strategic Management Journal and in Administrative Science Quarterly .

Characterizing the Top Journals in Strategic Management: Orientation, Style, Originality, and Readability

This paper characterizes the top journals in strategic management forum with respect to their orientation, style, originality, and readability. Data for the study were obtained from the Emerald Management Reviews database of Emerald Group Publishing Ltd. We analysed the period between 1996 and 2003. The main conclusions to be drawn from the analysis include the increasingly clear research orientation and academic style of the publications. Harvard Business Review figured prominently for its practical orientation, a predominantly professional/journalistic style, together with its readability. The journals that stand out for their originality are Strategic Management Journal and Academy of Management Journal. Although academic, Academy of Management Review also occasionally includes papers with a professional/journalistic style. Finally, we compare experts' views on the orientation and style of the journals with objective information gathered from the journals about their readership. We observed agreement in some of these, but noticed differences in Strategic Management Journal and in Administrative Science Quarterly.

Using simulation to interpret results from logit, probit, and other nonlinear models

AbstractIn a recent issue of this journal, Glenn Hoetker proposes that researchers improve the interpretation and presentation of logit and probit results by reporting the marginal effects of key independent variables at theoretically interesting or empirically relevant values of the other independent variables in the model, and also by presenting results graphically (Hoetker, 2007: 335, 337). In this research note, I suggest an alternative approach for achieving this objective: reporting differences in predicted probabilities associated with discrete changes in key independent variable values. This intuitive approach to interpretation is especially useful when the theoretically interesting or empirically relevant changes in independent variables values are not very small, and also for models that contain interaction terms (or higher‐order terms such as quadratics). Although the graphical presentations recommended by Hoetker implicitly embody this approach, they typically fail to include appropriate measures of statistical significance, and may therefore lead to erroneous conclusions. In order to calculate such measures, I recommend and demonstrate an intuitive simulation‐based approach to statistical interpretation, developed by King et al. (2000), that has gained widespread adherence in the field of political science. Throughout the article, I provide a running example based on research that has previously appeared in the Strategic Management Journal. Copyright © 2009 John Wiley & Sons, Ltd.