0000033927 00000 n This site uses cookies. >> 0 0000001674 00000 n 0000005310 00000 n �_����뷺[{��mt� �/�0�m/��k���~�/�4�n�D��@��_���������Ak�C�D���@OȀ��m+���د��C���p�W�����7�VA~^����������p��o���KA~��_��������K�~�/�� ����\7߇���"E�t�������}������]�����l�������?�k��O�����������_����\?~ ����]~��������N�_]?�}�������\=_�������_����A}��u�[�א㐀[���˄o�����~>�u�Z��r %��z�� 5����=�� Kk�ǽ��~�Lp}�k��� ������l�[k�խ��m{ 17 0 obj For more information view the The development of the field of strategic management within the last two decades has been dramatic. endobj Building on the IO economics framework, the organizational economics perspective contributed transaction costs economics and agency theory to strategic management. Sendil K. Ethiraj; Alfonso Gambardella; Constance E. Helfat; Pages: 1529; First Published: 22 March 2018; Abstract; Full text PDF; Request permissions; no A practical guide for making theory contributions in strategic management. Definition of strategic Management Management is the art, or science, of achieving goals through people. /TrimBox[0 0 566.929 737.008] Production, information costs and economic organizationKnowledge sourcing by foreign multinationals: Patent citation analysis in the U.S. semiconductor industryAn evolutionary model of organizational performanceTypes of competition and the theory of strategy: Toward an integrative frameworkOrganizational culture: Can it be a source of sustained competitive advantage?Strategic groups, untested assertions and research proposalsCognitive change, strategic action and organizational renewalDiversification strategy and R&D intensity in multiproduct firmsEffects of board and ownership structure on corporate R&D strategyThe effects of ownership structure on corporate restructuringThe contributions of marketing to strategic managementStrategic resources: Traits, configurations and paths to sustainable competitive advantageFactors in the instability of international joint ventures: An event history analysisCompetition in a multi-market environment: The case of market exitThe parochial dinosaur: Organizational science in a global contextProduct development: Past research, present findings, and further directionsMultimarket oligopoly: Strategic substitutes and complementsExperimental tests of a sequential equilibrium reputation modelEffects of executive departures on the performance of acquired firmsFrom entry barriers to mobility barriers: Conjectural decisions and contrived deterrence to new competitionThe link between resources and type of diversification: Theory and evidenceCompetitor analysis and interfirm rivalry: Toward a theoretical integrationNonresponse and delayed response to competitive moves: The roles of competitor dependence and action irreversibilityCompetitive attack, retaliation and performance: An expectancy-valence frameworkOrganization structure, environment, and performance: The role of strategic choiceAbsorptive capacity: A new perspective on learning an innovationA resource-based analysis of global competition: The case of the bearings industryAn historical comparison of resource-based logic and five schools of thought within industrial organization economics: Do we have a new theory of the firm here?A resource-based theory of the firm: Knowledge versus opportunismStrategic group formation and performance: The case of the U.S. pharmaceutical industry, 1963–1982Selecting partners for successful international alliances: Examination of U.S. and Korea firmsDifferences in large and small firm responses to environmental context: Strategic implications from a comparative analysis of business formationsConducting and integrating strategy research at the international, corporate, and business levels: Issues and directionsThe ethereal hand: Organizational economics and management theoryAsset stock accumulation and sustainability of competitive advantageThe evolution of cooperation in strategic alliances: Initial conditions or learning processes?Specialized supplier networks as a source of competitive advantage: Evidence from the auto industryEffective interfirm collaboration: How firms minimize transaction costs and maximize transaction valueMaking fast strategic decisions in high-velocity environmentsBeyond industry boundaries: Human expertise, diversification and resource-related industry groupsStrategic groups as referential groups: Theory, modeling and empirical examination of industry and competitive strategyTop management tenure and organizational outcomes: The moderating role of managerial discretionManagement culture as a competitive resource: An identity-based view of sustained competitive advantageMore critical comments on knowledge-based theories of the firmBad for practice: A critique of the transaction cost theoryHypercompetition in a multi-market environment: The role of strategic similarity and multi-market contact in competitive de-escalationMeasuring and modeling changes in strategy: Theoretical foundations and empirical directionsConstruing the business portfolio: A cognitive model of diversificationThe problem of unobservables in strategic management researchExecutive compensation: A reassessment and a future research agendaDiversification, strategic groups and the structure-conduct-performance relationship: A synthesisPatterns of competition: the diffusion of a market position in radio broadcastingSocial structure and alliance formation patterns: A longitudinal analysisTop management team size, CEO dominance, and firm performance: The moderating roles of environmental turbulence and discretionAssessing the amount of managerial discretion in different industries: A multimethod approachManagerial discretion: A bridge between polar views of organizationsUpper echelons: The organization as a reflection of its to managersStrategic groups, asymmetrical mobility barriers and contestabilityA strategic model of the U.S. brewing industry: 1925–1971Successor type and organizational change in the corporate enterpriseMeasuring competence? <> Exploiting firm effects in pharmaceutical researchA transactions costs theory of equity joint venturesGreenfield vs. acquisition: The strategy of Japanese investors in the United StatesLocation, governance, and strategic determinants of Japanese manufacturing investment in the United StatesOliver Williamson and the M-form: A critical reviewCooperation, opportunism, and the invisible hand: Implications for transaction cost theoryCooperative versus competitive structures in related and unrelated diversified firmsSearching for a dynamic theory of the multinational enterprise: A transaction cost modelExternal control, corporate strategy, and firm performance in research-intensive industriesTwenty-first century organizations: Business firms, business schools, and the AcademyUnderstanding the differences in Korean and U.S. executives’ strategic orientationsCurrent and future research methods in strategic managementAttributes of successful and unsuccessful acquisitions of U.S. firmsMergers and acquisitions and managerial commitment to innovation in M-form firmsThe market for corporate control and firm innovationInternational diversifications: Effects on innovation and firm performance in product-diversified firmsCorporate distinctive competence, strategy, industry and performanceRelationships among corporate-level distinctive competencies, diversification strategy, corporate structure and performanceIndustrial firms’ grand strategy and functional importance: Moderating effects of technology and uncertaintyFunctional importance and company performance: Moderating effects of grand strategy and industry typeNavigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the twenty-first centuryCorporate entrepreneurship and cross-functional fertilization: Activation, process and disintegration of a new product design teamStrategic decision models: integrating different perspectivesMultidivisional structure and performance: the contingency of diversification strategyEnterprise strategies in transitional and emerging economiesThe effect of quantum versus incremental M-form reorganization on performance: A time-series exploration of intervention dynamicsCapital market evaluation of M-form implementation and diversification strategyThe multidivisional structure: Organizational fossil or source of value?Antecedents and performance outcomes of diversification: A review and critique of theoretical perspectivesManagerial incentives and investment in R&D in large multiproduct firmsBalancing corporate strategy and executive compensation: Agency theory and corporate governanceCorporate restructuring and strategic change: The effect on diversification strategy and R&D intensityCorporate divestiture intensity in restructuring firms: Effects of governance, strategy, and performanceCorporate restructuring: Governance and control limits of the internal capital marketOrganizational adaptation: Strategic choice and environmental determinismThe contributions of administrative behavior to strategic managementThe importance of an integrative approach to strategic management researchTheory of the firm: Managerial behavior, agency costs and ownership structureBoard of director involvement in restructuring: The effects of board versus managerial controls and characteristicsInstitutional and strategic choice perspectives on board involvement in the strategic decision processA causal model of linkages among environmental dimensions, macro organizational characteristics, and performanceInstitutional investors and firm innovation: A test of competing hypothesesEffects of human capital and reputation on the diversification-performance relationship in law firms: A test of the resource-based viewJoint ventures: Theoretical and empirical perspectivesKnowledge of the firm, combinative capabilities, and the replication of technologyWhat firms do?

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