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So you do not need to waste the time on rewritings. Views Total views. Actions Shares. No notes for slide. We elucidate the intellectual progression of the strategic management field by examining knowledge flows to and from the Strategic Management Journal SMJ during the period — We provide a … Expand.
Manuscript type: Review paper Research aims: This study aims to analyse the published works of strategic decision in business and management which have had the greatest impact and evolutionary … Expand. Citation analysis combined with a network analysis of co-citation data from three major operations management OM journals is used to reveal the evolution of the intellectual structure of the OM … Expand.
Business, Computer Science. View 6 excerpts, cites background. Draft document — not for citation or publication. View 1 excerpt, cites methods. An intellectual structure of activity-based costing: a co-citation analysis. View 2 excerpts, cites methods. The intellectual development of management information systems, a co-citation analysis.
This article explores the interrelationships between the interdisciplinary specialties of the diffusion of innovations and technology transfer. Bibliometric data were utilized to examine the formal … Expand. View 1 excerpt, references methods. Author cocitation: A literature measure of intellectual structure. However, these studies were well as influential research-oriented volumes managerially oriented, with an emphasis on such as Rumelt et al.
In perspectives. Hoskisson et al. Trans- arrived at indirectly and, to some degree, action costs economics has also been used unintentionally. Finally, seeking to understand the relationship be- TCE has more recently been applied to tween strategy and performance also started explain the choice of international modes of to develop. Departing from the analysis of market entry e. Hennart and Park Alchian and Demsetz and TCE, developed and tested hypotheses based on agency theory explains that in modern models abstracted from the structure— conduct— corporations characterized by separation of performance S—C—P paradigm Bain , ownership and control, the interests of share- ; Mason , dominant in the holders and managers may diverge.
In this literature of industrial organization IO context, managers will seek to maximize their economics Porter Porter e. Agency theory has been contributions to the field. Using a structural applied to a variety of strategic management approach, Porter outlines a framework topics such as innovation, corporate governance that can be used in understanding the structure and diversification. In this manner, The focus of the resource-based approach is the primary focus of strategic management on the relationship between firm resources during this period was on the environment and performance.
According to Wernerfelt and its relationship with a firm. Following research started to change its direction once the seminal work of Penrose , the more. The resource-based theory includes internal organization, two streams of research the resource-based view of the firm Wernerfelt in organizational economics have attracted , dynamic capabilities Stuart and Podolny the interest of researchers in strategic manage- ; Teece et al.
The This new emphasis in the strategic management has even been seen as a paradigm To examine the content of the strategic shift Rouse and Daellenbach The management literature, trace its evolution and research focus shifted from the S—C—P identify main streams of research, a content paradigm Bain ; Mason , ; analysis was first performed of the papers Porter , where competitive advantage is focusing on strategic management published primarily determined by environmental factors, in AMJ, AMR, ASQ and SMJ.
A content to the resource-based theory, which highlights analysis provides a means for the objective, how the possession of valuable, rare, inimitable systematic and quantitative consideration and non-substitutable resources may result in of published articles.
It also allows for an sustained superior performance Barney ; interpretation of the direction in which journal Mahoney and Pandian Because of its and work on competence-based theories specific focus on strategic management, we of corporate diversification Prahalad and Bettis selected every article published between ; Prahalad and Hamel Itami and in SMJ, with the exception of a few argues that information-based invisible articles written by editors as well as introduc- assets, such as technology, customer trust, tions to special issues.
For AMJ, AMR and brand image, corporate culture and manage- ASQ, whose focus is broader than strategic ment skills, are the real sources of competitive management, we selected only those articles advantage because they are hard and time- which were explicitly on strategic management consuming to accumulate, can be used in topics by examining the content of each title multiple ways simultaneously, and are both and abstract.
A total of articles were inputs and outputs of business activities. Table 1 shows the With respect to competence-based theories of number of articles per journal and per year. The creation of This overview demonstrates how research this list was necessary because of the large in strategic management grew from rather number of idiosyncratic keywords provided simple concepts of strategy intended to give by the authors and journal databases. Four leading journals, AMJ, once. A detailed keywords were used only once would have study of their developments over the year reduced the reliability of the analysis.
There- horizon from to is now provided. Output per journal per year Each article was examined by two coders, who reviewed all selected articles. First, the 8 15 6 28 57 articles were allocated independently by both 17 14 4 30 65 coders into the themes based on a detailed 8 11 6 28 53 15 17 7 26 65 examination of the abstracts. Second, the two 12 12 10 23 57 coders solved their disagreements through 7 15 4 35 61 discussion. If disagreement persisted between 12 16 10 44 82 13 11 6 58 88 the coders, a detailed examination of the full-text 11 5 10 52 78 of the article was made.
We obtained a value of 12 5 4 59 80 0. For each of the 26 12 5 5 62 84 keywords, we coded a dichotomous variable: 10 4 7 50 71 12 11 5 68 96 1 if the paper was allocated into the keyword 11 13 8 65 97 and 0 otherwise.
The overall mean Total is 3. Performance is the most frequent academic institutions reviewed this initial list. These major keywords and the international The three most frequent individual keywords they contain are shown keywords include An important aim of cor- generally classified articles in only one primary porate strategy is to enable a firm to improve or category Bingham and Bowen ; maintain its performance Barney , 29 , Helgeson et al.
But, as noted by at the top of this list. What is surprising, Inkpen and Beamish , using only one however, is that performance is not even more category fails to acknowledge the cross- salient, as many scholars when asked for a functional and interdisciplinary nature of an definition of strategic management will refer to academic field such as strategic management; performance.
Number of papers per keywords and time periods — — — — — Total No. Methodologies research. In their model of the forces influenc- cover a range of academic research viewpoints.
Therefore, in order to understand better the factors which have influenced the structure and the evolution of the strategic management Analyses and Results field, the authors who have published the The analysis of the structure of the strategic most were reviewed as well as the papers which management field and its evolution was had the most impact.
To analyse the content of the articles and obtain a richer Connections among Keywords representation of the relationships between keywords, we first computed a multiple corre- To study the connections among keywords, spondence analysis MCA. Second, we used we computed a MCA. It is an analysis of to represent only the position of the keywords.
Multiple keyword Bendixen ; Hoffman et al. The resulting map is graphically to explore and analyse multi-way tables in presented in Figure 1, on which the sizes of order to detect structure in the relationships the points are proportional to the number of between nominal variables the presence or articles associated to a keyword. Analysis On this map, the proximity between keywords shows which rows and columns of a frequency corresponds to shared-substance: keywords table have similar patterns of counts.
If two rows fraction of articles discusses these keywords have similar patterns of counts, they will be together. In summary, MCA strategy. The middle of the map represents and, at the same time, to reduce the number of the average position of all the articles and dimensions, without losing information.
For example, the keyword procedure SPSS. To select the optimal number performance is close to this centre, as a large of dimensions, we use the eigenvalue curve number of articles in strategic management criteria as recommended by Hoffman and de focus on performance-related issues. The first, horizontal, are often very small which leads to a distorted dimension separates keywords emphasizing and pessimistic indication of the quality of the corporate-level strategy on the left from map and uninterpretable.
This is due to the those concerned with the concept of strategy binary nature of the data Lebart et al. The second, vertical The dimensions of the map reflect and 1. As already Multiple correspondence analysis provides mentioned, the position of each of the keywords a pair of co-ordinates in this two-dimensional on the map represents the average position of space for each of the articles in the the articles included in this keyword.
There- database. For dealing with the study of diversification, example, on the bottom left-hand part of the restructuring and corporate-level strategies as map are located articles related to agency well as articles dealing with financial models. On the agency theories which are concerned with the top left-hand part of the map are located articles, boundaries of the firm. On the top of the map for example, on international corporate-level are located articles focusing on competitive strategies, as these studies are dealing with strategies and competitive advantage.
Indeed, corporate-level sources of competitive advantage. On the right-hand ance of different strategy types. Finally, on the side of the map are located articles related to bottom right-hand part of the map are located the concept of strategy as fit. On this side of articles focusing on strategy as a process in the map, we can find studies grounded in the which leadership and top management play S—C—P paradigm and the role of the external an important role.
Articles about strategic groups It is particularly interesting to notice that and strategy typologies are also located there. During the 26 years of strategic Evolution over Time management research, we observe an increased To study the evolution of the literature on interest in the resource-based theory and strategic management, the year period corporate-level strategy and a decreased interest of publication between and was in the notion of strategy as fit and in the divided into five periods of five years with the role of top managers.
The financial, international, entrepreneurship and results permit an evaluation of the direction of innovation , and that the importance of others the evolution of the interrelationships between is decreasing fit, decision, environment, the keywords.
This evolution is presented in planning, typologies and mission. For some Figure 2, in which, for purposes of clarity, other keywords, the importance is consistent only the positions of the first and the fifth Figure 2. This shift occurred in strategic compute the positions in the map.
In Figure 2, management during the period under study, arrows represent the direction of evolution as confirmed in our initial literature overview of the interrelationships between keywords. One end of these arrows corresponds to the The question that should then be asked is in position of the keyword during the first period which direction the strategic management — ; the other marked by a circle field is likely to move in the near future.
Since the seminal work by strategies. This evolution corresponds not Hofer and Schendel at the end of the only to the evolution of the topics studied s, the conceptualization of strategy in in the papers, but also to the evolution of terms of corporate, and business or com- relationships between the keywords.
This petitive , has gained widespread acceptance in evolution means that the research topics strategic management. Business strategy is concerned with and less through a managerial or a fit lens.
This notion of a hierarchy which have revisited the classical strategy of strategies is based on the rational approach issue with a resource-based view or a share- to planning and strategy-making, in which top holder perspective. Summarizing these findings, the main The relevance of this hierarchy of strategies research topics covered were identified and to emerging theories of strategy such as the allowed the evolution of the research agenda resource-based view and multipoint competition over time to be mapped.
The main research should be questioned. The evolution shown in topics represent six main issues: strategy Figure 2 points towards an integration of the and its environment, strategy process and top corporate and competitive levels of strategy, management, corporate strategy and financial transcending the notion of hierarchy of models, growth and market entry, industry strategies. Based on this evolution, important and competition and the resource-based view research questions in strategic management in of the firm.
Further, the evolution of research agenda moved towards two poles: corporate-level Contributing Authors strategy and competitive strategies. This is process and environmental fit lenses. The also supported by the findings of the study findings reflect the paradigm shift from the by Bergh et al.
They period showed that individuals who most published Total Adjusted in one time period had a strong impact on the Rank Author appearancesa appearancesb themes studied during the following period. It is therefore useful in identifying the most 1 Hambrick, D. The articles 11 MacMillan, I. These proportions are 23 Ginsberg, A. II 13 6. The methodology used to adjust 28 Makadok, R. If an article was 36 Schwenk, C.
Only of a credit; and so on. Adjustments are made for multi-authorships. Credit for 3 authors, 70 3. The top five most prolific authors were: Donald Hambrick, with Table 3 provides a list of the and 31 total appearances; Danny Miller, 37 most-published authors based on adjusted with For the Top 37 authors listed in Table 4, with 9.
SMJ ASQ AMR Source: SSCI. For all over the course of the year period; it does authors, Spearman equals 0. Each of these correla- and new generations of researchers. This latter tion coefficients implies a strong relationship group will inevitably and increasingly be between total and adjusted appearances. Interestingly, we can observe August accessed through the ISI Web two different types of authors with two different of Science.
Because a paper published in an effects on the field. On the one hand, we can earlier period has a better chance to have a identify generalists, such as Kathryn Harrigan larger number of citations than a paper published and Howard Thomas, whose articles were in a later period, the papers were ranked by published on different issues of the strategic the number of citations divided by the number management field and are scattered all around of years the paper has been published. To align structure with strategy, companies started slowly moving toward hybrid and matrix structures.
By the late s through s, the growth of strategic management as a separate discipline started taking its own shape. This can be seen in terms of companies attempting to secure competitive advantage.
The key concepts of the companies concerned the sources of sustained competitive advantage i. Table 2. In the early stages of development, strategic management concepts revolved around microeconomics.
As the theory of firm addresses the question of why firms exist and what determines their scale and scope,1 other theories also revolved around this basic theme. The initial answer was in terms of the neoclassical theory of perfect competition that considers the firm as a combiner of inputs to produce desired outputs. Firms aim at achieving the least among the cost combinations of inputs in the production process, equating the marginal cost to the marginal revenue to determine the level of output that maximizes profit.
The inherent and highly restrictive assumptions are that resources are perfectly mobile and the buyers and sellers have all necessary information. Most importantly, firms are small in size and produce single products, and hence all firms are assumed to be identical.
The firm's size is determined by technological and managerial factors. Gradually, researchers realized that these highly restrictive assumptions may not be applicable in real life. Some degree of monopoly power exists in industry.
The firms that have monopoly power are capable of restraining output to maximize their profits. When power gets diluted, which can be seen in terms of low industry concentration, firms compete for market share and engage in different strategies depending on the context and purpose. The industry structure called structure as determined by the number. Performance is a close combination of these forces' structure conduct. Therefore, subsequent scholars e.
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