scholarly journals Analysis of the Most Cited Publications from Strategic Management Journal Between 2001 and 2010

2013 ◽  
Vol 12 (3) ◽  
pp. 281-312
Author(s):  
André Luís Janzkovski Cardoso ◽  
Wesley Vieira da Silva ◽  
Eduardo Damião da Silva ◽  
Jansen Maia Del Corso
Keyword(s):  
Factor Analysis ◽  
Organizational Learning ◽  
Strategic Management ◽  
Evolutionary Theory ◽  
Dynamic Capabilities ◽  
Management Journal ◽  
Knowledge Database ◽  
Knowledge Based ◽  
Qualitative Analyses ◽  
Selection Of

Based on the previous studies and a selection of the articles published in the SMJ between the years 2001 and 2010 and the most cited ones at the same period (2001-2010), the goal of this research is to identify emerging and classical authors understanding their contributions to the development of the area and relate them to the evolution of current theories on strategy through quantitative and qualitative analyses. After surveying on ISI Web of Knowledge database, 60 articles were selected with more than 100 citations and bibliometric techniques applied to data processing by factor analysis and multidimensional scaling. The articles were analyzed qualitatively in order to better understand the contributions to the development of the field of studies in strategy. Through the analysis of co-citations it was possible to identify that some classical authors, gradually, are no longer mentioned and other authors begin to stand out. The results corroborate previous studies (RAMOS-RODRIGUES; RUIZ-NAVARRO, 2004; NERUR et al., 2008; SERRA et al., 2012) confirming the prevalence of articles related to RBV, but there are evidences that issues such as dynamic capabilities, the knowledge-based view and organizational learning are also highlighted. Using the quantitative and qualitative analyzes allied to previous studies seeks to present a framework of theories on strategy over the years (1980-2010) in order to outline an analysis of current evolutionary theory and its contributors.

Behavioral strategy: mapping the trends, sources and intellectual evolution

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jamil Anwar ◽  
Aqsa Bibi ◽  
Nisar Ahmad
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Growth Patterns ◽  
Intellectual Structure ◽  
Strategic Management Journal ◽  
Behavioral Strategy ◽  
Management Journal ◽  
Content Type ◽  
Network Analyses ◽  
Scopus Database

PurposeThis paper presents a comprehensive review of academic research dedicated to the field of Behavioral Strategy. Based on a series of Bibliometric and network analyses, the paper identifies the prominent trend and growth patterns pertaining to the evolution of this important strategic management subfield; it documents which particular journals, articles and authors have most influenced its development, and it maps the intellectual structure and network of authors, publications and countries. Finally, the paper considers the substantive research themes emerging from the analyses reported, in terms of their implications for future work.Design/methodology/approachThe authors undertook a series of Bibliometric and network analyses of 217 relevant articles, published between 1975 and 2020, in journals listed in the Scopus database, using R-studio and VOSviewer. Articles incorporated in the study were selected based on relevant key terms searched from the title, abstract and list of keywords associated with each publication.FindingsThe results demonstrate that behavioral strategy has enjoyed robust and sustained growth, with widespread impact across many areas of the heterogeneous business and management field as a whole. Three distinct periods are identified: an infancy stage (prior to 1999); a steady growth stage (1999–2010); and a take-off stage (2011 onwards). The top three journals in terms of content coverage, based on the number of relevant articles published in relation to behavioral strategy, are Strategic Management Journal, Advances in Strategic Management (AiSM) and the Journal of Management, while the top three most influential journals, in terms of citations pertaining to Behavioral Strategy, based on an analysis of citations in the Scopus database, are Strategic Management Journal, Academy of Management Perspectives and Journal of Management Studies. Gerard P. Hodgkinson and Thomas C. Powell are the most prolific authors. The emerging themes based on intellectual structures have been identified as Behavioral Strategy, Behavioral Theory of Firm; Strategic Leadership and Dynamic Capabilities; and Strategic Cognition and Decision Making.Practical implicationsThe study contributes to knowledge advancement concerning Behavioral Strategy by opening new possibilities to discover important research areas.Originality/valueThe study is the first of its kind on Behavioral Strategy providing a comprehensive systematic literature review.

scholarly journals Organizational learning capability and open innovation

2018 ◽  
Vol 56 (6) ◽  
pp. 1217-1231 ◽  
Author(s):  
Marta Peris-Ortiz ◽  
Carlos Alberto Devece-Carañana ◽  
Antonio Navarro-Garcia
Keyword(s):  
Organizational Learning ◽  
Open Innovation ◽  
Dynamic Capabilities ◽  
Qualitative Comparative Analysis ◽  
Incremental Innovation ◽  
Learning Capability ◽  
Content Type ◽  
Knowledge Based ◽  
Learning Factors ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.Design/methodology/approachAt the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.FindingsFsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.Research limitations/implicationsThe nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.Originality/valueScarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

scholarly journals Dynamics of the evolution of the strategic management concept: From the planning school to the neostrategic approach

2021 ◽  
Vol 17 (2) ◽  
pp. 7-28
Author(s):  
Tomasz Kafel ◽  
◽  
Bernard Ziębicki ◽  
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Technology Development ◽  
Two Dimensions ◽  
Theory And Practice ◽  
Research Results ◽  
Main Research ◽  
Management Concepts ◽  
Management Concept ◽  
Selection Of

Purpose: Strategic management has been developing in business theory and practice for over 50 years. Presently, it constitutes the main area of research interest in management science. The contemporary conditions of business operations create new challenges for strategic management, such as the use of dynamic capabilities in strategy building, relational strategies, networking of organizations, technology development and automation of processes, and global strategies. These challenges are often referred to as neostrategic management. The purpose of this publication is to present the findings of research concerning new strategic management concepts and challenges. Methodology: The main research method of this article was a narrative literature review. On the basis of the research, the development of the concepts as well as contemporary trends and challenges of strategic management were characterized. There is also a synthesis of the problems and research results presented in the articles in this special issue of JEMI. Findings: Various schools and approaches to strategy formulation have been created. They indicate different factors that allow for success in strategic management such as: setting long-term goals, selection of programs and their execution plans (planning school); connection of the enterprise with the environment (evolutionary school); focusing attention on competitive advantage and achieved performance (position-based school); focus on one’s own resources and competences (resource school); use of opportunities and creating innovation (simple rules school); selection of the best option and orientation in business management (real options school); or eclectic perspectives, integrating the listed approaches. The strategic management concept has two dimensions. The first dimension is related to the emergence of subsequent, new strategic management concepts, which often hark back to the previous schools and approaches. The second dimension of development applies to operationalization and adjustment of the previous concepts to the changing conditions. Implications for theory and practice: The paper characterizes the research results presented in the articles included in this JEMI issue. They deal with various problems and challenges in the field of strategic management, such as the relationship between market dynamics, market orientation and performance of enterprises; the innovativeness of companies as a contemporary strategic orientation of companies; the strategy implementation and the management of the organization change; problems of strategic management of the development of the city. Originality and value: The problems presented in the study relate to challenges and new concepts in strategic management. They enrich the existing knowledge on the development of strategic management, and also create inspiration for further research in this area.

Theory of the Firm and Strategic Management

2013 ◽  
pp. 131-146 ◽  
Author(s):  
M. Storchevoy
Keyword(s):  
Economic Theory ◽  
Strategic Management ◽  
Dynamic Capabilities ◽  
Theory Of The Firm ◽  
Capabilities Approach ◽  
Positioning Theory ◽  
Resource Based View ◽  
Knowledge Based ◽  
Management Literature

M. Storchevoy. Theory of the Firm and Strategic Management The paper considers the approaches to the theory of the firm developed by strategic management scholars: positioning theory, resource-based view, dynamic capabilities approach, knowledge-based view, strategic theory of the firm, as well as open innovations theory. The author shows how the ideas of these scholars correspond to the economic theory of the firm and demonstrates that there is little ground for existence of an autonomous “strategic theory of the firm”, but some concepts from strategic management literature may expand and enrich the economic theory of the firm.

scholarly journals Strategic management: A perspective on the development of the field of strategic management and the contribution of the Irish Journal of Management

2015 ◽  
Vol 34 (1) ◽  
pp. 22-41
Author(s):  
Patrick Gibbons ◽  
Sharkey Scott ◽  
Cormac Mac Fhionnlaoich
Keyword(s):  
Irish Journal ◽  
Strategic Management ◽  
Dynamic Capabilities ◽  
Black Box ◽  
Theory And Practice ◽  
Management Journal ◽  
The Past ◽  
Specific Discipline ◽  
Structural Roots ◽  
Made In

Abstract This paper analyses the progress made in the field of strategic management over the past three decades. One approach to analysing a discipline’s trajectory is to explore its exemplary research. We review the papers awarded the Dan and Mary Lou Schendel, Strategic Management Society (SMS) Best Paper Award of the Strategic Management Journal (SMJ) since 1993, to demonstrate the emergence of strategic management as a specific discipline with a distinct view of how firms generate competitive advantage. Our paper interprets the development of the discipline from its market-based and structural roots to attempts to decipher the ‘black box’ of the organisation in analysing capabilities, particularly dynamic capabilities, and resources. Our study shows how the conceptual breakthroughs of the exemplary papers are further developed by the field through theory testing and extension using increasingly sophisticated methodologies published by journals such as Irish Journal Of Management (IJM). Our review of both journals highlights that despite increasing market, social and cultural instability since these seminal papers were first conceived, their lessons are still relevant and increasingly critical to both theory and practice in establishing the future trajectory for strategic management and a framework for organisations to compete.

KAPABILITAS KEWIRAUSAHAAN DAN KEMAMPUAN DINAMIS PERUSAHAAN: PERAN MEDIASI DARI PEMBELAJARAN ORGANISASIONAL

2014 ◽  
Vol 9 (2) ◽  
pp. 99
Author(s):  
Maria Pampa Kumalaningrum ◽  
Rahmat Purbandono
Keyword(s):  
Factor Analysis ◽  
Organizational Learning ◽  
Dynamic Capabilities ◽  
Analysis Method ◽  
Four Dimensions ◽  
Mediating Role ◽  
The Relationship ◽  
Mediator Variable ◽  
Positive Effect ◽  
Different Levels

Dynamic capabilities are regarded as a strategic premise to creating, maintaining and upgrading sustainable competitiveness. Considering organizational learning as a mediator variable, this study tests the relationship between entrepreneurial capabilities and dynamic capabilities. More specifically, the factor analysis method was employed to verify that dynamic capabilities are comprised of four dimensions, i.e. environmental sensing capabilities, change and renewal capabilities, technological and organizational flexibility capabilities. The research used UMKM in Yogyakarta and Solo as research sample. It was found that entrepreneurial capabilities has a significantly positive effect on dynamic capabilities, while organizational learning, which has significantly positive effect on dynamic capabilities, plays a partial mediating role between the two. These findings indicate that companies can build dynamic capabilities through different levels of organizational learning in the context of innovative and proactive atmosphere. Keywords: Entrepreneurial Capabilities, Organizational Learning, Dynamic Capabilities,

A Strategic Systems Perspective of Organizational Learning

2011 ◽  
pp. 182-221 ◽  
Author(s):  
Olivia Ernst Neece
Keyword(s):  
Organizational Learning ◽  
Process Model ◽  
Dynamic Capabilities ◽  
Learning Curves ◽  
Organizational Memory ◽  
Systems Perspective ◽  
Knowledge Based ◽  
Organizational Forgetting ◽  
Innovative Environments

Organizational learning is an “umbrella” term that connects a variety of topics including: learning curves, organizational memory, organizational forgetting, knowledge transfer, knowledge sharing, knowledge assets, dynamic capabilities, knowledge management, and knowledge creation. This chapter will review some of these theories and extend Huber’s taxonomy of organizational learning literature. Several systemic theories of learning organizations and knowledge-based organizations are discussed and then the literature is linked to a process model of learning. In conclusion, implications are evoked for further research at a variety of organizations toward a generalizable theory of innovative environments and their organizational learning practices. A short case study of the Jet Propulsion Laboratory, its organizational learning based policies, and how these policies relate to the process model is included.

The frontier and evolution of the strategic management theory

2015 ◽  
Vol 6 (1) ◽  
pp. 20-41 ◽  
Author(s):  
Liwen Tan ◽  
Jingkun Ding
Keyword(s):  
Strategic Management ◽  
Strategy Management ◽  
First Century ◽  
Management Research ◽  
Management Journal ◽  
Content Type ◽  
Knowledge Based ◽  
Scientometric Method ◽  
Twenty First Century ◽  
The 1960S

Purpose – This paper aims to help scholars to know the frontiers in the strategic management field. On studying, it was noted that business strategic management originated from America in the 1960s and has experienced more than half a century. However, strategic management development lacks systematical summary in the twenty-first century. The scientometric method was appliedto find out the frontiers and progress of the research of strategic management in the twenty-first century, based on the literature from 2001 to 2012 in the Strategic Management Journal. Design/methodology/approach – In the paper, the authors mainly used the scientometric method and applied keywords, co-occurrence method combined with multistatistical methods and mutation words analysis, author co-citation, literature co-citation and keywords co-occurrence (national). Findings – The findings show that the strategic management research focuses on the following theories and academic thoughts: knowledge-based view, network organization research and dynamic capability are the mainstream; besides, strategy risk, the stakeholders analysis of strategy management, corporate reputation and strategic concept also attract the attention of researchers; Barney, Teece and Porter have made significant contributions to strategy management research since the twenty-first century. Originality/value – The findings in the paper will help scholars in the field of strategic management to know the main frontiers of the theory, as well as the main contributors.

scholarly journals Dynamic capabilities and knowledge management

Management ◽  
2013 ◽  
Vol 17 (2) ◽  
pp. 1-15 ◽  
Author(s):  
Kazimierz Krzakiewicz
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Tacit Knowledge ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Management Theory ◽  
Economic Returns ◽  
Knowledge Based ◽  
New Strategy ◽  
Internal And External Factors

Summary Dynamic capabilities and knowledge management The dynamic capabilities concept was formed and has been developed by integration of evolutionary theory, transaction cost theory, and the organisational learning and tacit knowledge concepts. As a result, it helps to weaken essential dichotomies of the strategic management theory, especially those relating to „internal and external” factors, a task that is of particular topical interest in today’s environment. The concept has at the centre of its attention the knowledge of the firm on how to manage its resources proactively in order to form new asset combinations and thereby capture economic rent. This knowledge is of particular importance if firms are to compete in the knowledge economy. The dynamic capabilities paradigm opens up perspectives for the all-encompassing analysis of various business strategy aspects, especially those that are crucial in ensuring a firm’s longterm success, such as entrepreneurship, change management or knowledge-based competitiveness. The concept of dynamic capabilities reveals what in fact amounts to a new mechanism of developing competitive advantages, one that is characteristic of innovative, informationdriven economy. This mechanism is founded not just on the firm’s pool of tacit knowledge (its key strategic asset), but primarily on the firm’s ability to capture economic returns from its knowledge assets. An argument may be put forward that the dynamic capabilities concept is at the core of a new strategy paradigm being formulated, and forms part of a new stage in strategic management theory

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