Posted on behalf of Don Hatfield and Strategic Management Review
We are pleased to introduce a new LinkedIn Discussion Group for the new essay-based journal, the Strategic Management Review (SMR). To join the discussion group, please go to https://www.linkedin.com/groups/12074453/ and add the group to your LinkedIn profile. You may also search for "Strategic Management Review (SMR)" by searching in the Search bar at the top of your homepage.
Join the SMR LinkedIn Community
The Strategic Management Review (SMR) publishes ideas that matter for strategic management research. Specifically, the SMR features provocative essays and forward-looking reviews to guide the questions tackled by research in the field. The journal also aims to promote <g class="gr_ gr_193 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Grammar only-ins doubleReplace replaceWithoutSep" id="193" data-gr-id="193">integration</g> of strategic management research by encouraging research closely connected with the field's canonical problems as defined by management practice. The SMR complements existing strategic management outlets that emphasize empirical research.
Forthcoming Articles
2020 Vol. 1, No. 1: Inaugural Issue
--<g class="gr_ gr_188 gr-alert gr_spell gr_inline_cards gr_disable_anim_appear ContextualSpelling ins-del multiReplace" id="188" data-gr-id="188">Leiblein</g>, M., & Reuer, J. 2020. Foundations and futures of strategic management. Strategic Management Review, 1(1): forthcoming.
--Drnevich, P., Mahoney, J., & Schendel, D. 2020. Has strategic management research lost its way? Strategic Management Review, 1(1): forthcoming.
--Bettis, R., & Blettner, D. 2020. <g class="gr_ gr_212 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Grammar only-ins replaceWithoutSep" id="212" data-gr-id="212">Strategic</g> reality today: Extraordinary past success, but difficult challenges loom. Strategic Management Review, 1(1): forthcoming.
--Wernerfelt, B. 2020. A possible micro-foundation for the RBV and its implications. Strategic Management Review, 1(1): forthcoming.
--Magliolo, J., Madsen, T., & Walker, G. 2020. Growing and shrinking. Strategic Management Review, 1(1): forthcoming.
--Others TBA.
SMR Mini-Conferences and Special Issues
--Open Innovation (Bercovitz and Chesbrough; Berkeley, Oct 2018), featuring <g class="gr_ gr_190 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Grammar only-ins replaceWithoutSep" id="190" data-gr-id="190">keynote</g> by David Teece and presentations by Teppo Felin and Todd Zenger, Keld Larsen and Ammon Salter, Aija Leiponen, Sonali Shah, and Chris Tucci
--M&A Strategy and Practice (Graebner, Haspeslagh, Heimeriks & Mitchell; The Shard, London, April 2019), featuring presentations by M&A heads from McKinsey UK, SAP, Philips Lighting, and Unilever
--Corporate Renewal (Feldman, Harrigan, & Sakhartov; Columbia Business School, May 2019), featuring <g class="gr_ gr_191 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Grammar only-ins replaceWithoutSep" id="191" data-gr-id="191">keynote</g> by James Gorman, CEO of Morgan Stanley, and a panel of PE and turnaround consultants
--Geography and Fundamental Issues in Strategy (Alcacer and McCann; Harvard)
--Networks and Ecosystems (Shipilov; INSEAD)
--Agent-Based Models (Hoetker; Melbourne)
--Strategy Processes (Laamanen and Maritan; St. Gallen)
--The Theory of the Growth of the Firm: The Next Sixty Years (Buckley and de la Torre)
Business Practice Advisory Board
An important objective of the SMR is to offer opportunities for scholars to learn from practice, through special conferences, executive commentaries and engagement, and the BPAB.
--Hugh Courtney, Northeastern University, chair
--Fernando Chaddad, Managing Director and Head of Analytics Strategy Practice, Latin America, Accenture
--Leslie Donato, VP Strategy, Bayer Pharmaceuticals
--Neil Kalvelage, Senior Managing Director, Centerbridge Partners, L.P.
--Jane Kirkland, SVP and Head of Strategy for Global Services, State Street
--Max Michaels, AI entrepreneur, former Global Head of IBM's Network Services Business
--Cynthia Pols, VP Strategy, Change Healthcare
--Michael Raynor, Director, Deloitte Services LP
--Martin Reeves, Senior Partner, Managing Director, and Director of the Henderson Institute, BCG
--Rebecca Roth, VP Strategy and Planning, GateHouse Media
--Scott Snyder, Partner, Digital Transformation and Innovation, Heidrick & Struggles
--Tom Stewart, Executive Director, National Center for the Middle Market
--Scott Wells, CEO, Clear Channel Outdoor Americas
Editorial Aims
The strategic management field focuses on questions addressing competitive and corporate strategy. Competitive strategy concerns how firms gain and sustain a competitive advantage. Corporate strategy concerns the management of the multi-business firm and its associated boundary-of-the-firm choices in product, factor, and geographic markets (e.g., market entry and exit, restructuring, acquisitions, partnerships, foreign direct investment, outsourcing, etc.). These questions have been distilled into four fundamental issues of strategy: (1) How do firms behave? (2) Why are firms different? (3) What is the function of, or value added <g class="gr_ gr_200 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Punctuation only-del replaceWithoutSep" id="200" data-gr-id="200">by,</g> headquarters? and (4) What determines success or failure in international competition? (Rumelt, Schendel, and Teece, 1994). For these topics, strategic management places emphasis on how management matters, and how managers make and affect strategic decisions.
As a consequence, the strategic management field has long been interested in the decisions made by general managers. Managers craft and execute upon four components of strategy within a coherent economic logic:
(1) Arenas – in which markets will the firm be active (e.g., product markets and countries)? (2) Vehicles – how will the firm get there (e.g., through exports, licensing, wholly-owned plants, joint ventures, etc.)?
(3) Differentiators – how will the firm win versus close rivals? and (4) Staging – what will be the pacing and sequencing of commitments? (Hambrick and Fredrickson, 2001). More generally, research in the field addresses how organizations can create and capture value through their actions in markets and resource allocation decisions.
Scholarly interest in strategic management has burgeoned in the past few decades. This growth has led to specialization in research activities and <g class="gr_ gr_189 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Grammar only-del replaceWithoutSep" id="189" data-gr-id="189">a substantial</g> literature covering an increasingly diverse set of topics. While growing breadth and specialization are indicators of research progress, they also require continually striving to elevate research by connecting all areas of strategic management research with the core research questions of the field and with the current challenges and decisions facing general managers and their advisers.
Strategic Management Review (SMR) provides a forum to integrate insights from multiple disciplines to improve our understanding of the distinctive contributions of strategic management. For example, contributions will offer insights on the field's canonical problems and frontiers, the tradeoffs that senior executives face in their decision-making (e.g., when to compete versus collaborate, when to invest in a committed versus more flexible fashion, etc.), and the defining characteristics of strategic decisions (e.g., irreversible investment subject to uncertainty, rivalry, and interdependent organizational activities).
The SMR is an academic outlet whose intended audience is scholars. The journal also takes seriously the input of practitioners to shape strategy scholarship through practitioners' involvement in the SMR's Business Practice Advisory Board as well as through <g class="gr_ gr_187 gr-alert gr_spell gr_inline_cards gr_disable_anim_appear ContextualSpelling ins-del multiReplace" id="187" data-gr-id="187">mini conferences</g> and through commentaries and exchanges that can influence strategic management research.
The SMR aims to promote insights on core questions in the strategic management field through impactful essays. These essays can take many forms, including (a) essays on the theoretical foundations of strategic management and the theoretical perspectives emanating from the field, (b) scholarly exchanges, (c) thought pieces dealing with managerial practice or public policy, (d) methodological primers on advances relevant for strategic management research, (e) state-of-the-art reviews or research retrospectives, and (f) forward-looking literature critiques.
Editorial Scope
Topics of interest <g class="gr_ gr_209 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Punctuation only-del replaceWithoutSep" id="209" data-gr-id="209">include,</g> but are not limited to, the following areas of strategic management research. Each of these topics can be potentially connected to the fundamental issues in strategic management, the tensions underlying strategic decisions, and the unique characteristics of strategic decisions:
--Behavioral strategy
--Competitive strategy
--Collaborative strategy
--Corporate strategy
--Entrepreneurship and strategy
--International strategy
--Knowledge, innovation, and technology
--Micro-foundations of strategy
--Stakeholder strategy
--Leadership and governance
--Organization and strategy
--Strategy process
--Strategic decision-making
--Research methodology in strategic management
Empirical articles or other pieces of original research that could be published in traditional strategy and management outlets fall outside of the scope of the SMR. An aim of the SMR is to complement those outlets by focusing on developing and curating thought-provoking essays. The SMR will facilitate <g class="gr_ gr_196 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Grammar only-ins replaceWithoutSep" id="196" data-gr-id="196">integration</g> of strategy research by embracing contributions from multiple disciplinary perspectives and by fostering input from managerial practice to academic research.
Editors-in-Chief
Michael J. Leiblein (Ohio State University)
Jeffrey J. Reuer (University of Colorado)
Editorial Board
Juan Alcacer (Harvard University)
Africa Ariño (IESE Business School)
Richard A. Bettis (University of North Carolina)
Aaron Chatterji (Duke University)
Gary Dushnitsky (London Business School)
Nicolai Foss (Bocconi University)
Melissa E. Graebner (<g class="gr_ gr_214 gr-alert gr_gramm gr_inline_cards gr_disable_anim_appear Grammar only-ins replaceWithoutSep" id="214" data-gr-id="214">University</g> of Texas at Austin)
Ranjay Gulati (Harvard University)
Constance E. Helfat (Dartmouth College)
Glenn Hoetker (University of Melbourne)
Riitta Katila (Stanford University)
Michael J. Lenox (University of Virginia)
JT Li (HKUST)
Jeffrey T. Macher (Georgetown University)
Tammy J. Madsen (Santa Clara University)
Joseph T. Mahoney (University of Illinois)
Xavier Martin (Tilburg University)
Kyle J. Mayer (University of Southern California)
Brian T. McCann (Vanderbilt University)
Rita G. McGrath (Columbia University)
Jackson A. Nickerson (Washington University St. Louis)
Subramanian Rangan (INSEAD)
Melissa A. Schilling (New York University)
Myles Shaver(University of Minnesota)
Harbir Singh (University of Pennsylvania)
Kulwant Singh (National University of Singapore)
Margarethe F. Wiersema (University of California – Irvine)
Edward J. Zajac (Northwestern University)
Engagement Editors
Donald Hatfield (Virginia Tech)
Sotirios Paroutis (Warwick Business School)
Contacts
Please direct <g class="gr_ gr_186 gr-alert gr_spell gr_inline_cards gr_disable_anim_appear ContextualSpelling multiReplace" id="186" data-gr-id="186">enquiries</g> to the publisher's website, Zac Rolnik (zac.rolnik@nowpublishers.com), or the Editors-in-Chief.
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David Townsend
Blacksburg VA
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