The Five Essentials of a Modeling Paper
by Phebo D. Wibbens and Tobias Kretschmer
This Strategy Science editorial draws on many years of experience in reviewing and editing modeling papers to provide specific guidance on how to develop an effective and impactful modeling contribution.
What Drives Employee Strategic Salience in Shareholder Communications? A Machine Learning Approach
by Nandil Bhatia and Stephan Meier
Using machine learning on shareholder communications, authors show that employees lag customers and shareholders in strategic salience, but that employee salience rose during the Covid-19 pandemic and exhibits systematic variation across organizational and market contexts.
The Power and Limits of Distributed Representations in Strategic Decision Making
by Felipe A. Csaszar and Luke Rhee
Unlock organizational superpowers. New theory shows how aggregating imperfect mental models creates "distributed representations" that transcend individual limits, offering a blueprint for smarter strategy in uncertain times.
Unpacking the Conditions of Reputational Herding: Implications and Evidence
by Liyue Yan
Decision makers sometimes herd with others to protect their own reputation rather than to enhance the firm's performance. This behavior arises when clear pay-for-performance incentives are absent and when audiences expect true experts to share similar information and opinions. A strong, proven reputation reduces this moral hazard, as does the belief that experts can differ due to information noise.
Online Information and Offline Competition: The Emergence of Broadband Internet and Brick-and-Mortar Retailer Survival
by Manav Raj
This research demonstrates that broadband internet availability (1999–2008) decreased retailer exit by reducing discovery-related search costs, significantly benefiting young, independent, and urban businesses previously facing high visibility barriers.
Strategic Confusopoly: Evidence from the UK Mobile Telecommunications Market
by Ambre Elsas-Nicolle, Christos Genakos, and Tobias Kretschmer
Firms in competitive, mature markets may strategically introduce complex, dominated products to confuse consumers, reducing transparency and enabling industry-wide price increases, suggesting obfuscation can be a deliberate supply-side strategy.