Special Issue

Replication in Strategic Management

Reproducibility of results lies at the core of modern science. It is vital to building a cumulative body of thought that is reliable. Yet journals relevant to strategic management do not publish replication studies. Recently, the need for replication has become much more apparent as published replications have overturned key results in drug therapy and clinical practice within medical science. Even double blind experimental studies, the gold standard for establishing causal relationships have been questioned. In fact, the need for replication is deeply embedded in the probabilistic logic of estimating statistical significance. Within strategic management, there is potential for data snooping, which can result in exaggerated significance levels. This is exacerbated by the common practice in management research of publishing only supporting results (i.e., significant coefficients). Furthermore, without replication, phenomenon-based empirical regularities, or stylized facts as they are often called, cannot be developed and studied. Such empirical regularities have been and are important in the development of strategic management theory (e.g., learning curves, diversification patterns/performance, conditions favoring joint ventures). The submission deadline is October 1, 2014.


picture of Richard Bettis Richard Bettis University of North Carolina-Chapel Hill

picture of Constance Helfat Constance Helfat Dartmouth College

picture of J Myles Shaver J Myles Shaver University of Minnesota

New Theory in Strategic Management

As Strategic Management has continued to evolve and grow as a field, its research base has become predominantly empirical. Quantitative and qualitative empirical studies, which typically include deductive or inductive hypotheses, have grown in absolute and relative terms when compared with purely theoretical contributions. Often these hypotheses are derived from theories that were developed some time ago. While we continue to make progress in refining our understanding of these theories, one wonders if there aren't important questions in the field that are not well covered by existing theories. The submission deadline is November 1, 2014.


picture of Jay Barney Jay Barney University of Utah

picture of Richard Burton Richard Burton Duke University

picture of Donald Hambrick Donald Hambrick Penn State University

picture of Richard Makadok Richard Makadok Emory University

picture of Edward Zajac Edward Zajac Northwestern University

Reviews of Strategic Management Research

Since the founding of the Strategic Management Journal in 1980, strategic management research has grown both in scope and depth. The papers published in the early issues of SMJ focused mainly upon strategic planning practices and techniques and empirical relationships between strategy and firm performance. In the past three and a half decades the subject matter of SMJ has expanded enormously in terms of the phenomena addressed and the theories deployed to explain them. This widening domain of strategic management research is a tribute to the dynamism of the field, yet it also carries with it the risk of fragmentation and the loss of the integrated approach that is an inherent characteristic of strategy.

For these reasons, the Editors of SMJ believe that a Special Issue of SMJ comprising reviews of strategic management research has the potential to make an important contribution to the literature both in appraising the current state of strategic management research and in providing a platform for the future development of the field. The submission deadline for proposals is April 30, 2014, and the submission deadline for papers is January 15, 2015.


picture of Rodolphe Durand Rodolphe Durand HEC-Paris

picture of Robert Grant Robert Grant Bocconi University

picture of Tammy Madsen Tammy Madsen Santa Clara University

Strategy Processes and Practices: Dialogues and Intersections

Since Mintzberg and Burgelman started to question the seemingly innocent division between strategy formulation and implementation, many scholars have sought to understand strategy processes and practices in organizations. The Winter and Summer Special Issues on Strategy Processes in Strategic Management Journal in 1992 represented a major milestone in this regard. Since then major progress has taken place on several fronts. The theories of practice and activities have opened new perspectives on strategy processes and practices. Similarly, the so-called linguistic turn in social studies has affected the ways in which strategy scholars usually conceptualize strategy processes. The objective of this Special Issue is to bring together the state of the art of strategy process and practice research and to call for exemplary contributions to extend and bridge the existing streams of research on strategy as it happens in organizations. We see major potential, for example, in the recent research on organizational cognition, evolutionary perspectives, historical analysis, as well as narrative and discursive approaches in contributing to an improved understanding of strategy processes and practices. We are open to a wide range of paradigms within strategic management. In particular, we invite innovative research that enhances theorizing on strategic management through cross-fertilization of ideas across different perspectives. The submission deadline is August 3, 2015.

Guest Editors:

picture of Robert Burgelman Robert Burgelman Stanford University

picture of Steven Floyd Steven Floyd University of Massachusetts-Amherst

picture of Tomi Laamanen Tomi Laamanen University of St. Gallen

picture of Saku Mantere Saku Mantere Hanken School of Economics

picture of Eero Vaara Eero Vaara Hanken School of Economics

picture of Richard Whittington Richard Whittington University of Oxford

The Interplay of Competition and Cooperation

Research in strategy has traditionally focused on the study of competition. More recently, cooperative interorganizational relations have drawn attention, with scholars studying the motivation for forming them and their implications. While competition and cooperation were considered separate modes of interaction between firms, scholars have begun to acknowledge that firms simultaneously engage in these activities. For instance, studies have investigated partners’ competitive behaviors within cooperative relations and explored how firms engage in "coopetition". Nevertheless, cooperative strategy has not been integrated with literature on competitive strategy, and the interplay of competition and cooperation has remained under-researched. This special issue calls for research on the interplay of competition and cooperation that connects these separate streams of research, highlight value creation and appropriation in coopetitive interactions, and sheds light on the coevolution of competition and cooperation, while analyzing their consequences or identifying antecedents and mechanisms that drive their interplay and the trade-offs between them. The submission deadline is November 2, 2015.

Guest Editors:

picture of Werner Hoffmann Werner Hoffmann Vienna University of Economics and Business

picture of Dovev Lavie Dovev Lavie Technion-Israel Institute of Technology

picture of Jeffrey Reuer Jeffrey Reuer Purdue University

picture of Andrew Shipilov Andrew Shipilov INSEAD

Click here to read about the submission guidelines or to submit online.

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