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 Yet journals relevant to strategic management do not publish replication studies.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.

Editors:

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.

Editors:

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.

Editors:

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

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 July 1, 2015.

Guest Editors:

picture of Werner Hoffmann Werner Hoffmann WU-Vienna

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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