Value Creation in Innovation Ecosystems: How the Structure of Technological Interdependence Affects Firm Performance in New Technology Generations
By: Ron Adner and Rahul Kapoor
Volume 31, Issue 3
Do Formal Contracts and Relational Governance Function as Substitutes or Complements?
by: Laura Poppo and Todd Zenger
Volume 23, Issue 8
How Much Does Industry Matter, Really?
by: Anita M. McGahan and Michael E. Porter
Volume 18, Issue S1
Strategic Alliances and Interfirm Knowledge Transfer
by: David C. Mowery, Joanne E. Oxley, and Brian Silverman
Technological Acquisitions and the Innovation Performance of Acquiring Firms: A Longitudinal Study
by: Gautam Ahuja and Riitta Katila
Capabilities, Cognition, and Inertia: Evidence from Digital Imaging
by: Mary Tripsas and Giovanni Gavetti
Alliances and Networks
by: Ranjay Gulati
Cognitive Change, Strategic Action, and Organizational Renewal
by: Pamela Barr, Larry Stimpert, and Anne Hufff
Strategizing, Economizing, and Economic Organization
by: Oliver Williamson
Towards an Attention-Based View of the Firm
by: William Ocasio
Measuring Competence? Exploring Firm Effects in Pharmaceutical Research
by: Rebecca M Henderson and Iain M. Cockburn
Why do Firms Differ, and How Does it Matter
by: Richard Nelson
Understanding Dynamic Capabilities
by: Sidney Winter
Structuring Cooperative Relationships Between Organizations
by: Peter Smith Ring and Andy Van De Ven
Dynamic Capabilities: What Are They?
by: Kathy Eisenhardt and Jeff Martin
Toward A Knowledge-Based Theory Of The Firm" and "Making Knowledge The Basis Of A Dynamic Theory Of The Firm
by: Robert M Grant and J-C Spender
Of Strategies, Deliberate and Emergent
by: Henry Mintzberg and James A Waters
Exploring Internal Stickiness: Impediments to the Transfer of Best Practice within the Firm
by: Gabriel Szulanski
Dynamic Capabilities and Strategic Management
by: David J Teece, Gary Pisano, and Amy Shuen
The Myopia of Learning
by: Daniel A Levinthal and James G March
Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development
by: Dorothy Leonard
Strategic Assets and Organizational Rent
by: Raphael Amit and Paul J H Schoemaker
The Cornerstones of Competitive Advantage: A Resource-Based View
by: Margaret A Peteraf
Joint Ventures: Theoretical and Empirical Perspectives
by: Bruce Kogut
How Much Does Industry Matter?
by: Richard P Rumelt
by: Marvin B Lieberman and David B Montgomery
Configurations of Strategy and Structure: Towards a Synthesis
by: Danny Miller
A Resource-based View of the Firm
by: Birger Wernerfelt
The Dominant Logic: A New Linkage Between Diversity and Performance
by: C K Prahalad and Richard A Bettis
In 1993, approximately 13 years after the Strategic Management Journal was launched, an annual best paper prize was established by co-sponsors Wiley and the Strategic Management Society to honor substantial work published in the SMJ. The award is for a paper published five or more years prior to the recognition. This delay allows time for the impact of papers to be assessed in terms of citations and influence of the paper on teaching, research, and/or practice. Once eligible, a paper remains eligible until selected as the best paper. Continued eligibility allows recognition to be made for those insights and findings that sometimes occur before their time and only become widely recognized as significant until other work is published.
The award committee consists of the Editorial Board of the Strategic Management Journal.
Authors of the winning paper receive a monetary award of US $5,000. The award is given and the author(s) are recognized at the SMS Annual Conference and are invited to participate in the SMS Awards & Honors Webinar Series.
We are delighted to award the 2021 Dan and Mary Lou Schendel Best Paper Prize to Keld Laursen and Ammon Salter for “Open for Innovation: The Role of Openness in Explaining Innovation Performance among Manufacturing Firms.” Published in 2006, this outstanding paper was a pioneering study in the then-nascent area of open innovation. Empirically, it was among the first to examine open innovation through a large-sample study. Theoretically, the authors persuasively decomposed external search into breadth- and depth-related components, each of which has a distinct effect on innovative outcomes. This paper has proven to be a key linchpin in the evolution of the open innovation literature. Not surprisingly, it is one of the most highly cited articles published in Strategic Management Journal over the last 15 years, and appears on numerous syllabi of graduate courses in technology strategy. Congratulations, Keld and Ammon!