Strategic Management Journal

04/10/2023 Akshay S Bhat,XLRI 1

Strategic Management

Journal

Journal Review by Akshay S. Bhat, XLRI

Tier I Journal


Disclaimer

Information Extracted from the websites, hardcopy

of SMJ

Some verbatim statements have

not been italicized

It may not be very comprehensive but

will act as an indicator of the trends in SMJ

What the presenter may

deem important may not be your

point of view. Kindly appreciate

differences


Work I have done is original and my own effort• No Outsourcing, Collusion• May have not gone in depth to the degree required in a few cases• Ethics maintained


History

“The Strategic Management Society was founded at an initial

meeting in London in 1981, founding officers were elected on a second conference held in

Montreal in 1982, and the founding constitution was drawn

and approved at the third meeting in Paris in 1983. There

were 459 original founding members of the Society”


Membership

• SMS has nearly 3,000 members from more than eighty different countries. Membership is open to anyone who is active in the Strategic Management field, either as an academic scholar or teacher, as a business practitioner, or in a consulting capacity. There are three distinct memberships.

Regular• Regular membership is open to all individuals who are actively involved in the field of Strategic

Management. The membership provides opportunities for exchange and networking through enrollment and participation in two of the currently ten Interest Groups. Involvement in meetings, conferences and calls for papers and proposals are offered to all members, as are preferential rates to all meetings and conferences and discounts for the SMS Book Series. Membership spans an entire calendar year, and includes subscriptions to all three journals.

Emeritus• Emeritus membership is offered to individuals who are passed the age of 65 and have been an SMS

member for at least 10 years. These individuals can request to have their membership status changed to Emeritus. All rights of the full membership remain.

Student• Student membership is offered to individuals who are enrolled full-time, in-residence at the PhD

granting institution. Individuals can be SMS student members for up to 5 years. For the initial year of student status, proof of enrollment from the PhD granting institution and confirmation letter from a major professor is required. All rights of the regular membership exist.


Initiatives

The Strategy Research Foundation (SRF) • support the generation,• preservation • dissemination of new knowledge in the field of Strategic

Management.

The SRF provides support, primarily in the form of research grants, to academic

researchers with the aim of promoting their research and inviting them to tackle problems and issues as defined in the annual SRF call for proposals for the General Research Program

and the Dissertation Research Program.


SMS - Academia


Prefatorily

Aspects of Strategic Management

Improvement and Development of Theory –Acads &

Practice

Editorial Board acts as referees plus critiques

are published

Updated and warranted

Overall, SMJ provides a communication

forum for advancing strategic management theory and practice.


Themes

strategic resource allocation

organization structure

leadership

entrepreneurship

organizational purpose

Evaluation

planning processes

strategic decision processes

Strategic Alliances


My Study

August 2010 to July 2012

All 24 months covered as per the assignment

Comprehensive Excel Sheet

Assigned as per the areas promulgated by SMJ

Demarcated only one category, overlapping was eliminated

Simple Statistics done to analyze trends

Seminal Papers were comprehensively Studied (A few have been included in todays presentation)

Expectations from SMJ, Call for papers

What I feel they look at

Month Research Articles and Commentry ThemeTrying to become a different type of company: dynamic capability at Smith Corona Organizational StructureAre joint ventures positive sum games? The relative effects of cooperative and noncooperative behavior Strategic AlliancesIncumbent firm invention in emerging fields: evidence from the semiconductor industry Strategic Resource AllocationValue creation, competition, and performance in buyer-supplier relationships Organizational PurposePositional rigidity: low performance and resource acquisition in large and small firms Strategic Resource AllocationThe influence of executive cognition on competitive dynamics LeadershipTesting management theories: critical realist philosophy and research methods EvaluationExclusivity in licensing alliances: using hostages to support technology commercialization Strategic AlliancesThe intra-alliance division of value created through collaboration Strategic AlliancesA dual agency view of board compensation: the joint effects of outside director and CEO stock options on firm risk LeadershipMutual dependence, partner substitutability, and repeated partnership: the survival of cross-border alliances Strategic AlliancesClarifying the conditions and limits of the contributions of ordinary and dynamic capabilities to relative firm performance Strategic Resource AllocationMNEs and corruption: the impact of national institutions and subsidiary strategy EvaluationWho gets the carrot and who gets the stick? Evidence of gender disparities in executive remuneration EvaluationCapture, governance, and resilience: strategy implications from the history of Rome Strategic Decision MakingAre family-friendly workplace practices a valuable firm resource? Strategic Resource AllocationThe implementation and structuring of divestitures: the unit's perspective Strategic Resource AllocationStrategic change and termination of interfirm partnerships Strategic AlliancesEffects of alliances, time, and network cohesion on the initiation of foreign sales by new ventures Strategic AlliancesRole of resource gap and value appropriation: effect of reputation gap on price premium in online auctions EvaluationActions speak louder than modes: antecedents and implications of parent implementation capabilities on business unit performance Strategic AlliancesResources, environmental change, and survival: asymmetric paths of young independent and subsidiary organizations LeadershipDomestic mindsets and early international performance: The moderating effect of global industry conditions Strategic AlliancesShadow of the contract: how contract structure shapes interfirm dispute resolution ConceptualThe relationship between networks, institutional development, and performance in foreign investments Strategic Decision MakingMental models, decision rules, and performance heterogeneity Strategic Resource AllocationCorporate Governance and returns on information technology investment: evidence from an emerging market Strategic Decision MakingSynergy, coordination costs, and diversification choices Strategic AlliancesFirm resources, competitive actions and performance: investigating a mediated model with evidence from the in-vitro diagnostics industry Planning ProcessesMultinationals' response to major disasters: how does subsidiary investment vary in response to the type of disaster and the quality of country governance? Organizational PurposeErratic strategic decisions: when and why managers are inconsistent in strategic decision making Strategic Decision MakingGoverning collaborative activity: interdependence and the impact of coordination and exploration Strategic AlliancesThe effects of board human and social capital on investor reactions to new CEO selection LeadershipWhat's all that (strategic) noise? anticipatory impression management in CEO succession LeadershipThe role of technical expertise in firm governance structure: evidence from chief financial offi cer contractual incentives Strategic Resource AllocationGlobal equity offerings, corporate valuation, and subsequent international diversification Strategic AlliancesDifferences in managerial discretion across countries: how nation-level institutions affect the degree to which ceos matter LeadershipWhere can capabilities come from? network ties and capability acquisition in business groups Strategic Resource AllocationIntegrating distributed work: comparing task design, communication, and tacit coordination mechanisms Planning ProcessesGeographic distance and corporate acquisitions: signals from IPO firms Strategic Decision MakingWhen are assets complementary? star scientists, strategic alliances, and innovation in the pharmaceutical industry Strategic AlliancesDoing good deeds in times of need: a strategic perspective on corporate disaster donations EvaluationOpportunistic behaviors in franchise chains: the role of cohesion among franchisees ConceptualFast and expensive: the diffusion of a disappointing innovation EvaluationThe impact of norm-conforming behaviors on firm reputation Organizational PurposeLeaving our comfort zone: Integrating established practices with unique adaptations to conduct survey-based strategy research in nontraditional contexts Organizational StructureEntry into new niches: the effects of firm age and the expansion of technological capabilities on innovative output and impact Strategic Decision MakingBoards, CEOs, and surviving a financial crisis: Evidence from the internet shakeout LeadershipThe benefits of geographic sales diversification: How exporting facilitates capital investment Strategic Decision MakingThe value of relational learning in global buyer-supplier exchanges: a dyadic perspective and test of the pie-sharing premise Strategic AlliancesExamining the performance effects of post spin-off links to parent firms: should the apron strings be cut? Strategic AlliancesEvolving communication patterns in response to an acquisition event Organizational StructureMNC strategies, exogenous shocks, and performance outcomes Strategic Decision MakingEstimating the patent premium: Evidence from the Australian Inventor Survey Strategic Resource AllocationCEO Dismissal: The role of investment analysts LeadershipSocial networks and opportunity recognition: A cultural comparison between Taiwan and the United States Strategic Resource AllocationValue creation and value capture with frictions Organizational PurposeThe advantage of foreignness in innovation Strategic Resource AllocationUtangling Dynamic and Operational Capabilities: Strategy for the (N)ever-Changing World Strategic Resource AllocationDo switching costs mediate the relationship between entry timing and performance? Strategic Decision MakingPlatform envelopment Evaluation

December SE

January

February

March

April

May

June

July

August

September

October

November


Call For Papers

Audience

QuestionsAnswers


According to SMJ

• Influential work asks questions that a particular audience believes are important and

• provides answers that the audience believes arise from reliable research design audiences, questions, and answers in the discipline of strategic management scholarship by publishing papers that provide advances in research methods


Papers must be within the four dimensions (which are true for all SMJ articles I have read)

• more reliable answers to traditional • questions within existing fields of enquiry, as well as work that opens up new

questions and/or expands the audience

Traditional and/or new questions

• work that builds within traditional qualitative, quantitative, and logical methodological disciplines and/or work that pulls together intersections of insights across methods

Within and/or across methods

• that demonstrates how to apply methods used in other fields to • strategic management research as well as work that changes traditional methods

in ways that make them more directly applicable to strategic management questions and scholars

Within and/or across fields:

• varied positions along the theory-data continuum, including developing theory, testing theory, examining data, describing phenomena, and/or improving reliability and accuracy.

Theory-data continuum:


Two elements to every

paper

Core: focused core discussion that addresses

the three important points I discussed in the last slide

Supplement

Second, where appropriate, a supplement that includes data,

proofs, techniques, and/or other background materials.

Ideally, readers of the articles will have access to materials, data, and techniques that will help them learn the methods and apply them to their own

work.


Circa 2012

January to July was studied

Segregation into important themes

Prominent ResourceStrategic Decision Making

Org. Structure Evaluation Leadership

Strategic Alliances (Once a favorite), Entrepreneurship covered albeit in backdrop

04/10/2023 16

Break up

Akshay S Bhat,XLRI

Strategic Resource Alloca-tion; 9; 20%

Organizational Structure; 6; 13%Leadership; 4; 9%

Organizational Purpose; 1; 2%

Evaluation; 9; 20%

Planning Process; 3; 7%

Strategic Decision; 7; 16%

Strategic Alliances; 5; 11% Conceptual; 1; 2%

Strategic Resource Allocation

Organizational Structure

Leadership

Entrepreneurship

Organizational Purpose

Evaluation

Planning Process

Strategic Decision

Strategic Alliances

Conceptual


2012

Topic Nos PercentageStrategic Resource Allocation 7 17.5Organizational Structure 2 5Leadership 2 5Entrepreneurship 0 0Organizational Purpose 4 10Evaluation 11 27.5Organizational Process 1 2.5Strategic Decision Making 5 12.5Strategic Alliances 5 12.5Conceptual 3 7.5

40


2012 SE (Jun)

Special Edition FocusEvaluationOrganizational StructureOrganizational PurposeLeadershipStrategic Resource AllocationStrategic Resource AllocationStrategic AlliancesOrganizational Structure


Circa 2011

Full Year was analyzed

Stark Differences ,

Strategic Alliances, Process

Related Papers were high

Prominent, Leadership was again popular

Strategic Alliances

Resource Allocation


Process Evaluation

Strategic Decision Making

Leadership (Only CEO’s? Why?)


Circa 2011

Strategic Resource Al-location

18%


5%

Leadership14%

Organizational Purpose6%

Evaluation14%Planning Processes

3%


15%

Strategic Al-liances

22%

Conceptual3%


Circa 2011

Topic Nos PercentageStrategic Resource Allocation 12 18.46Organizational Structure 3 4.62Leadership 9 13.85Entrepreneurship 0 0.00Organizational Purpose 4 6.15Evaluation 9 13.85Planning Processes 2 3.08Strategic Decision Making 10 15.38Strategic Alliances 14 21.54Conceptual 2 3.08

65


Circa 2010

Strategic Resource Allocation7%


7%Leadership

11%

Entrepreneurship7%

Evaluation22%

Strategic Decision Making22%

Strategic Alliances19%

Conceptual4%

Papers 2010


Circa 2010

Topic Nos PercentageStrategic Resource Allocation 2 7.41Organizational Structure 2 7.41Leadership 3 11.11Entrepreneurship 2 7.41Organizational Purpose 0 0.00Evaluation 6 22.22Planning Processes 0 0.00Strategic Decision Making 6 22.22Strategic Alliances 5 18.52Conceptual 1 3.70

27


Circa 2010

Old time favorite was the ones popular in the

subsequent years

But noted that Entrepreneurship was

prominent

SEJ has been handling Entrepreneurship since

then

Strategic Decision Making and Evaluation,

Process Related are important topics


SMJ o

ver t

he Ye

ars

New Section Introduced

• Research Prospective, a new feature of the Strategic Management Journal (SMJ).

• SMJ's goal of promoting, in an impactful way, the future direction of the strategic management field. SMJ will publish occasional Research Prospectives (RPs), which will be short articles that can generate and focus intellectually stimulating debate on strategic management research.

• first RP, a highly engaging discussion by Connie Helfat and Sid Winter that addresses opportunities to advance research on dynamic capabilities, appeared in the November 2011 issue.

• The RP places the dynamic capabilities research stream in a critical spotlight, illuminates important issues to be addressed, clarifies concepts, and helps provide a robust foundation for future research

• Generally 1~2 per issue


Diminishing, Surging Trends

2012 2011 2010Topic Nos Nos Nos

Strategic Resource Allocation 7 12 2

Organizational Structure 2 3 2

Leadership 2 9 3Entrepreneurship 0 0 2

Organizational Purpose 4 4 0

Evaluation 11 9 6Organizational

Process 1 2 0Strategic Decision

Making 5 10 6Strategic Alliances 5 14 5

Conceptual 3 2 1


2012


Seminal Papers

Jan 2012

Jan

When does corporate venture capital add value for new ventures?


The differing effects of agent and founder CEOs on the firm's market expansion LeadershipThe Impact of Local Demand on Innovation in a Global Industry Evaluation

Who leaves, where to, and why worry? employee mobility, entrepreneurship and effects on source firm performance


Entry into platform-based marketsStrategic Decision Making

Prospectives section of Strategic Management Journal EvaluationThe search for asterisks: Compromised statistical tests and flawed theories Conceptual


Seminal Papers

Jan 2012

When does corporate venture capital add value for new ventures?

New ventures face a trade-off when considering corporate venture capital (CVC) funding.

Corporate investors can provide complementary assets that enhance the commercialization of new venture technologies.

However, tight links with a particular corporate investor has drawbacks and may constrain new ventures from accessing complementary assets from diverse sources in an open market.

Explore conditions under which CVC funding is beneficial to new ventures. Using a sample of computer, semiconductor, and wireless ventures

CVC funding is particularly beneficial for new ventures when they require specialized complementary assets or operate in uncertain environments.


Kind of Hypothesis

• “Hypothesis 1: CVC funding will be more beneficial to new venture performance when new ventures require specialized complementary assets compared with new ventures that require generic complementary assets.

• Hypothesis 2: CVC funding will be more beneficial to new venture performance when new ventures operate in uncertain environments compared with new ventures that operate in stable environments.”

• Not simple flowing hypothesis but rather well thought of…


Methodology

Research setting, data, and sample (Extracted Verbatim, internal purposes only)

• We used the VentureXpert database as our primary source of data on new ventures, their investors, and VC funding deals. We supplemented the VentureXpert database with several sources, including LinkSV (www.linksv.com), the Internet Archive service (www.archive.org), Factiva, Lexis-Nexis, and hand collected data from Internet searches to increase the accuracy of the data and reduce missing data. In addition, we used COMPUSTAT, the U.S. Patent and Trademark Office (USPTO), and Security Data Corporation (SDC) databases to collect data for various control variables.

• Our sample consisted of 198 wireless communications service (VentureXpert code = 1320), 111 computer hardware (VentureXpert code = 2100), and 199 semiconductor (VentureXpert code = 3111//3112) ventures founded in the United States that received their first round of funding from CVC and/or IVC funds between 1990 and 2003. Our sample period facilitated a reasonably complete dataset of venture investments as the frequency of missing data from the VentureXpert database was substantially greater for investments prior to 1990. CVC activities also became prevalent after 1990 (Gaba and Meyer, 2008). A sample period ranging over 14 years ensured sufficient variance of environmental factors, enabling us to test our hypotheses.


My take- Jan 2012

• Topics are relevant• Heavily Quant Based• Controlled Environment• Sample findings • Sample Size range around 200/500 in most papers• Laboratory Set up feel• Lots of Assumptions• I could be wrong in interpretation• Dependent on standardized data (Databases, Reports etc.)• Ivory Tower Research


Just to Clarify

• “Another limitation involves our sample, which includes only new ventures receiving venture financing from CVC and/or IVC investors. Given the capital-intensive nature of our sample industries, we suspect that most new ventures in these industries will raise venture capital financing of some sort”

• “Another avenue for future research would be to link CVC investment relationships with corporate governance issues. ”

• That’s why the previous slide


Jan 2012

Paper 2

The differing effects of agent and founder CEOs on the firm's market expansion

Thesis that CEO influence evolves differently for founders and agents

Theorize that at the beginning of their tenures, founder CEOs can pursue market expansion more aggressively than agent CEOs, because they take office with the combination of motivation, power, and requisite knowledge that agent CEOs build over time

Subsequently, however, founder CEOs have less access to the administrative infrastructure necessary to sustain a growing firm, making them less able than agent CEOs to continue market expansion mid-tenure and more severely constrained by market complexity

A longitudinal study of cable television operators confirms that the firm's market expansion follows an inverted U-shape for agents and a downward slope for founders, while market complexity reduces market expansion, especially for founders


Paper 2 Cntd. Jan

2012

Research setting

hypotheses examined in a longitudinal study of cable television operators in the United States between 1972 and 1996.

Two reasons. the primary alternatives available to cable operators in this time period were limited to organic growth, market expansion initiatives,vertical integration into cable programming, which only a handful of firms pursued

Control for organic growth opportunities and vertical integration, enabling a clear focus on market expansion.

Second, there are similar numbers of agent CEOs and founder CEOs in the industry, enabling a robust comparison of their tenures' influence on the expansion of their firms.

My observation : Every Paper had justified and defended as to why that particular sample was taken, sometimes mooting for the cause of publication.


Paper 2 Cntd. Jan

2012

• Richness of Data, Controlled


Jan 2012

Article 2

longitudinal dataset of both public and private cable television operators allows us to observe how agency alters the market expansion patterns of CEOs

Demonstrate that the 'inverted U-shaped' life cycle applies only to agent CEOs and that the limits imposed by market complexity are most salient to founder CEOs


Jan 2012

Article 2

Snapshot of the Article, SMJ 2012, Jan.


June 2012 SE

June SE

Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance Evaluation

Organizational structure as a determinant of performance: Evidence from mutual fundsOrganizational Structure

Architecture, attention, and adaptation in the multibusiness firm: General electric from 1951 to 2001

Organizational Purpose

The role of individuals in the information processing perspective LeadershipStructural knowledge: how executive experience with structural composition affects intrafirm mobility and unit reconfiguration


Spillovers across organizational architectures: The role of prior resource allocation and communication in post-acquisition coordination outcomes


The architecture of collaboration Strategic AlliancesA network perspective on organizational architecture: performance effects of the interplay of formal and informal organization



June 2012 SE

Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance

Sustainable high performance requires the capacity to simultaneously explore and exploit, the management literature is divided on the most feasible and efficient route toward this end.

Two proposed approaches for achieving simultaneously high levels of exploration and exploitation

organizational ambidexterity

organizational vacillation.

Map these approaches onto a common performance landscape, making precise the empirical question of which delivers superior long run performance.

Analyze canonical cases from both literatures, examining patterns of decision making and corresponding performance over time.

These cases suggest that vacillation may offer higher long run performance than ambidexterity, while ambidexterity enhances performance on the margin when utilized within larger epochs of vacillation

But Both Complement each other


Proposed Model –

Cntd.

• While our qualitative analysis of historically wide and deep canonical cases provides the benefits of richness critical to understanding the mechanisms that deliver ambidexterity, the method does not provide for conclusive statistical assessment of the competing mechanisms.


Cntd. Exploration, Exploitation, Performance

• “Given our assumptions, Figure 2 provides a three-dimensional representation of the relationships among the three variables that satisfies our assumptions. Specifically, exploration and exploitation are located along the x- and y-axes, respectively, and performance, as expected economic profitability (a function of such exploration and exploitation combinations), is positioned vertically on the z-axis.”


• Again Special Edition while focusing on the non Quant Areas/Basically a bit away from panel data had an Element of Quantitative Methods which is so important to SMJ


• I chose this paper : “Spillovers across organizational architectures: The role of prior resource allocation and communication in post-acquisition coordination outcomes” as it explicitly chose Prior Resource Allocation as it was one of the most important themes

• Discussed Overlap as an important theme– post-acquisition performance– experiments– organizational architecture and design– behavioral uncertainty and coordination

June 2012 SE

2nd Paper


What this paper

tells us

• Integrate insights from – organization design,– economic game theory– social psychology

• to examine the role of prior resource allocation and communication in alleviating behavioral uncertainty arising in inter unit coordination settings

• Context of post-acquisition coordination, focusing on the extent to which routines created under one organizational architecture (i.e., interorganizational alliances) may transfer to another organizational architecture (i.e., internal divisional structures via acquisition of alliance partners).

• Using a randomized experimental design find that “prior resource allocation decisions in the absence of prior communication lowers post-acquisition performance due to the development and transference of pre-acquisition stage routines that may be inappropriate post-acquisition”

• Post-acquisition performance is aided, however, by the formation of noncompetitive routines in the pre-acquisition stage in the presence of communication.


Theory worked upon is:-

At the core, organization

design grapples with two

complementary problems

(1) how to best partition tasks

across organizational players; and

(2) how to reconnect these organizational

elements to best realize the

organization's strategic goals

June 2012 SE

2nd Paper


• Explanation with a hypothetical example to elucidate new concepts (New for SMJ, which Caters to an erudite audience)

June 2012 SE

2nd Paper


Just

Added

Re

cent

While product market choices have been central to strategy formulation for firms in the past, the integration of financial markets makes the choice of capital markets an equally important strategic decision.

Advance a comparative institutional perspective to explain capital market choice by firms making an IPO in a foreign market.

find that internal governance characteristics (founder-CEO, executive incentives, and board independence) and

external network characteristics (prestigious underwriters, degree of venture capitalist syndication, and board interlocks)

significant predictors of foreign capital market choice by foreign IPO firms.

This papers results suggest foreign IPO firms select a host market where the firms' governance characteristics and third party affiliations fit the host market's institutional environment

August 2012

Prod

uct t

o

Finan

cial

Mkt

.


But to study this they took US and UK firms

United States Formal RegulationMarket TransactionsInterests of shareholders vis a vis managersIncentive Alignment

UK Social Networks

Actors play a central role

Monitoring

An understanding of these fundamental institutional differences helps to provide general perceptions of what constitutes ‘good governance,’ identify powerful stakeholders in these two markets, and explain the exchange listing decisions of foreign IPOs.

This institutional argument suggests that firm-level characteristics interact with institutional environments to jointly affect the strategic choices of firm

August 2012


A firm's initial choice of capital market in which to make its first public equity offer is an important domain choice that may impact its growth and development in the long run.

This paper offers theoretical and empirical insights into how firms make their IPO market decision when they consider a listing outside their home markets.

By combining IPO research with institutional perspective

the authors offer a richer theoretical framework

suggests that economic rationale behind these choices should be analyzed within a more contextualized approach

Focus on issues related to institutional fit.

A more contextualized approach offers a number of further research avenues that may lead to a more holistic view of the complex interrelationship between governance and key strategic decisions.

August 2012


I thought

This was a new perspective

Can I co-relate this with Strategic Alliances

Trust, Faith, Brand Reputation, Legacy of a Corporate Firm in addition to what they have

already touched upon “Corporate Governance”

Again Quantitative, tells you What is connected but not the How part, a

Qualitative survey would have captured it

If they started with a few Heuristics did not maintain that tempo midway a

quantitative study

But a new insightful paper


2011


Just to Recapitulate, Leadership is

new..

Strategic Resource Allocation 12 18.46Organizational Structure 3 4.62Leadership 9 13.85Entrepreneurship 0 0.00Organizational Purpose 4 6.15Evaluation 9 13.85Planning Processes 2 3.08Strategic Decision Making 10 15.38Strategic Alliances 14 21.54Conceptual 2 3.08

65

Or rather … Leadership has lost focus in SMJ..


Jan 2011joint ventures;value creation;

transaction cost economics;resource-based view;

event studies

Are joint ventures positive sum games? The relative effects of cooperative and noncooperative behavior

Examining the interrelationship between the values created for two partners when they announce a JV.

If cooperative behavior and common benefits are more influential than noncooperative behavior and private benefits, there will be a positive association between the values created for the two partners.

Conversely, if private benefits and no cooperative behavior are more influential, there will be a negative association as partners derive value at the expense of each other rather than by creating new opportunities through the JV.Using a sample of 344 evidence of a positive association between the values created for the two partners after controlling for various factors.

This suggests that the stock market perceives JVs to be positive sum games rather than zero sum games, and that value creation in JVs is mainly attributable to synergies rather than appropriation of resources.

This paper then also reveals other conditions under which cooperative behavior and noncooperative behavior become dominant, such as the strength of the resources of the two partners, product market competition, and JV experience


TESTING MANAGEMENT THEORIES: CRITICAL REALIST PHILOSOPHY AND RESEARCH METHODS

This study identifies the practical and philosophical difficulties associated with testing strategic management and organization theories. Working from a critical realist perspective:-

the importance of falsification and verification efforts for progress in theory development.

advocate a four-step approach for advancing theory testing that prioritizes identifying and testing

for the presence and effects of hypothesized causal mechanisms, rather than solely focusing on

correlational methods to jointly test the set of effects composing a theoretical system.

Going beyond prior critical realist writings, by providing practical guidance for deploying established research methods to test management theories.

Feb 2011


Feb 2011

“Some challenges to testing management theories are inherent to the complex, open, and changing nature of organizations and their contexts” (Verbatim extraction)

Most empirical studies in strategic management use correlational methods that do not directly test the explanatory mechanisms proposed by our theories empirical research grows in the management field and methods proliferate we need to recheck our methods

Macro-organizational phenomena are often not amenable to laboratory research, although it may be possible to extrapolate, mutatis mutandis, from laboratory research on individuals and groups to the organization level.

Efforts to isolate social phenomena in laboratory

Has artificialityAlteration of behavorial responsesAll nitty gritties cannot be incorporatedInitial conditions are difficult to get


Suggested..


Are family-friendly workplace practices a valuable firm resource?

Work-life balance; family-friendly work practices; nonmarket strategies; firm performance; management practices; resource-based view

Determinants and consequences of family-friendly workplace practices (FFWP) using a sample of over 450 manufacturing firms in Germany, France, U.K., and U.S.

Positive correlation between firm productivity and FFWP.

This association disappears, however, once control for a measure of the quality of management practices.

Further firms with a higher proportion of female managers and more skilled workers, as well as well-managed firms, tend to implement more FFWP.

Conversely, a firm's environment does not have a significant impact on the FFWP it provides.

April 2011


Few Qualitative studies in SMJ, but was backed by Quantitative data

Interviews took about 50 minutes on average and were run from a single U.K. site. a high response rate of 54 percent, which was achieved through four steps:

First, the interview was introduced as ‘a piece of work” without discussion of the firm's financial position or company accounts, making it relatively uncontroversial for managers to participate. Interviewers did not discuss financials in the interviews, both to maximize managers' participation and to ensure our interviewers were truly blind on the firm's financial position.

Second, questions were ordered to begin with the least controversial (shop floor management) and finish with the most controversial (pay, promotions, and firings). The FFWP questions were placed at the end of the interview to ensure as much candor as possible in managers' responses.

Third, the performance of the interviewers was monitored as was the proportion of interviews achieved, so interviewers were persistent in chasing firms

The questions are also about practices within the firm that any plant manager can respond to, so there were potentially several managers per firm who could be contacted.

Fourth, written endorsements of the ‘Bundesbank’ (in Germany), the ‘Banque de France,’ and the ‘Treasury’ (in the United Kingdom) helped demonstrate to managers that this was an important exercise with official support.


2010

Strategic Resource Allocation7%


7%Leadership

11%

En-trepreneur-

ship7%

Evaluation22%


22%

Strategic Al-liances19%

Conceptual4%

Papers 2010


Will cover just one, the one on Entrepreneurship

This paper investigates the effect of compensation of corporate personnel on their investment in new technologies.

Focus on a specific corporate activity, namely corporate venture capital(CVC), describing minority equity investment by established-firms in entrepreneurial ventures.

The setting offers an opportunity to compare corporate investors to investment experts, the independent venture capitalists (IVCs). On average, there is an observation of a performance gap between corporate investors and their independent counterparts.

Interestingly, the performance gap is sensitive to CVCs’ compensation scheme: it is the largest when CVC personnel are awarded performance pay

Study the association between incentives and performance but also document a direct relationship between incentives and the actions managers undertake.

Find a parallel pattern when analyzing the relationship between compensation and another investment practice, staging of investment.

To conclude, the paper investigates the three elements of the principal-agent framework, thus providing direct evidence that compensation schemes (incentives) shape investment practices (managerial action), and ultimately investors’ outcome (performance)


Geographic Diversity – Extracted from an old SMJ Paper

• Membership of the Strategic Management Society and Academy of Management has become increasingly global over the past 20 years

• Interestingly, the proportion of North American authors in SMJ has remained fairly constant (around 80% of all authors) over the survey period.

• This is not to imply that a lack of trend in the aggregate does not hide some interesting developments at the regional level.

• For instance, U.K. authors comprised 16 percent of the authorship in the first 10 years but only 6 percent in the last 10 years. Similarly, Europe and the rest of the world averaged around 20 percent of all authorships in the last 3 years of the sample (1997–99), up from 9 percent between 1990 and 1996.




Afterthought• A typical article in 1980 was a 15-page single-authored theory piece

using 20 references that probably took less than a year to appear in print after submission.

• A typical article in 1999 was a multi-authored empirical piece using hundreds of cases, 70 or more references, and running to more than 20 pages in length. The authors could expect to wait over 2 years for their submission to appear in print.

• SMJ has expanded the number of issues from four per volume in 1980 to 12 per volume in 1999 and 13 per volume in 2002.

• But Lags : A combination of factors may play a role. It may be that longer, more complex articles are taking longer to review and revise. It is also possible that the editorial board may not have expanded to match the increase in submissions,2 or that editorial standards have risen over time so that more revisions are now being required


• ‘more empirical research is needed in the field. We do not want for theories, but we do want for theories that have been adequately tested against empirical data. . .future research should, wherever possible, be normative in character. . . future research should be more rigorous.’

• the relative infrequency of non empirical papers in recent years suggests that it has become harder to make a competitive contribution


Thank You

Strategic Management Journal

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