The aim of this paper is to extend recent reflection on the evolution of strategic management by analyzing the field's object of study: strategy. We show how the concept of strategy has formed the backbone of the development of strategic management as an academic field and how consensus regarding it has evolved in the academic community during the stages of its historical development. We also address changes in the structure of the definition as it evolved through the growth of internal consistency, the centrality degree of the key terms that have shaped it, and how this evolution fostered the emergence of new research topics during the development of the discipline.

The paper presents the dynamics of the strategic management scientific community network during knowledge creation and dissemination through the Strategic Management Journal from 1980 to 2009. The paper describes the evolution of the participant countries' position within the network structure. We present the different stages that the network goes through, the vertices' transformation into nodes and hubs, and the statistical significance level of cooperation between the country in the core position and the countries in the semi-periphery and periphery positions during their evolution and growth.

The aim of this paper is to extend our knowledge about the power‐law relationship between citation‐based performance and coauthorship patterns in papers in the natural sciences. We analyzed 829,924 articles that received 16,490,346 citations. The number of articles published through coauthorship accounts for 89%. The citation‐based performance and coauthorship patterns exhibit a power‐law correlation with a scaling exponent of 1.20 ± 0.07. Citations to a subfield's research articles tended to increase 2.1.20 or 2.30 times each time it doubled the number of coauthored papers. The scaling exponent for the power‐law relationship for single‐authored papers was 0.85 ± 0.11. The citations to a subfield's single‐authored research articles increased 2.0.85 or 1.89 times each time the research area doubled the number of single‐authored papers. The Matthew Effect is stronger for coauthored papers than for single‐authored. In fact, with a scaling exponent <1.0 the impact of single‐authored papers exhibits a cumulative disadvantage or inverse Matthew Effect.

The aim of this paper is to determine the role that academic collaboration plays on the impact of Latin-American and the Caribbean research on management as an academic research discipline. The results show that the impact of Latin American articles on management, which were published between 1990 and 2010 in JCR journals is positively associated to collaboration r s = .133, p = .001. Collaborated articles have on average 1.22 times more impact than single authored ones. The level of collaboration is positively correlated to impact r s = .337, p = .001. Articles published through international collaboration have 1.59 times more impact than those published through domestic collaboration.