Theory and research in strategic management: swings of a pendulum

Hoskisson, Robert E.

doi:10.1016/s0149-2063(99)00008-2

Cited by 335 publications

(517 citation statements)

References 94 publications

(120 reference statements)

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“…There is a general consensus that the growth in the field of SM study has reflected a tradition of theoretical pluralism (Bowman 1990) through the influence and learnings abut concepts and theories from other scientific fields (economics, psychology, political science, Table 3 continued 5 Day (1994) 17 Powell (1992) 89 Day and Nedungadi (1994) 99 Powell (1995) 95 Dean and Sharfman (1996) 7 Ring and Vandeven (1992) 67 Galunic and Rodan (1998) 59 Roberts and Dowling (2002) 33 Hall (1992) 94 Rugman and Verbeke (2001) 98 Hoskisson et al (1999) 84 Scherer and Palazzo (2007) 36 Lado and Wilson (1994) 73 Schweiger et al (1986) 91 Lavie (2006) 74 Schwenk (1984) 4 60 Shah and Ward (2003) 23 Mata et al (1995) 56 Smircich and Stubbart (1985) 28 Melville et al (2004) 25 Tsoukas (1996) 42 Subramaniam and Youndt (2005) 12 Waddock and Graves (1997) 43 Wade and Hulland (2004) 20 Walsh (1995) 41 Wright et al (2001) 39 Zaheer and Venkatraman (1995) 86 Zbaracki (1998) Scientometrics Scientometrics sociology and among others) and evolved in its concepts and approaches in accordance with changes in management styles and practices. Strategic field researchers provide a broad variety of alternative strategic models (Gluck et al 1980;Chaffee 1985;Bowman 1990;Porter 1996;McKinsey 2000).…”

Section: Research Findings and Discussionmentioning

confidence: 99%

A co-citation bibliometric analysis of strategic management research

2016

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Strategic management remains a recent field of research that is dynamic and changing with the global business economy. Given the sheer importance of research on this field of business management, this paper aims to conduct a co-citation bibliometric analysis of strategic management research. We map the authors and the most relevant approaches as well as detailing the new theoretical perspectives to strategic management theory. The analysis conducted uses three multivariate statistical analysis techniques in addition to the co-citation matrix to shed light on these issues. By incorporating all the citations that are included in the Science Citation Index and the Social Science Citation Index, we analyze co-citation patterns of the strategic management field during the period 1971-2014 and identify six subfields (clusters) that constitute the intellectual structure and investigate their mutual relationships. The main findings of the factor analysis suggest that there is a clear division between strategic entrepreneurship and corporate entrepreneurship. In addition, the concept of strategic behavior affects most strategic management research as evidenced by the co-citation analysis. A debate of future directions on the strategic management literature is discussed, which highlights the importance of combining more of a strategic entrepreneurship perspective based on behavioral intentions to the emerging research.

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Section: Research Findings and Discussionmentioning

confidence: 99%

A co-citation bibliometric analysis of strategic management research

2016

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“…Our findings have important implications for our understanding of how resources are developed, and their relationship with performance. To date the resource−performance relationship has occupied a central position in RBV research (Hoskisson et al, 1999). However, recent metaanalyses of empirical studies indicate that evidence for this relationship is less than conclusive (Barney and Arikan, 2001;Crook et al, 2008;Newbert, 2007).…”

Section: Discussionmentioning

confidence: 99%

Team‐specific Human Capital and Performance

Gerrard

Lockett

2016

British J of Management

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In this paper we explore the effects of team‐specific human capital (TSHC) on performance. We do so by delineating between two dimensions of TSHC, relating to team members and the team manager, and then exploring how the two dimensions may interact in shaping performance. Employing a 10‐year panel of football teams from the English Premier League we find that team members’ TSHC has a positive and significant effect on team performance, which is positively moderated by managers’ TSHC. Our results attest to the importance of considering both the team member and team manager dimensions of TSHC, and how the performance effects of team members’ TSHC are shaped by managers’ TSHC. Our results stand in stark contrast to the dramatic reduction in managerial tenure that has characterized the English Premier League in recent years.

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“…In RBV, firms and value chains are seen as a broad set of resources (Wernerfelt, 1984) that enable them to create different types of strategies (Javidan, 1998). The emphasis is on the internal capabilities of the firm as the foundation for its strategy (Hoskisson et al, 1999). Firms and chains are said to have a sustained competitive advantage when they are 'implementing a value creating strategy not simultaneously being implemented by any current or potential competitors and when these other firms are unable to duplicate the benefits of this strategy' (Barney, 1991, p. 102).…”

Section: Corporate Responsibility As a Resource And Source Of Sustainmentioning

confidence: 99%

Strategic Corporate Responsibility in the Food Chain

Heikkurinen

Forsman‐Hugg

2011

Corp Soc Responsibility Env

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This paper explores how food chain responsibility can be connected to strategy. The aim is to identify how strategic corporate responsibility (CR) intentions are in the Finnish food chain and analyse how competitiveness could be enhanced and sustained with strategic CR. The theoretical framework is built on a contextual definition from a resource-based view. A multiple case study method was deployed and the data were collected through 20 semi-structured interviews. It was found that the case companies aim at increasing their chain's competitiveness with CR. The food chain responsibility can be connected to strategy with varying depth and breadth. This results in four types of strategic CR combinations, namely: beyond-responsive & holistic; beyond-responsive & arrowhead; responsive & holistic; and responsive & arrowhead. The strategic CR combination that is rare, inimitable, and for which competitors cannot find substitutes, can yield a sustained competitive advantage and above-normal economic performance.

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Theory and research in strategic management: swings of a pendulum

Abstract: The development of the field of strategic management within the last two decades has been dramatic. While

Cited by 335 publications

References 94 publications

A co-citation bibliometric analysis of strategic management research

A co-citation bibliometric analysis of strategic management research

Team‐specific Human Capital and Performance

Strategic Corporate Responsibility in the Food Chain

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