Strategic Management Journal

Journal Review by Akshay S. Bhat, XLRI

Strategic
Management
Journal

Tier I Journal
1/24/2013 Akshay S Bhat,XLRI 1

Disclaimer

Information
Some verbatim
Extracted from the
statements have
websites, hardcopy
not been italicized
of SMJ

What the presenter
It may not be very may deem
comprehensive but important may not
will act as an be your point of
indicator of the view. Kindly
trends in SMJ 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) The SRF provides support, primarily in the
• support the generation, form of research grants, to academic
• preservation researchers with the aim of promoting their
• dissemination of new knowledge in the field of Strategic research and inviting them to tackle problems
Management. 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

Overall, SMJ provides
Improvement and
a communication
Development of
forum for advancing
Theory –Acads &
strategic management
Practice
theory and practice.

Editorial Board acts as
Updated and
referees plus critiques
warranted
are published


Themes


The influence of executive cognition on competitive dynamics Leadership
Testing management theories: critical realist philosophy and research methods Evaluation
February Exclusivity in licensing alliances: using hostages to support technology commercialization Strategic Alliances
The intra-alliance division of value created through collaboration Strategic Alliances
A dual agency view of board compensation: the joint effects of outside director and CEO stock options on firm risk Leadership
Mutual dependence, partner substitutability, and repeated partnership: the survival of cross-border alliances Strategic Alliances
Clarifying the conditions and limits of the contributions of ordinary and dynamic capabilities to relative firm performance Strategic Resource Allocation
March MNEs and corruption: the impact of national institutions and subsidiary strategy Evaluation

My Who gets the carrot and who gets the stick? Evidence of gender disparities in executive remuneration
Capture, governance, and resilience: strategy implications from the history of Rome
Are family-friendly workplace practices a valuable firm resource?
The implementation and structuring of divestitures: the unit's perspective
Evaluation
Strategic Decision Making
Strategic Resource Allocation

Study
April Strategic change and termination of interfirm partnerships Strategic Alliances
Effects of alliances, time, and network cohesion on the initiation of foreign sales by new ventures Strategic Alliances
Role of resource gap and value appropriation: effect of reputation gap on price premium in online auctions Evaluation
Actions speak louder than modes: antecedents and implications of parent implementation capabilities on business unit performance Strategic Alliances
Resources, environmental change, and survival: asymmetric paths of young independent and subsidiary organizations Leadership
May Domestic mindsets and early international performance: The moderating effect of global industry conditions Strategic Alliances
Shadow of the contract: how contract structure shapes interfirm dispute resolution Conceptual
The relationship between networks, institutional development, and performance in foreign investments Strategic Decision Making
Mental models, decision rules, and performance heterogeneity Strategic Resource Allocation
Corporate Governance and returns on information technology investment: evidence from an emerging market Strategic Decision Making
June Synergy, coordination costs, and diversification choices Strategic Alliances
Firm resources, competitive actions and performance: investigating a mediated model with evidence from the in-vitro diagnostics industry Planning Processes

August 2010 to July 2012 Multinationals' response to major disasters: how does subsidiary investment vary in response to the type of disaster and the quality of country governance?
Erratic strategic decisions: when and why managers are inconsistent in strategic decision making
Governing collaborative activity: interdependence and the impact of coordination and exploration
Organizational Purpose
Strategic Alliances
The effects of board human and social capital on investor reactions to new CEO selection Leadership
July
What's all that (strategic) noise? anticipatory impression management in CEO succession Leadership
The role of technical expertise in firm governance structure: evidence from chief financial officer contractual incentives Strategic Resource Allocation
Global equity offerings, corporate valuation, and subsequent international diversification Strategic Alliances

All 24 months covered as per the assignment Differences in managerial discretion across countries: how nation-level institutions affect the degree to which ceos matter
Where can capabilities come from? network ties and capability acquisition in business groups
August Integrating distributed work: comparing task design, communication, and tacit coordination mechanisms
Leadership
Planning Processes
Geographic distance and corporate acquisitions: signals from IPO firms Strategic Decision Making
When are assets complementary? star scientists, strategic alliances, and innovation in the pharmaceutical industry Strategic Alliances
Doing good deeds in times of need: a strategic perspective on corporate disaster donations Evaluation
Opportunistic behaviors in franchise chains: the role of cohesion among franchisees Conceptual

Comprehensive Excel Sheet September
Fast and expensive: the diffusion of a disappointing innovation
The impact of norm-conforming behaviors on firm reputation
Leaving our comfort zone: Integrating established practices with unique adaptations to conduct survey-based strategy research in nontraditional contexts
Evaluation
Organizational Structure
Entry into new niches: the effects of firm age and the expansion of technological capabilities on innovative output and impact Strategic Decision Making
Boards, CEOs, and surviving a financial crisis: Evidence from the internet shakeout Leadership
The benefits of geographic sales diversification: How exporting facilitates capital investment Strategic Decision Making
The value of relational learning in global buyer-supplier exchanges: a dyadic perspective and test of the pie-sharing premise Strategic Alliances

Assigned as per the areas promulgated by SMJ October Examining the performance effects of post spin-off links to parent firms: should the apron strings be cut?
Evolving communication patterns in response to an acquisition event
MNC strategies, exogenous shocks, and performance outcomes
Strategic Alliances
Estimating the patent premium: Evidence from the Australian Inventor Survey Strategic Resource Allocation
CEO Dismissal: The role of investment analysts Leadership
Social networks and opportunity recognition: A cultural comparison between Taiwan and the United States Strategic Resource Allocation
November Value creation and value capture with frictions Organizational Purpose

Demarcated only one category, overlapping was eliminated The advantage of foreignness in innovation
Utangling Dynamic and Operational Capabilities: Strategy for the (N)ever-Changing World
Do switching costs mediate the relationship between entry timing and performance? Strategic Decision Making
Platform envelopment Evaluation
December SE

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


Call For
Papers

Audience

Answers Questions


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)

Traditional and/or • more reliable answers to traditional
• questions within existing fields of enquiry, as well as work that opens up new
new questions questions and/or expands the audience

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

Within and/or • 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
across fields: questions and scholars

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


Two
elements
to every
paper

Core: focused core
discussion that addresses
Supplement
the three important points I
discussed in the last slide

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

Strategic
Org.
Prominent Resource Decision Evaluation Leadership
Structure
Making

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


Break
up
Conceptual
Planning Process Strategic Alliances 1 Strategic Resource Allocation
3 5 2%
7% 11% Organizational Structure

Strategic Decision Leadership
7
16% Entrepreneurship
Strategic Resource
Allocation Organizational Purpose
9
20% Evaluation
Planning Process
Strategic Decision
6 Strategic Alliances
Evaluation Leadership 13%
9 Conceptual
4
20% 9%
Organizational Purpose Entrepreneurship
1 0
2% 0%


2012

Topic Nos Percentage
Strategic Resource Allocation 7 17.5
Organizational Structure 2 5
Leadership 2 5
Entrepreneurship 0 0
Organizational Purpose 4 10
Evaluation 11 27.5
Organizational Process 1 2.5
Strategic Decision Making 5 12.5
Strategic Alliances 5 12.5
Conceptual 3 7.5
40


2012 SE (Jun)

Special Edition Focus
Evaluation
Leadership
Strategic Alliances


Circa
2011

Strategic
Alliances

Resource
Allocation

Organizational
Stark Differences Structure
, Strategic
Prominent, Leadership
Full Year was analyzed Alliances, Process
was again popular
Related Papers were
high Process
Evaluation

Strategic
Decision Making

Leadership (Only
CEO’s? Why?)


Circa
2011
Conceptual
3%

Strategic
Resource
Allocation
18% Organizational
Strategic Alliances Structure
22% 5%

Strategic Decision
Leadership
Making
14%
15%

Evaluation Entrepreneurship Organizational
Planning 14% 0% Purpose
Processes
6%
3%


Circa
2011

Organizational Structure 3 4.62
Leadership 9 13.85
Entrepreneurship 0 0.00
Organizational Purpose 4 6.15
Evaluation 9 13.85
Planning Processes 2 3.08
Conceptual 2 3.08
65


Circa
2010

Strategic Resource
Allocation
Papers 2010 Conceptual
Organizational
4% 8%
Structure
7%
Strategic Alliances
19%
Leadership
11%

Strategic Decision
Making
22%
Evaluation
22% Entrepreneurship
7%
Organizational
Planning Processes Purpose
0% 0%


Circa
2010

Leadership 3 11.11
Evaluation 6 22.22
Conceptual 1 3.70
27


Circa
2010

Strategic Decision
Old time favorite was But noted that SEJ has been handling Making and
the ones popular in the Entrepreneurship was Entrepreneurship since Evaluation, Process
subsequent years prominent then Related are important
topics


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 2010
Topic Nos Nos Nos
Strategic Resource
Allocation 7 12 2
Organizational
Structure 2 3 2
Leadership 2 9 3
Entrepreneurship 0 0 2
Organizational
Purpose 4 4 0
Evaluation 11 9 6
Organizational
Process 1 2 0
Strategic Decision
Making 5 10 6
Strategic Alliances 5 14 5
Conceptual 3 2 1


2012


Seminal
Papers
Jan 2012

Strategic
Resource
When does corporate venture capital add value for new ventures? Allocation
The differing effects of agent and founder CEOs on the firm's market expansion Leadership
The Impact of Local Demand on Innovation in a Global Industry Evaluation
Strategic
Jan
Who leaves, where to, and why worry? employee mobility, entrepreneurship and effects Resource
on source firm performance Allocation
Strategic Decision
Entry into platform-based markets Making
Prospectives section of Strategic Management Journal Evaluation
The 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

Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and
organizational performance Evaluation
Organizational
Organizational structure as a determinant of performance: Evidence from mutual funds Structure
Architecture, attention, and adaptation in the multibusiness firm: General electric from Organizational
1951 to 2001 Purpose
June The role of individuals in the information processing perspective Leadership
SE Structural knowledge: how executive experience with structural composition affects Strategic Resource
intrafirm mobility and unit reconfiguration Allocation
Spillovers across organizational architectures: The role of prior resource allocation and Strategic Resource
communication in post-acquisition coordination outcomes Allocation
The architecture of collaboration Strategic Alliances
A network perspective on organizational architecture: performance effects of the Organizational
interplay of formal and informal organization Structure


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 organizational ambidexterity
achieving simultaneously high levels
of exploration and exploitation 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


June
2012 SE
2nd
Paper

• 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


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.


June
2012 SE
2nd
Paper

At the
core, organization
Theory worked design grapples
upon is:- with two
complementary
problems

(2) how to
(1) how to best reconnect these
partition tasks organizational
across elements to best
organizational realize the
players; and 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)


August
2012

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 find that internal governance characteristics (founder-CEO, executive incentives, and board
comparative independence) and
institutional
perspective to explain external network characteristics (prestigious underwriters, degree of venture capitalist
capital market choice syndication, and board interlocks)
by firms making an IPO
in a foreign market. 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

But to study this they took US and UK firms

United States Formal Regulation
Market Transactions
Interests of shareholders vis a vis managers
Incentive 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 the authors offer a richer theoretical framework
research with
institutional suggests that economic rationale behind these choices should be analyzed within a more contextualized
approach
perspective
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.


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, Leaders
hip is new..

Leadership 9 13.85
Evaluation 9 13.85
Conceptual 2 3.08
65

Or rather … Leadership has lost focus in SMJ..


Jan 2011
joint 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


Feb
2011

TESTING MANAGEMENT THEORIES: CRITICAL REALIST PHILOSOPHY AND RESEARCH
METHODS

This study the importance of falsification and verification efforts for progress in theory
identifies the development.
practical and
philosophical advocate a four-step approach for advancing theory testing that prioritizes
difficulties identifying and testing
associated with
testing strategic for the presence and effects of hypothesized causal mechanisms, rather than
management solely focusing on
and organization
theories. correlational methods to jointly test the set of effects composing a
Working from a theoretical system.
critical realist
perspective:-
Going beyond prior critical realist writings, by providing practical guidance
for deploying established research methods to test management theories.


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 Has artificiality
social phenomena Alteration of behavorial responses
in laboratory
All nitty gritties cannot be incorporated
Initial conditions are difficult to get


Suggested..


April
2011

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.


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.


Strategic
Conceptual
4%
Papers 2010 Resource
Allocation
Strategic 8% Organizational
Alliances Structure
19% 7%

Leadership
11%
Strategic Decision
Making
22% Evaluation
22%

Planning Organizational
Processes Purpose Entrepreneurship
0% 0% 7%

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


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