Strategic Management Journal

1980 - 2025

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Volume 26, issue 13, 2005

The choice among acquisitions, alliances, and divestitures pp. 1183-1208

Belén Villalonga and Anita M. McGahan

Losing sight of the forest for the trees? Productive capabilities and gains from trade as drivers of vertical scope pp. 1209-1227

Michael G. Jacobides and Lorin M. Hitt

Incumbent pricing responses to entry pp. 1229-1248

Daniel Simon

Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms pp. 1249-1259

Jay J. Ebben and Alec C. Johnson

The effect of uncertainty and asset co‐specialization on governance in biotechnology alliances pp. 1261-1269

Michael D. Santoro and Joseph P. McGill

Volume 26, issue 12, 2005

Reducing slack: the performance consequences of downsizing by large industrial firms, 1977–93 pp. 1087-1108

E. Geoffrey Love and Nitin Nohria

MNE competence‐creating subsidiary mandates pp. 1109-1128

John Cantwell and Ram Mudambi

Structural vs. relational embeddedness: social capital and managerial performance pp. 1129-1151

Peter Moran

Foreign‐based competition and corporate diversification strategy pp. 1153-1171

Harry Bowen and Margarethe F. Wiersema

Market orientation and performance: an integration of disparate approaches pp. 1173-1181

G. Tomas M. Hult, David J. Ketchen and Stanley F. Slater

Volume 26, issue 11, 2005

Before and after the technology sector crash: the effect of environmental munificence on stock market response to alliances of e‐commerce firms pp. 987-1007

Namgyoo K. Park and John M. Mezias

Experience effects and collaborative returns in R&D alliances pp. 1009-1031

Rachelle C. Sampson

Embedded ties and the acquisition of competitive capabilities pp. 1033-1055

Bill McEvily and Alfred Marcus

Modeling alliance activity: an iterated prisoners' dilemma with exit option pp. 1057-1074

Richard J. Arend and Darryl A. Seale

Is performance driven by industry‐ or firm‐specific factors? A response to Hawawini, Subramanian, and Verdin pp. 1075-1081

Gerry McNamara, Federico Aime and Paul Vaaler

Is performance driven by industry‐ or firm‐specific factors? A reply to McNamara, Aime, and Vaaler pp. 1083-1086

Gabriel Hawawini, Venkat Subramanian and Paul Verdin

Volume 26, issue 10, 2005

Schumpeter's ghost: Is hypercompetition making the best of times shorter? pp. 887-911

Robert R. Wiggins and Timothy W. Ruefli

Distinguishing costs of cooperation and control in alliances pp. 913-932

Steven White and Steven Siu‐Yun Lui

Are emerging economies less efficient? Performance persistence and the impact of business group affiliation pp. 933-946

Aya Chacar and Balagopal Vissa

When do firms undertake R&D by investing in new ventures? pp. 947-965

Gary Dushnitsky and Michael J. Lenox

How do interdependencies among human‐capital deployment, development, and diversification strategies affect firms' financial performance? pp. 967-985

Yasemin Y. Kor and Huseyin Leblebici

Volume 26, issue 9, 2005

Managerial foresight and attempted rent appropriation: insider trading on knowledge of imminent breakthroughs pp. 791-808

Gautam Ahuja, Russell W. Coff and Peggy M. Lee

Benefiting from network position: firm capabilities, structural holes, and performance pp. 809-825

Akbar Zaheer and Geoffrey G. Bell

Stakeholder management as a predictor of CEO compensation: main effects and interactions with financial performance pp. 827-840

Joseph E. Coombs and K. Matthew Gilley

How advanced is the strategy paradigm? The role of particularism and universalism in shaping research outcomes pp. 841-854

Brian K. Boyd, Sydney Finkelstein and Steve Gove

Export and domestic sales: their interrelationship and determinants pp. 855-871

Robert Salomon and J. Myles Shaver

Comment on ‘Industry, corporate and business‐segment effects and business performance: a non‐parametric approach’ by Ruefli and Wiggins pp. 873-880

Anita M. McGahan and Michael E. Porter

Response to McGahan and Porter's commentary on ‘Industry, corporate and business‐segment effects and business performance: a non‐parametric approach’ pp. 881-886

Timothy W. Ruefli and Robert R. Wiggins

Volume 26, issue 8, 2005

Strategy making in novel and complex worlds: the power of analogy pp. 691-712

Giovanni Gavetti, Daniel A. Levinthal and Jan W. Rivkin

Asymmetric rivalry between strategic groups: response, speed of response and ex ante vs. ex post competitive interaction in the spanish bank deposit market pp. 713-745

Francisco J. Más‐Ruiz, Juan Nicolau and Felipe Ruiz‐Moreno

The persistence of distance? The impact of technology on MNE motivations for foreign investment pp. 747-767

Lilach Nachum and Srilata Zaheer

Antitrust holdup source, cross‐national institutional variation, and corporate political strategy implications for domestic mergers in a global context pp. 769-790

Joseph Clougherty

Volume 26, issue 7, 2005

Types of firms generating network externalities and MNCs' co‐location decisions pp. 595-615

Sea‐Jin Chang and Sekeun Park

Is failure good? pp. 617-641

Anne Marie Knott and Hart E. Posen

Implementation strategy and performance outcomes in related diversification pp. 643-664

Michael Shayne Gary

Strategic leadership and executive innovation influence: an international multi‐cluster comparative study pp. 665-682

Detelin S. Elenkov, William Judge and Peter Wright

Information asymmetry and investor valuation of IPOs: top management team legitimacy as a capital market signal pp. 683-690

Boyd D. Cohen and Thomas J. Dean

Volume 26, issue 6, 2005

Growth dynamics: the bidirectional relationship between interfirm collaboration and business sales in entrant and incumbent alliances pp. 497-521

Kulwant Singh and Will Mitchell

Strategic frameworks for understanding employer participation in school‐to‐work programs pp. 523-539

Frank Linnehan and Donna De Carolis

Resources and transaction costs: how property rights economics furthers the resource‐based view pp. 541-553

Kirsten Foss and Nicolai J. Foss

Relationship between innovativeness, quality, growth, profitability, and market value pp. 555-575

Hee‐Jae Cho and Vladimir Pucik

Competitive drivers and international plant configuration strategies: a product‐level test pp. 577-593

Rene Belderbos and Leo Sleuwaegen

Volume 26, issue 5, 2005

The co‐evolution of capabilities and transaction costs: explaining the institutional structure of production pp. 395-413

Michael G. Jacobides and Sidney Winter

Adaptation in vertical relationships: beyond incentive conflict pp. 415-440

Ranjay Gulati, Paul R. Lawrence and Phanish Puranam

Deregulation, governance structures, and efficiency: the U.S. electric utility sector pp. 441-460

Magali Delmas and Yesim Tokat

The influence of the financial press on stockholder wealth: the case of corporate governance pp. 461-471

Jonathan L. Johnson, Alan E. Ellstrand, Dan R. Dalton and Catherine M. Dalton

The influence of management journals in the 1980s and 1990s pp. 473-488

Philip M. Podsakoff, Scott B. MacKenzie, Daniel G. Bachrach and Nathan P. Podsakoff

How dynamics, management, and governance of resource deployments influence firm‐level performance pp. 489-496

Yasemin Y. Kor and Joseph T. Mahoney

Volume 26, issue 4, 2005

Conceptualizing executive hubris: the role of (hyper‐)core self‐evaluations in strategic decision‐making pp. 297-319

Nathan J. Hiller and Donald C. Hambrick

The value from acquiring and divesting a joint venture: a real options approach pp. 321-331

M. V. Shyam Kumar

The effect of alliance network diversity on multinational enterprise performance pp. 333-354

Anthony Goerzen and Paul W. Beamish

Managerial determinants of decision speed in new ventures pp. 355-366

Daniel P. Forbes

Consequences of measurement problems in strategic management research: the case of Amihud and Lev pp. 367-375

Brian K. Boyd, Steve Gove and Michael A. Hitt

Organizational governance and employee pay: how ownership structure affects the firm's compensation strategy pp. 377-384

Steve Werner, Henry L. Tosi and Luis Gomez‐Mejia

Toward a general theory of competitive dominance: comments and extensions on Powell (2003) pp. 385-394

Thomas C. Powell and Chris J. Lloyd

Volume 26, issue 3, 2005

Evolving sustainably: a longitudinal study of corporate sustainable development pp. 197-218

Pratima Bansal

Niche and performance: the moderating role of network embeddedness pp. 219-238

Ann Echols and Wenpin Tsai

Construct measurement in strategic management research: illusion or reality? pp. 239-257

Brian K. Boyd, Steve Gove and Michael A. Hitt

Marketing and technology resource complementarity: an analysis of their interaction effect in two environmental contexts pp. 259-276

Michael Song, Cornelia Droge, Sangphet Hanvanich and Roger Calantone

Conceptualizing and measuring capabilities: methodology and empirical application pp. 277-285

Shantanu Dutta, Om Narasimhan and Surendra Rajiv

Clusters, networks, and firm innovativeness pp. 287-295

Geoffrey G. Bell

Volume 26, issue 2, 2005

Knowledge relatedness and the performance of multibusiness firms pp. 97-119

Hüseyin Tanriverdi and N. Venkatraman

Does international research and development increase patent output? An analysis of Japanese pharmaceutical firms pp. 121-140

Joan Penner‐Hahn and J. Myles Shaver

Environment–strategy co‐evolution and co‐alignment: a staged model of Chinese SOEs under transition pp. 141-157

Justin Tan and David Tan

Stakeholder influences on sustainability practices in the Canadian forest products industry pp. 159-180

Sanjay Sharma and Irene Henriques

Symbolic or substantive document? The influence of ethics codes on financial executives' decisions pp. 181-195

John M. Stevens, H. Kevin Steensma, David A. Harrison and Philip L. Cochran

Volume 26, issue 1, 2005

When using knowledge can hurt performance: the value of organizational capabilities in a management consulting company pp. 1-24

Martine R. Haas and Morten T. Hansen

Where do capabilities come from and how do they matter? A study in the software services industry pp. 25-45

Sendil K. Ethiraj, Prashant Kale, M. S. Krishnan and Jitendra V. Singh

Revisiting the Miles and Snow strategic framework: uncovering interrelationships between strategic types, capabilities, environmental uncertainty, and firm performance pp. 47-74

Wayne S. DeSarbo, C. Anthony Di Benedetto, Michael Song and Indrajit Sinha

How much you know versus how well I know you: selecting a supplier for a technically innovative component pp. 75-96

Glenn Hoetker