Strategic Management Journal

1980 - 2025

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Volume 20, issue 12, 1999

Strategy research: governance and competence perspectives pp. 1087-1108

Oliver Williamson

Similarities and contradictions in the core logic of three strategy research streams pp. 1109-1132

Cynthia A. Lengnick‐Hall and James A. Wolff

Bridging ties: a source of firm heterogeneity in competitive capabilities pp. 1133-1156

Bill McEvily and Akbar Zaheer

Customer‐led and market‐oriented: a matter of balance pp. 1157-1163

Tom Connor

Market‐oriented is more than being customer‐led pp. 1165-1168

Stanley F. Slater and John C. Narver

Volume 20, issue 11, 1999

The long‐term performance of horizontal acquisitions pp. 987-1018

Laurence Capron

The impact of modes of entry and resource fit on modes of exit by multibusiness firms pp. 1019-1035

Sea Jin Chang and Harbir Singh

Decoupling risk taking from income stream uncertainty: a holistic model of risk pp. 1037-1062

Timothy B. Palmer and Robert M. Wiseman

Does corporate ownership structure affect its strategy towards diversification? pp. 1063-1069

Yakov Amihud and Baruch Lev

Agency theory and the influence of equity ownership structure on corporate diversification strategies pp. 1071-1076

David J. Denis, Diane K. Denis and Atulya Sarin

Ownership structure and corporate strategy: one question viewed from two different worlds pp. 1077-1086

Peter J. Lane, Albert A. Cannella, Jr. and Michael H. Lubatkin

Volume 20, issue 10, 1999

Learning to plan and planning to learn: resolving the planning school/learning school debate pp. 889-913

Peter J. Brews and Michelle R. Hunt

Ownership strategy of Japanese firms: transactional, institutional, and experience influences pp. 915-933

Andrew Delios and Paul W. Beamish

Interfirm differences in scale economies and the evolution of market shares pp. 935-952

Richard Makadok

The impact of stocks and flows of organizational knowledge on firm performance: an empirical investigation of the biotechnology industry pp. 953-968

Donna Marie DeCarolis and David L. Deeds

The myth of the unique decomposability: specializing the Herfindahl and entropy measures? pp. 969-975

William Acar and Kizhekepat Sankaran

Breaking the frame: an analysis of strategic cognition and decision making under uncertainty pp. 977-985

Gerard P. Hodgkinson, Nicola J. Bown, A. John Maule, Keith W. Glaister and Alan D. Pearman

Volume 20, issue 9, 1999

Sourcing strategies of U.S. service companies: a modified transaction–cost analysis pp. 791-809

Janet Y. Murray and Masaaki Kotabe

Pioneering advantages in manufacturing and service industries: empirical evidence from nine countries pp. 811-835

X. Michael Song, C. Anthony Di Benedetto and Yuzhen Lisa Zhao

Shared knowledge, “glitches,” and product development performance pp. 837-865

David Hoopes and Steven Postrel

Explaining interfirm cooperation and performance: toward a reconciliation of predictions from the resource‐based view and organizational economics pp. 867-888

James G. Combs and David J. Ketchen, Jr.

Volume 20, issue 8, 1999

Constructing competitive advantage: the role of firm–constituent interactions pp. 691-710

Violina P. Rindova and Charles J. Fombrun

Geographic scope, product diversification, and the corporate performance of Japanese firms pp. 711-727

Andrew Delios and Paul W. Beamish

Competing capitalisms: capital investment in American, German, and Japanese firms pp. 729-748

L. G. Thomas and Geoffrey Waring

Operational flexibility and market valuation of earnings pp. 749-761

Charles Y. Tang and Surinder Tikoo

Determinants of executive beliefs: comparing functional conditioning and social influence pp. 763-790

Prithviraj Chattopadhyay, William H. Glick, C. Chet Miller and George P. Huber

Volume 20, issue 7, 1999

Ambiguity and the process of knowledge transfer in strategic alliances pp. 595-623

Bernard L. Simonin

Matching method to paradigm in strategy research: limitations of cross‐sectional analysis and some methodological alternatives pp. 625-636

Harry Bowen and Margarethe F. Wiersema

An empirical analysis of sustained advantage in the U.S. pharmaceutical industry: impact of firm resources and capabilities pp. 637-653

Poh‐Lin Yeoh and Kendall Roth

Product innovation, product–market competition and persistent profitability in the U.S. pharmaceutical industry pp. 655-670

Peter W. Roberts

Testing metric equivalence in cross‐national strategy research: an empirical test across the United States and Japan pp. 671-689

M. Bensaou, Michael Coyne and N. Venkatraman

Volume 20, issue 6, 1999

Doomed from the start: what is the value of selecting a future dominant design? pp. 495-518

Linda F. Tegarden, Donald E. Hatfield and Ann E. Echols

The relative influence of industry and corporation on business segment performance: an alternative estimate pp. 519-547

Thomas H. Brush, Philip Bromiley and Margaretha Hendrickx

Conceptual maps of the leading MBA programs in the United States: core courses, concentration areas, and the ranking of the school pp. 549-565

Eli Segev, Adi Raveh and Moshe Farjoun

Using information‐processing theory to understand planning/performance relationships in the context of strategy pp. 567-577

Patrick R. Rogers, Alex Miller and William Q. Judge

People matter: commitment to employees, strategy and performance in Korean firms pp. 579-593

Jangwoo Lee and Danny Miller

Volume 20, issue 5, 1999

Network location and learning: the influence of network resources and firm capabilities on alliance formation pp. 397-420

Ranjay Gulati

The relationship between corporate entrepreneurship and strategic management pp. 421-444

Bruce R. Barringer and Allen C. Bluedorn

Top management team diversity, group process, and strategic consensus pp. 445-465

Don Knight, Craig L. Pearce, Ken G. Smith, Judy D. Olian, Henry P. Sims, Ken A. Smith and Patrick Flood

Creating value through mutual commitment to business network relationships pp. 467-486

Desirée Blankenburg Holm, Kent Eriksson and Jan Johanson

Rethinking research methods for the resource‐based perspective: isolating sources of sustainable competitive advantage pp. 487-494

Michael J. Rouse and Urs S. Daellenbach

Volume 20, issue 4, 1999

Conditioned emergence: a dissipative structures approach to transformation pp. 297-316

Robert Macintosh and Donald Maclean

The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study pp. 317-338

Gianni Lorenzoni and Andrea Lipparini

Strategic consensus and performance: the role of strategy type and market‐related dynamism pp. 339-357

Christian Homburg, Harley Krohmer and John P. Workman.

Financial performance and survival of multinational corporations in China pp. 359-374

Yigang Pan and Peter S. K. Chi

The contribution of product quality to competitive advantage: impacts on systematic variance and unexplained variance in returns pp. 375-384

Mark Kroll, Peter Wright and Richard A. Heiens

Organizational configurations and performance: the role of statistical power in extant research pp. 385-395

Tamela D. Ferguson and David J. Ketchen, Jr

Volume 20, issue 3, 1999

Feedback‐seeking behavior within multinational corporations pp. 205-222

Anil K. Gupta, Vijay Govindarajan and Ayesha Malhotra

Toward a contingent resource‐based theory: the impact of information asymmetry on the value of capabilities in veterinary medicine pp. 223-250

Thomas H. Brush and Kendall W. Artz

Dynamics of dyadic competitive interaction pp. 251-278

Joel A. C. Baum and Helaine J. Korn

A revealed preference study of management journals’ direct influences pp. 279-296

Alireza Tahai and Michael J. Meyer

Volume 20, issue 2, 1999

Reciprocal threats in multimarket rivalry: staking out ‘spheres of influence’ in the U.S. airline industry pp. 101-128

Javier Gimeno

Manufacturing‐based relatedness, synergy, and coordination pp. 129-145

Caron H. St. John and Jeffrey S. Harrison

To be different, or to be the same? It’s a question (and theory) of strategic balance pp. 147-166

David L. Deephouse

Risk measures in strategic management research: auld lang syne? pp. 167-194

Timothy W. Ruefli, James M. Collins and Joseph R. Lacugna

Use of partial least squares (PLS) in strategic management research: a review of four recent studies pp. 195-204

John Hulland

Volume 20, issue 1, 1999

The relative impact of actual and potential rivalry on firm profitability in the pharmaceutical industry pp. 1-14

Karel Cool, Lars‐Hendrik Röller and Benoit Leleux

‘Trojan horse’ or ‘Workhorse’? the evolution of U.S.–Japanese joint ventures in the United States pp. 15-29

Jean-Francois Hennart, Thomas Roehl and Dixie S. Zietlow

Emergence of entrepreneurs following exogenous technological change pp. 31-47

Richard J. Arend

Value co‐production: intellectual origins and implications for practice and research pp. 49-65

Rafael Ramírez

Corporate political strategies and firm performance: indications of firm‐specific benefits from personal service in the U.S. government pp. 67-81

Amy J. Hillman, Asghar Zardkoohi and Leonard Bierman

The impact of U.S. company internationalization on top management team advice networks: a tacit knowledge perspective pp. 83-92

Nicholas Athanassiou and Douglas Nigh

A decade of corporate women: some progress in the boardroom, none in the executive suite pp. 93-100

Catherine M. Daily, S. Trevis Certo and Dan R. Dalton