Strategic Management Review

2020 - 2025

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Retrospective on Corporate Renewal pp. 179-191: Kathryn Rudie Harrigan
Prospective on Corporate Renewal pp. 193-204: Emilie R. Feldman and Arkadiy V. Sakhartov
Corporate Renewal across Businesses and Countries pp. 205-233: Heather Berry and Aseem Kaul
Multi-business Firms' Corporate Renewal Decisions: Divestiture Governance Mode Choice of Corporate Spin-Offs and Equity Carve-Outs pp. 235-280: Sandra Corredor and Joseph T. Mahoney
Focused Renewal: Reflections on Berry and Kaul, and Corredor and Mahoney pp. 281-283: Paul Nary
Behavioral Innovation and Corporate Renewal pp. 285-322: Nathan R. Furr and J. P. Eggers
Corporate Renewal through Internal Innovation: The Four 'R's of Corporate Bricolage pp. 323-354: Douglas J. Miller
Toward a Unified Theory of Internal Innovation and Strategic Renewal: Comment on Furr & Eggers and Miller pp. 355-361: Dan J. Wang
Corporate Renewal and Turnaround of Troubled Businesses: The Private-Equity Advantage pp. 363-390: Kathryn Rudie Harrigan and Brian M. Wing
Declining Markets, Resource Specificity, and Redeployment Decisions pp. 391-412: Timo Sohl and Timothy B. Folta
Divestitures, Value Creation, and Corporate Scope pp. 413-436: Elena Vidal

Prioritizing Research in Strategic Management: Insights from Practitioners and Academics pp. 1-28: Saikat Chaudhuri, Michael J. Leiblein and Jeffrey J. Reuer
Is Competitive Advantage Intellectually Sustainable? pp. 29-46: Marvin Lieberman
The Virtues and Limitations of Dynamic Capabilities pp. 47-78: David J. Collis and Bharat N. Anand
The Firm versus the Market: Dehomogenizing the Transaction Cost Theories of Coase and Williamson pp. 79-118: Per Bylund
Data Models as Organizational Design: Coordinating beyond Boundaries Using Artificial Intelligence pp. 119-144: Tom Steinberger and Margarethe Wiersema
Fundamental Issues in Strategy: A Comment pp. 145-156: Peter J. Buckley
Response to Peter Buckley's Comment on "Fundamental Issues in Strategy" pp. 157-162: David J. Teece
Joint Ventures: The Next Frontiers of Analysis pp. 163-177: James Bamford and Benjie Jenkins

Hopping Tables â€” An Introduction to the SMR Special Issue on Open Innovation pp. 207-222: Janet Bercovitz and Henry Chesbrough
Open Innovation: A Theory-Based View pp. 223-232: Teppo Felin and Todd R. Zenger
Hand in Glove: Open Innovation and the Dynamic Capabilities Framework pp. 233-253: David J. Teece
Who Captures Value from Open Innovation â€” The Firm or Its Employees? pp. 255-276: Keld Laursen and Ammon Salter
The Interplay Between Open Innovation and Lean Startup, or, Why Large Companies Are Not Large Versions of Startups pp. 277-303: Henry Chesbrough and Christopher Tucci
Why Do User Communities Matter for Strategy? pp. 305-353: Sonali K. Shah and Frank Nagle
Dear Enemy: The Dynamics of Conflict and Cooperation in Open Innovation Ecosystems pp. 355-379: Gurneeta Vasudeva, Aija Leiponen and Stephen Jones

Foundations and Futures of Strategic Management pp. 1-33: Michael J. Leiblein and Jeffrey J. Reuer
Has Strategic Management Research Lost Its Way? pp. 35-73: Paul L. Drnevich, Joseph T. Mahoney and Dan Schendel
Strategic Reality Today: Extraordinary Past Success, but Difficult Challenges Loom pp. 75-101: Richard A. Bettis and Daniela Blettner
Fundamental Issues in Strategy: Time to Reassess? pp. 103-144: David J. Teece
A Possible Micro-Foundation for the RBV and its Implications pp. 145-158: Birger Wernerfelt
Growing and Shrinking pp. 159-178: Jody Magliolo, Tammy L. Madsen and Gordon Walker
Corporate Strategy: Past, Present, and Future pp. 179-206: Emilie R. Feldman