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The Relevance of Strategy Research: Practitioner and Academic Viewpoints

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  • C. Gopinath
  • Richard C. Hoffman

Abstract

It is important for strategy research to have practical relevance given its professional orientation. the differing perspectives of academics and managers and the rapid development of the field of strategic management suggests a need to address the field's future direction. In this paper, a practitioners' agenda for the field is developed based on a survey of chief executive officers (CEOs) of major US corporations. A comparison of this agenda with one generated by academics highlights the differences between the two constituencies concerning issues of relevance for the future. Compared to academics, CEOs emphasize operating issues; disagree on the priority of strategic issues; and are generally unfamiliar with research‐based journals. the two agendas should be viewed as complementary. Some implications for the field are discussed and suggestions made for dealing with the issue of relevance in future research and communicating the results to managers.

Suggested Citation

  • C. Gopinath & Richard C. Hoffman, 1995. "The Relevance of Strategy Research: Practitioner and Academic Viewpoints," Journal of Management Studies, Wiley Blackwell, vol. 32(5), pages 575-594, September.
    • Handle: RePEc:bla:jomstd:v:32:y:1995:i:5:p:575-594
    DOI: 10.1111/j.1467-6486.1995.tb00789.x
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    Cited by:

    1. Bullinger, Bernadette & Kieser, Alfred & Schiller-Merkens, Simone, 2015. "Coping with institutional complexity: Responses of management scholars to competing logics in the field of management studies," Scandinavian Journal of Management, Elsevier, vol. 31(3), pages 437-450.
    2. Splitter, Violetta, 2019. "Balancing continuity and novelty: The practical relevance of management research from the practitioners' perspective," SocArXiv v4su8, Center for Open Science.
    3. Brock, David M., 2005. "Multinational acquisition integration: the role of national culture in creating synergies," International Business Review, Elsevier, vol. 14(3), pages 269-288, June.
    4. Wei Shi & Guoli Chen & Boshuo Li, 2023. "Problem Solving or Responsibility Avoidance? The Role of CEO Internal Attribution Tendency in Shaping Corporate Downsizing in Response to Performance Shortfalls," Journal of Management Studies, Wiley Blackwell, vol. 60(5), pages 1273-1301, July.
    5. Delke, Vincent & Schiele, Holger & Buchholz, Wolfgang & Kelly, Stephen, 2023. "Implementing Industry 4.0 technologies: Future roles in purchasing and supply management," Technological Forecasting and Social Change, Elsevier, vol. 196(C).
    6. Ghosh, Suvankar & Troutt, Marvin D. & Thornton, John H. & Felix Offodile, O., 2010. "An empirical method for assessing the research relevance gap," European Journal of Operational Research, Elsevier, vol. 201(3), pages 942-948, March.
    7. Eden, Colin & Ackermann, Fran, 2018. "Theory into practice, practice to theory: Action research in method development," European Journal of Operational Research, Elsevier, vol. 271(3), pages 1145-1155.
    8. Breunig, Karl Joachim & Christoffersen, Line, 2016. "If x then why? Comparative analysis using critical incidents technique," Journal of Business Research, Elsevier, vol. 69(11), pages 5141-5146.

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