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Content
June 1992, Volume 13, Issue S1
December 1991, Volume 12, Issue S2
- 1-3 Editor's comments on the winter special issue
by Dan Schendel - 5-29 Strategic management and economics
by Richard P. Rumelt & Dan Schendel & David J. Teece - 31-50 The functions of the HQ unit in the multibusiness firm
by Alfred D. Chandler - 51-59 Takeovers in the '60s and the '80s: Evidence and implications
by Andrei Shleifer & Robert W. Vishny - 61-74 Why do firms differ, and how does it matter?
by Richard R. Nelson - 75-94 Strategizing, economizing, and economic organization
by Oliver E. Williamson - 95-117 Towards a dynamic theory of strategy
by Michael E. Porter - 119-136 Modeling, game theory, and strategic management
by Garth Saloner - 137-152 Does strategy research need game theory?
by Colin F. Camerer - 153-155 Burning your britches behind you: Can policy scholars bank on game theory?
by Steven Postrel
June 1991, Volume 12, Issue S1
- 1-3 Introduction to the special issue on global strategy
by Dan Schendel - 5-16 Global strategic management: Impact on the new frontiers of strategy research
by Christopher A. Bartlett & Sumantra Ghoshal - 17-31 An empirical analysis of the determinants of global integration
by Stephen J. Kobrin - 33-47 Country capabilities and the permeability of borders
by Bruce Kogut - 49-68 A resource‐based analysis of global competition: The case of the bearings industry
by David J. Collis - 69-82 Strategic management models and resource‐based strategies among mnes in a host market
by Stephen B. Tallman - 83-103 Competition for competence and interpartner learning within international strategic alliances
by Gary Hamel - 105-124 Global strategic linkages and industry structure
by Nitin Nohria & Carlos Garcia‐Pont - 125-143 Implementing global strategies: The role of procedural justice
by W. Chan Kim & Renée A. Mauborgne - 145-164 Managing DMNCs: A search for a new paradigm
by Y. L. Doz & C. K. Prahalad - 165-173 Cultural roots of economic performance: A research noteA
by Richard H. Franke & Geert Hofstede & Michael H. Bond
November 1991, Volume 12, Issue 8
- 563-588 Supplier relations and management: A survey of Japanese, Japanese‐transplant, and U.S. auto plants
by Michael A. Cusumano & Akira Takeishi - 589-606 Strategy, structure, and performance of U.S. manufacturing and service MNCs: A comparative analysis
by Mohammed M. Habib & Bart Victor - 607-629 Vertical integration in Franchise systems: Agency theory and resource explanations
by Mick Carney & Eric Gedajlovic - 631-641 Do changes in organizational status affect financial performance?
by David Parker & Keith Hartley
October 1991, Volume 12, Issue 7
- 479-491 Institutional ownership, capital structure, and firm performance
by Rajeswararao Chaganti & Fariborz Damanpour - 493-507 Globalization frustrated: The case of white goods
by Charles W. F. Baden‐Fuller & John M. Stopford - 509-522 The performance impact of strategy ‐ manager coalignment: An empirical examination
by Anisya S. Thomas & Robert J. Litschert & Kannan Ramaswamy - 523-533 Successful bear‐fighting strategies
by Hein Schreuder & Patrick Van Cayseele & Patrick Jaspers & Bert De Graaff - 535-548 Porter's ‘competitive advantage of nations’: An assessment
by Robert M. Grant - 549-555 Research notes and communications co‐ordinating mechanisms, consensus between marketing and manufacturing groups, and marketplace performance
by Caron H. St. John & Leslie W. Rue - 557-562 Research notes and communications management and organizational change: A note on the railroad industry
by Curtis M. Grimm & Ken G. Smith
September 1991, Volume 12, Issue 6
- 403-418 Toward a theory of competitive market signaling: A research agenda
by Oliver Heil & Thomas S. Robertson - 419-432 Country—specific advantage and international cooperation
by Weijian Shan & William Hamilton - 433-448 Sensemaking and sensegiving in strategic change initiation
by Dennis A. Gioia & Kumar Chittipeddi - 449-461 Critique of Henry Mintzberg's ‘The design school: Reconsidering the basic premises of strategic management’
by H. Igor Ansoff - 463-466 Learning 1, planning 0 reply to Igor Ansoff
by Henry Mintzberg - 467-478 The rise and fall of a market leader: Frozen foods in the U.K
by Oliver Heil & Paul Geroski & Tassos Vlassopoulos
July 1991, Volume 12, Issue 5
- 327-351 Strategic decision models: Integrating different perspectives
by Michael A. Hitt & Beverly B. Tyler - 353-370 The effect of compensation program and structure on sbu competitive strategy: A study of technology‐intensive firms
by Craig S. Galbraith & Gregory B. Merrill - 371-386 Loop‐based strategic decision support systems
by Peter P. Merten - 387-393 Joint ventures vs. Non‐joint ventures: An empirical investigation
by David H. Kent - 395-402 How sensitive is executive compensation to organizational size?
by Richard A. Lambert & David F. Larcker & Keith Weigelt
May 1991, Volume 12, Issue 4
- 251-270 The strategy‐shareholder value relationship: Testing temporal stability across market cycles
by Michael Lubatkin & Sayan Chatterjee - 271-279 Capital market evaluation of M‐form implementation and diversification strategy
by Robert E. Hoskisson & Jeffrey S. Harrison & David A. Dubofsky - 281-297 Organizational fit and acquisition performance: Effects of post‐acquisition integration
by Deepak K. Datta - 299-306 Profitability and market share: A reflection on the functional relationship
by Joachim Schwalbach - 307-320 Interpreting and responding to strategic issues: The impact of national culture
by Susan C. Schneider & Arnoud De Meyer - 321-326 The influence of ownership on performance: An empirical study
by Sharon L. Oswald & John S. Jahera
March 1991, Volume 12, Issue 3
- 167-185 How much does industry matter?
by Richard P. Rumelt - 187-199 A longitudinal study of the cause and consequences of changes in diversification in the U.S. pharmaceutical industry 1977–1986
by Charles W. L. Hill & Gary S. Hansen - 201-217 Mergers, acquisitions, and the pruning of managerial deadwood
by James P. Walsh & John W. Ellwood - 219-229 Self‐serving attributions, managerial cognition, and company performance
by Stephen E. Clapham & Charles R. Schwenk - 231-241 Risk‐return associations: Paradox or artifact? An empirically tested explanation
by Robert M. Wiseman & Philip Bromiley - 243-250 An empirical investigation of strategic investment decision models
by Barbara W. Keats
February 1991, Volume 12, Issue 2
- 85-100 Dual clocks: Entry order influences on incumbent and newcomer market share and survival when specialized assets retain their value
by Will Mitchell - 101-114 Output flexibility—A competitive advantage for small firms
by Avi Fiegenbaum & Aneel Karnani - 115-133 Organizational boundaries and economic performance: An empirical study of entrepreneurial computer firms
by Elaine Mosakowski - 135-153 The relative power of ceos and boards of directors: Associations with corporate performance
by John A. Pearce & Shaker A. Zahra - 155-160 CEO duality and organizational performance: A longitudinal analysis
by Paula L. Rechner & Dan R. Dalton - 161-165 The emerging forum for business policy scholars
by Ian C. Macmillan
January 1991, Volume 12, Issue 1
- 1-16 Are institutional investors myopic? A time‐series study of four technology‐driven industries
by Gary S. Hansen & Charles W. L. Hill - 17-31 Organizing competitor analysis systems
by Sumantra Ghoshal & D. Eleanor Westney - 33-48 The link between resources and type of diversification: Theory and evidence
by Sayan Chatterjee & Birger Wernerfelt - 49-62 Strategic orientation and top management attention to control systems
by Robert Simons - 63-74 The intentional use of chapter XI: Lingering versus immediate filing
by David M. Flynn & Mamdouh Farid - 75-82 Strategy and the research process: A comment
by Anju Seth & George Zinkhan - 83-84 Strategy and the research process: A reply
by Cynthia A. Montgomery & Birger Wernerfelt & Srinivasan Balakrishnan
November 1990, Volume 11, Issue 7
- 501-512 Different roles for subsidiaries: The case of multinational corporations in spain
by J. Carlos Jarillo & Jon I. Martíanez - 513-519 Information asymmetries: A source of competitive advantage for diversified service firms
by Praveen R. Nayyar - 521-533 Patterns of japanese strategy: Strategic combinations of strategies
by Norman P. Smothers - 535-557 Growth and performance contrasts between ‘types’ of small firms
by Sue Birley & Paul Westhead - 559-569 Post‐acquisition financial performance and executive compensation
by Dennis R. Schmidt & Karen L. Fowler - 571-573 Choice and determinism: A comment
by Arthur G. Bedeian - 575-577 Choice and determinism: A reply
by Michael W. Lawless & Linda K. Finch Tegarden
October 1990, Volume 11, Issue 6
- 419-430 Corporate linkages and organizational environment: A test of the resource dependence model
by Brian Boyd - 431-446 Sources of value creation in acquisitions: An empirical investigation
by Anju Seth - 447-467 New venture strategies: An empirical identification of eight ‘archetypes’ of competitive strategies for entry
by Patricia McDougall & Richard B. Robinson - 469-478 Top management team group factors, consensus, and firm performance
by Richard L. Priem - 479-492 The contribution of formal planning to decisions
by Deepak K. Sinha - 493-496 Transaction costs and networks
by Keith J. Blois - 497-499 Comments on ‘transaction costs and networks’
by J. Carlos Jarillo
September 1990, Volume 11, Issue 5
- 337-351 Middle managers and strategy: Microdynamics of inclusion
by Frances R. Westley - 353-363 Stock market reaction to strategic investment decisions
by J. Randall Woolridge & Charles C. Snow - 365-383 Strategic types, distinctive marketing competencies and organizational performance: A multiple measures‐based study
by Jeffrey S. Conant & Michael P. Mokwa & P. Rajan Varadarajan - 385-397 The linkage between strategy, strategic groups, and performance in the U.K. retail grocery industry
by Pam Lewis & Howard Thomas - 399-410 The combined diversification breadth and mode dimensions and the performance of large diversified firms
by Paul G. Simmonds - 411-418 Diversification strategy and performance in Canadian manufacturing firms
by The Hiep Nguyen & Ann Séror & Timothy M. Devinney
May 1990, Volume 11, Issue 4
- 255-268 Corporate mergers, stockholder diversification, and changes in systematic risk
by Sayan Chatterjee & Michael Lubatkin - 269-282 PIMS and the FTC line‐of‐business data: A comparison
by Cheri T. Marshall & Robert D. Buzzell - 283-295 Merger motives and merger prescriptions
by Friedrich Trautwein - 297-308 Shifting gears: Enabling change in corporate aggressiveness
by Charles J. Fombrun & Ari Ginsberg - 309-317 Strategic marketing variables under conditions of competitive bidding
by Stuart S T. P. Slatter - 319-325 A reanalysis of miller and friesen's life cycle data
by Robert Drazin & Robert K. Kazanjian - 327-336 An investigation of the relationship between board composition and stockholder suits
by Idalene F. Kesner & Roy B. Johnson
March 1990, Volume 11, Issue 3
- 171-195 The design school: Reconsidering the basic premises of strategic management
by Henry Mintzberg - 197-215 Strategic groups and performance: The U.S. insurance industry, 1970–84
by Avi Fiegenbaum & Howard Thomas - 217-230 Ceo selection, succession, compensation and firm performance: A theoretical integration and empirical analysis
by Edward J. Zajac - 231-241 The strategy process, middle management involvement, and organizational performance
by Bill Wooldridge & Steven W. Floyd - 243-253 The development of strategic management: Journal quality and article impact
by Richard H. Franke & Timothy W. Edlund & Frederick Oster
February 1990, Volume 11, Issue 2
- 87-98 Founding strategy and performance: A comparison of high and low growth high tech firms
by Henry R. Feeser & Gary E. Willard - 99-115 Value creation in acquisitions: A re‐examination of performance issues
by Anju Seth - 117-128 An eclectic theory of the choice of international entry mode
by Charles W. L. Hill & Peter Hwang & W. Chan Kim - 129-139 An empirical analysis of organizational strategies by entrepreneurial high‐technology firms
by Weijian Shan - 141-151 Management of the political imperative in international business
by Peter Smith Ring & Stefanie Ann Lenway & Michele Govekar - 153-169 Matching compensation and organizational strategies
by David B. Balkin & Luis R. Gomez‐Mejia
January 1990, Volume 11, Issue 1
- 1-23 Environment‐strategy coalignment: An empirical test of its performance implications
by N. Venkatraman & John E. Prescott - 25-41 A dynamic perspective on the impact of process innovation upon competitive strategies
by Dean M. Schroeder - 43-57 The paradox of strategic controls
by Michael Goold & John J. Quinn - 59-68 Requiem for a lightweight: The Northrop f‐20 strategic initiative
by Anthony F. Jurkus - 69-77 Changing pattern of acquisition behaviour in takeovers and the consequences for acquisition processes
by John W. Hunt - 79-86 Research notes and communications management objectives in mergers and acquisitions
by Gordon A. Walter & Jay B. Barney
June 1989, Volume 10, Issue S1
- 1-3 Intoduction to the second special issue ‘on stategic leadership’
by Dan Schendel - 5-15 Guest editor's introduction: Putting top managers back in the strategy picture
by Donald C. Hambrick - 17-32 Visionary leadership and strategic management
by Frances Westley & Henry Mintzberg - 33-49 Strategic cores and magnificent obsessions: Discovering strategy formation through daily activities of ceos
by Alain Noel - 51-66 Strategic leadership patterns
by Paul Shrivastava & Sidney A. Nachman - 67-86 New CEO intervention and dynamics of deliberate strategic change
by Larry E. Greiner & Arvind Bhambri - 87-105 Top management teams and organizational renewal
by David K. Hurst & James C. Rush & Roderick E. White - 107-124 Top management and innovations in banking: Does the composition of the top team make a difference?
by Karen A. Bantel & Susan E. Jackson - 125-141 Top management group heterogeneity and firm performance
by Alan I. Murray - 143-156 Top management tenure, corporate ownership structure and the magnitude of golden parachutes
by Harbir Singh & Farid Harianto - 157-170 Aligning managers with strategies: Management development versus selection
by Jeffrey L Kerr & Ellen F. Jackofsky
November 1989, Volume 10, Issue 6
- 507-522 Business strategy, market structure and risk‐return relationships: A structural approach
by Karel Cool & Ingemar Dierickx & David Jemison - 523-551 Research on corporate diversification: A synthesis
by Vasudevan Ramanujam & P. Varadarajan - 553-567 Operationalizing strategic planning
by David M. Reid - 569-585 The impact of corporate size and strategy on competitive pricing
by Gerald J. Tellis - 587-592 The psychological context of strategic decisions: A test of relevance to practitioners
by Thomas S. Bateman & Carl P. Zeithaml
September 1989, Volume 10, Issue 5
- 399-411 Determinants of firm performance: The relative importance of economic and organizational factors
by Gary S. Hansen & Birger Wernerfelt - 413-430 Changing generic strategies: Likelihood, direction, and performance implications
by Edward J. Zajac & Stephen M. Shortell - 431-447 The learning curve, technology barriers to entry, and competitive survival in the chemical processing industries
by Marvin B. Lieberman - 449-474 Global corporate competition: Who's winning, who's losing, and the R&D factor as one reason why
by Lawrence G. Franko - 475-485 Mobility barriers and strategic groups
by Briance Mascarenhas & David A. Aaker - 487-505 A systematic comparative analysis and synthesis of two business‐level strategic typologies
by Eli Segev
July 1989, Volume 10, Issue 4
- 307-322 Doing a deal: Merger and acquisition negotiations and their impact upon target company top management turnover
by James P. Walsh - 323-337 Internal differentiation within multinational corporations
by Sumantra Ghoshal & Nitin Nohria - 339-350 Determinants of tender offer post‐acquisition financial performance
by Karen L. Fowler & Dennis R. Schmidt - 351-365 Choice and determinism: A test of Hrebiniak and Joyce's framework on strategy‐environment fit
by Michael W. Lawless & Linda K. Finch - 367-382 Key success factors: Test of a general theory in the mature industrial‐product sector
by Jorge Alberto Sousa De Vasconcellos E Sá & Donald C. Hambrick - 383-389 Research notes and communications a note on global strategies
by Bruce Kogut - 391-395 Delineating a forum for business policy scholars
by Ian C. Macmillan
May 1989, Volume 10, Issue 3
- 199-210 Strategy over the business cycle
by Briance Mascarenhas & David A. Aaker - 211-231 Generic manufacturing strategies: A conceptual synthesis
by Suresh Kotha & Daniel Orne - 233-250 The deterrent to dubious corporate behavior: Profitability, probability and safety recalls
by Alfred Marcus - 251-269 Implementing competitive strategies at the business unit level: Implications of matching managers to strategies
by Vijay Govindarajan - 271-284 The impact of diversification strategy on risk‐return performance
by Yegmin Chang & Howard Thomas - 285-293 Research notes and communications sources of competitive data for the management strategist
by Murray A. Young - 295-302 Research notes and communications strategic process effects on consensus
by Bill Wooldridge & Steven W. Floyd - 303-306 A meta‐analysis on the comparative effectiveness of devil's advocacy and dialectical inquiry
by Charles Schwenk
March 1989, Volume 10, Issue 2
- 109-119 Diversification strategy and internationalization: Implications for mne performance
by J. Michael Geringer & Paul W. Beamish & Richard C. Dacosta - 121-134 Chief executive compensation: A study of the intersection of markets and political processes
by Sydney Finkelstein & Donald C. Hambrick - 135-144 Flexibility: The next competitive battle the manufacturing futures survey
by Arnoud De Meyer & Jinichiro Nakane & Jeffrey G. Miller & Kasra Ferdows - 145-161 Selecting tactics to implement strategic plans
by Paul C. Nutt - 163-173 ZBB, MBO, PPB and their effectiveness within the planning/marketing process
by Michael F. Duffy - 175-188 Accounting data for value chain analysis
by Michael Hergert & Deigan Morris - 189-197 Strategy content and the research process: A critique and commentary
by Cynthia A. Montgomery & Birger Wernerfelt & Srinivasan Balakrishnan
January 1989, Volume 10, Issue 1
- 1-15 The chief executive: A breed apart
by David Norburn - 17-30 Types of entrepreneurs and firms: The case of new Spanish firms
by Alberto Lafuente & Vicente Salas - 31-43 The utilization of individual capabilities in group approaches to strategic decision‐making
by David M. Schweiger & William R. Sandberg - 45-57 Global diversification strategy and corporate profit performance
by W. Chan Kim & Peter Hwang & William P. Burgers - 59-74 The psychological context of strategic decisions: A model and convergent experimental findings
by Thomas S. Bateman & Carl P. Zeithaml - 75-87 Strategic management of small firms in hostile and benign environments
by Jeffrey G. Covin & Dennis P. Slevin - 89-100 The dynamics of continuous innovation in scale‐intensive industries
by Yasunori Baba - 101-103 Research notes and communications strategic groups: A comment
by Praveen Nayyar - 105-107 Research notes and communications strategic groups: A further comment
by John McGee & Howard Thomas
June 1988, Volume 9, Issue S1
- 1-2 Intoduction to the special issue
by Dan Schendel - 3-8 Guest editor's introduction to the special issue on research in the content of strategy
by Cynthia A. Montgomery - 9-26 Strategies for product cannibalism
by Kathleen Reavis Conner - 27-40 An interactive strategic analysis framework
by Keith Weigelt & Ian Macmillan - 41-58 First‐mover advantages
by Marvin B. Lieberman & David B. Montgomery - 59-70 Beyond the reach of the invisible hand: Impediments to economic activity, market failures, and profitability
by Dennis A. Yao - 71-78 Returns to bidding firms in mergers and acquisitions: Reconsidering the relatedness hypothesis
by Jay B. Barney - 79-92 An economic perspective on escalating commitment
by Ming‐Je Tang - 93-104 Searching for a dynamic theory of the multinational enterprise: A transaction cost model
by Charles W. L. Hill & W. Chan Kim - 105-114 Franchising, brand name capital, and the entrepreneurial capacity problem
by Seth W. Norton - 115-126 The economic efficiency of corporate culture
by Colin Camerer & Ari Vepsalainen - 127-140 Order of entry and performance in new markets
by Mary Lambkin
November 1988, Volume 9, Issue 6
- 527-542 Internal corporate joint ventures: Development processes and performance outcomes
by Stephen M. Shortell & Edward J. Zajac - 543-558 Chief executive compensation: A synthesis and reconciliation
by Sidney Finkelstein & Donald C. Hambrick - 559-575 Measuring and modelling changes in strategy: Theoretical foundations and empirical directions
by Ari Ginsberg - 577-590 External control, corporate strategy, and firm performance in research‐intensive industries
by Charles W. L. Hill & Scott A. Snell - 591-603 Planning and financial performance among small firms in a growth industry
by Jeffrey S. Bracker & Barbara W. Keats & John N. Pearson - 605-621 Strategic control systems and relative r&d investment in large multiproduct firms
by Robert E. Hoskisson & Michael A. Hitt - 623-632 Corporate strategy and capital structure
by Sidney L. Barton & Paul J. Gordon - 633-637 Strategies and boundaries: Subcontracting in construction
by Behlül Üsdiken & Zeynep Sözen & Hayat Enbiyaoḡlu - 639-642 On ‘dominant logic’, relatedness and the link between diversity and performance
by Robert M. Grant
September 1988, Volume 9, Issue 5
- 403-414 Conglomerates revisited
by Jeffrey R. Williams & Betty Lynn Paez & Leonard Sanders - 415-430 The persistence of abnormal returns
by Robert Jacobsen - 431-442 Thinking one step ahead: The use of conjectures in competitor analysis
by Raphael Amit & Ian Domowitz & Chaim Fershtman - 443-454 Reputation and corporate strategy: A review of recent theory and applications
by Keith Weigelt & Colin Camerer - 455-473 Triggers, templates and twitches in the tracking of emerging strategic issues
by Omar A. El Sawy & Thierry C. Pauchant - 475-492 Cooperative strategy
by Richard P. Nielsen - 493-505 The role of human resources strategy in export performance: A longitudinal study
by Luis R. Gomez‐Mejia - 507-520 The concept of ‘impartition’ policies: A different approach to vertical integration strategies
by P. Y. Barreyre - 521-526 A strategic contingency model of multinational corporate structure
by David J. Lemak & Jeffrey S. Bracker
July 1988, Volume 9, Issue 4
- 297-318 Market, organizational and managerial correlates of economic performance in the U.K. Electrical Engineering Industry
by Peter H. Grinyer & Peter McKiernan & Masoud Yasai‐Ardekani