Table of Contents

Introduction - Irene M. Duhaime, Michael A. Hitt, and Marjorie A. Lyles

Part 1: Evolution of Strategic Management Research - Robert E. Hoskisson and Jeffrey S. Harrison, Leads
1.0 Keep the Conversation Going: Theory and Method in Strategic Management - Robert E. Hoskisson and Jeffrey S. Harrison
Evolution of Theory in Strategic Management
1.1 The Organizational View of Strategic Management - Henrich R. Greve
1.2 The Economic View of Strategic Management - Constance E. Helfat
Evolution of Research Methods in Strategic Management
1.3 Evolution of Quantitative Research Methods in Strategic Management - J. Myles Shaver
1.4 Evolution of Qualitative Research Methods in Strategic Management - Melissa E. Graebner

Part 2: Corporate Strategy - Sea-Jin Chang, Lead
2.0 Corporate Strategy: Overview and Future Challenges - Sea-Jin Chang
2.1 Corporate Growth and Acquisition - R. Duane Ireland and Michael C. Withers
2.2 Restructuring and Divestitures - Emilie R. Feldman

Part 3: Strategic Entrepreneurship and Technology - Kathleen M. Eisenhardt, Lead
3.0 Strategy in Nascent Markets and Entrepreneurial Firms - Kathleen M. Eisenhardt
3.1 Industry Emergence: A Markets and Enterprise Perspective - Rajshree Agarwal and Seojin Kim
3.2 Technology Entrepreneurship, Technology Strategy, and Uncertainty - Nathan R. Furr

Part 4: Competitive and Cooperative Strategy - John Child, Rodolphe Durand, and Dovev Lavie, Leads
4.0 Competitive and Cooperative Strategy - John Child, Rodolphe Durand, and Dovev Lavie
4.1 Competitive Advantage = Strategy, Reboot - Rodolphe Durand
4.2 Alliances and Networks - Dovev Lavie

Part 5: Global Strategy - Stephen Tallman and Alvaro Cuervo-Cazurra, Leads
5.0 Global Strategy - Stephen Tallman and Alvaro Cuervo-Cazurra
5.1 MNCs and Cross-Border Strategic Management - D. Eleanor Westney
5.2 Emerging Economies: The Impact of Context on Global Strategic Management - Peter J. Williamson and Jos F.P. Santos

Part 6: Strategic Leadership - Donald C. Hambrick and Adam J. Wowak, Leads
6.0 Strategic Leadership - Donald C. Hambrick and Adam J. Wowak
6.1 Top Management Teams - Margarethe F. Wiersema and Joshua S. Hernsberger
6.2 CEO Succession - Yan (Anthea) Zhang

Part 7: Governance and Boards of Directors - Ruth V. Aguilera, Lead
7.0 Corporate Governance - Ruth V. Aguilera
7.1 Boards of Directors and Strategic Management in Public Firms and New Ventures - James D. Westphal and Sam Garg
7.2 Ownership and Governance - Brian Connelly

Part 8: Knowledge and Innovation - Henk W. Volberda, Tatjana Schneidmuller, and Taghi Zadeh, Leads
8.0 Knowledge and Innovation: From Path Dependency Towards Managerial Agency - Henk W. Volberda, Tatjana Schneidmuller, and Taghi Zadeh
8.1 Organizational Learning - Mary Crossan, Dusya Vera, and Seemantini Pathak
8.2 Management of Innovation and Knowledge Sharing - Michael Howard

Part 9: Strategy Processes and Practices - Robert A. Burgelman, Steven W. Floyd, Tomi Laamanen, Saku Mantere, Eero Vaara, and Richard Whittington, Leads
9.0 Strategy Processes and Practices - Robert A. Burgelman, Steven W. Floyd, Tomi Laamanen, Saku Mantere, Eero Vaara, and Richard Whittington
9.1 Strategic Decision-Making and Organizational Actors - Rhonda K. Reger and Michael D. Pfarrer
9.2 Strategic Change and Renewal - Quy N. Huy and Daniel Mack

Part 10: Microfoundations and Behavioral Strategy - Nicolai J. Foss, Lead
10.0 Microfoundations in Strategy: Content, Current Status and Future Prospects - Nicolai J. Foss
10.1 Strategic Human Capital: Fit for the Future - Russell Coff and Marketa Rickley
10.2 Extending the Microfoundations of Capability Development and Utilization: The Role of Agentic Technology and Identity-based Community - David G. Sirmon

Part 11: Critical Factors Affecting Strategy in the Future - Phanish Puranam, Lead
11.0 Critical Factors Affecting Strategy in the Future - Phanish Puranam
11.1 Artificial Intelligence in Strategizing: Prospects and Challenges - Georg von Krogh, Shiko M. Ben-Menahem, and Yash Raj Shrestha
11.2 Sustainability Strategies - Michael L. Barnett, Irene Henriques, and Bryan W. Husted
11.3 What Would the Field of Strategic Management Look Like If It Took the Stakeholder Perspective Seriously? - Jay B. Barney and Alison Mackey
11.4 Business Model Innovation Strategy - Raphael Amit and Christoph Zott

About the Author

Irene M. Duhaime is Professor Emerita of the Robinson College of Business at Georgia State University, where she held the Robinson Distinguished Leadership Professorship.

Michael A. Hitt is University Distinguished Professor Emeritus at Texas A&M University.

Marjorie A. Lyles is International Business Distinguished Research Fellow at Florida International University's Department of International Business and Chancellor's Emeritus Professor at Indiana University.

Reviews

Much as the practice of strategy requires executives to understand the major functions within their organizations, academic inquiry into strategy requires an understanding of the many dimensions that comprise this increasingly diverse subject. This book provides an excellent overview of the streams of research that have evolved along those dimensions over the last 40 years and offers tantalizing signposts for future inquiry. It is an invaluable resource for all strategy scholars, from students to senior research professors.
*Pamela S. Barr, Professor Emerita, Georgia State University *

Strategic Management traces the intellectual evolution of the strategy field, showing its strong foundations, as well as the strength, vitality, and direction of each of the prominent branches, and even some promising new ones. This book is a timely account by giants in the field. Surely a landmark collection."-Joan E. Ricart, Carl Schrøder Professor of Strategic Management, IESE Business School and Fellow and former President, Strategic Management Society

Strategic Management: State of the Field and Its Future promises an update on the strategic management field, and it succeeds. The book is a rich compendium of useful information about the current state of research in strategic management, and it points to promising avenues for future research. This book is a valuable resource for scholars in strategy, as we pursue research on important strategy topics and even as we prepare and update our research-informed teaching in strategy courses. It is also valuable background reading for Ph.D. students as well as for the non-strategy scholar seeking to understand what, exactly, strategic management is.
*Mary Benner, Administrative Science Quarterly*