Strategy Science
Scope & Guideline
Exploring the intersection of theory and practice in strategic management.
Introduction
Aims and Scopes
- Strategic Decision-Making:
The journal explores how organizations make critical strategic decisions, particularly under conditions of uncertainty and competition. - Innovation and Technology Management:
Research often emphasizes the role of innovation and technology in shaping competitive advantage and organizational success. - Corporate Purpose and Governance:
A significant focus on the implications of corporate purpose, governance structures, and stakeholder theory in driving firm performance and societal impact. - Market Dynamics and Competitive Strategy:
Investigations into how market forces influence strategic choices and the behavior of firms, including competitive dynamics and responses to market changes. - Organizational Behavior and Culture:
The journal examines the influence of organizational culture, internal dynamics, and behavioral factors on strategic outcomes.
Trending and Emerging
- Impact of COVID-19 on Strategy:
Recent papers are increasingly addressing the strategic implications of the COVID-19 pandemic, examining how firms adapt and learn from crises. - Corporate Purpose and Stakeholder Theory:
A growing body of literature focuses on corporate purpose, emphasizing its role in shaping organizational strategies that align with stakeholder interests. - Technological Ecosystems and Innovation:
There is a surge in research concerning technological ecosystems, particularly how firms leverage technological advancements for innovation and competitive positioning. - Data-Driven Decision Making:
The integration of big data analytics in strategic decision-making processes is emerging as a significant theme, reflecting the importance of data in contemporary strategy. - Collaboration and Partnerships:
An increasing number of studies highlight the importance of collaboration, especially in contexts like post-merger integrations and strategic alliances.
Declining or Waning
- Traditional Competitive Advantage Theories:
There is a noticeable reduction in articles focusing solely on traditional views of competitive advantage, with more emphasis shifting towards dynamic capabilities and innovation. - Linear Models of Strategy Implementation:
Research utilizing linear, prescriptive models of strategic implementation has decreased, as the focus has shifted towards more complex, adaptive frameworks. - Industry-Specific Strategies:
The focus on industry-specific strategic frameworks seems to be waning, with a broader emphasis on cross-industry insights and generalizable strategic principles. - Static Market Analysis:
There is less emphasis on static analysis of market conditions, with a trend towards understanding dynamic and evolving market environments. - Short-term Performance Metrics:
Discussion around short-term performance metrics in strategy is declining in favor of long-term sustainability and stakeholder value approaches.
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