STRATEGIC MANAGEMENT JOURNAL

Scope & Guideline

Unveiling Theoretical and Empirical Innovations in Strategy

Introduction

Immerse yourself in the scholarly insights of STRATEGIC MANAGEMENT JOURNAL with our comprehensive guidelines detailing its aims and scope. This page is your resource for understanding the journal's thematic priorities. Stay abreast of trending topics currently drawing significant attention and explore declining topics for a full picture of evolving interests. Our selection of highly cited topics and recent high-impact papers is curated within these guidelines to enhance your research impact.
LanguageEnglish
ISSN0143-2095
PublisherWILEY
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1980 to 2024
AbbreviationSTRATEGIC MANAGE J / Strateg. Manage. J.
Frequency13 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
Address111 RIVER ST, HOBOKEN 07030-5774, NJ

Aims and Scopes

The Strategic Management Journal (SMJ) is dedicated to the advancement of strategic management theory and practice. It focuses on understanding how organizations develop, maintain, and leverage competitive advantages in dynamic environments. The journal emphasizes empirical research that informs strategic decision-making and contributes to the theoretical foundations of the field.
  1. Strategic Decision-Making:
    Research that delves into the processes and frameworks used by organizations to make strategic choices, including the role of cognitive biases, executive characteristics, and decision authority.
  2. Resource Management and Allocation:
    Studies focusing on how firms allocate resources effectively, including insights into resource redeployment, dynamic capabilities, and the impact of organizational structure on performance.
  3. Competitive Dynamics and Market Strategies:
    Exploration of competitive behavior among firms, including entry strategies, responses to competitive threats, and the dynamics of alliances and partnerships.
  4. Innovation and Entrepreneurship:
    Investigations into the mechanisms of innovation within firms, the role of entrepreneurial activities, and how organizations adapt to changing market conditions.
  5. Corporate Governance and Social Responsibility:
    Research examining the intersection of governance structures, stakeholder engagement, and corporate social responsibility, highlighting how these elements influence firm performance.
  6. Institutional and Environmental Influences:
    Analysis of how external factors, including political, economic, and social environments, affect strategic choices and organizational outcomes.
Recent publications in the Strategic Management Journal indicate a shift towards emerging themes that reflect the complexities of modern strategic challenges. These trends highlight the evolving nature of strategic management and the need for innovative approaches.
  1. Dynamic Capabilities and Innovation:
    An increasing emphasis on how organizations develop dynamic capabilities to adapt and innovate in rapidly changing environments, suggesting a move towards understanding adaptability as a key strategic asset.
  2. Digital Transformation and Technology Integration:
    Research is increasingly focusing on how digital technologies, including AI and machine learning, influence strategic decision-making and organizational performance.
  3. Social and Political Contexts of Strategy:
    A growing interest in how social movements, political ideologies, and corporate activism influence strategic choices and firm behavior, reflecting the importance of societal factors in strategic management.
  4. Diversity and Inclusion in Leadership:
    The exploration of gender and racial diversity within corporate governance structures is gaining traction, with studies examining its impact on firm performance and decision-making.
  5. Sustainability and Corporate Social Responsibility:
    A rising trend towards integrating sustainability into core strategic frameworks, with firms increasingly prioritizing environmental and social governance as part of their strategic planning.

Declining or Waning

While the Strategic Management Journal continues to evolve, certain research themes have shown signs of declining prominence. This may be due to shifts in the strategic landscape, changing research priorities, or saturation of previously popular topics.
  1. Traditional Competitive Advantage Models:
    There appears to be a waning interest in the classical views of competitive advantage that focus solely on market positioning. Newer approaches emphasize dynamic capabilities and innovation over static advantages.
  2. Overemphasis on Quantitative Methods:
    There has been a noticeable decline in the focus on purely quantitative methodologies, with a shift towards mixed methods and qualitative insights that provide deeper contextual understanding.
  3. Static Organizational Structures:
    Research on traditional hierarchical organizational structures is becoming less prevalent, as firms increasingly adopt more fluid and networked organizational forms.
  4. Short-Term Performance Metrics:
    There is a diminishing focus on short-term performance indicators, with more attention being paid to long-term value creation and sustainability in strategic management.

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