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The Strategic Management Review (SMR) publishes ideas that matter for strategic management research. Specifically, the SMR features provocative essays and forward-looking reviews to guide the questions tackled by research in the field. The journal also aims to promote integration of strategic management research by encouraging research closely connected with the field’s canonical problems as defined by management practice. The SMR complements existing strategic management outlets that emphasize empirical research.

Forthcoming Articles

2020 Vol. 1, No. 1:  Inaugural Issue

--Leiblein, M., & Reuer, J. 2020. Foundations and futures of strategic management. Strategic Management Review, 1(1): 1-33.

--Drnevich, P., Mahoney, J., & Schendel, D. 2020. Has strategic management research lost its way? Strategic Management Review, 1(1): 35-73.

--Bettis, R., & Blettner, D. 2020. Strategic reality today: Extraordinary past success, but difficult challenges loom. Strategic Management Review, 1(1): 75-101.

--Teece, D. 2020. Fundamental issues in strategy: Time to reassess? Strategic Management Review, 1(1): 103-144.

--Wernerfelt, B. 2020. A possible micro-foundation for the RBV and its implications. Strategic Management Review, 1(1): 145-158.

--Magliolo, J., Madsen, T., & Walker, G. 2020. Growing and shrinking. Strategic Management Review, 1(1): 159-178.

--Feldman, E. 2020. Corporate strategy: Past, present, and future. Strategic Management Review, 1(1): 179-206.

2020 Vol. 1, No. 2: Open Innovation

--Bercovitz, J., & Chesbrough, H. 2020. Hopping tables: An introduction to the SMR special issue on open innovation. Strategic Management Review, 1(2): 207-222.

--Felin, T., & Zenger, T. 2020. Open innovation: A theory-based view. Strategic Management Review, 1(2): 223-232.
--Teece, D. 2020. Hand in glove: Open innovation and the dynamic capabilities framework. Strategic Management Review, 1(2): 233-253.

--Laursen, K., & Salter, A. 2020. Who captures value from open innovation - the firm or its employees? Strategic Management Review, 1(2): 255-276.
--Chesbrough, H., & Tucci, C. 2020. The interplay between open innovation and lean startup, or, why large companies are not large versions of startups. Strategic Management Review, 1(2): 277-303.
--Shah, S., & Nagle, F. 2020. Why do user communities matter for strategy? Strategic Management Review, 1(2): 305-353.
--Vasudeva, G., Leiponen, A., & Jones, S. 2020. Dear enemy: The dynamics of conflict and cooperation in open innovation ecosystems. Strategic Management Review, 1(2): 355-379.

2021 Vol. 2, No. 1

--Chaudhuri, S., Leiblein, M., & Reuer, J. Prioritizing research in strategic management: Insights from practitioners and academics. Strategic Management Review, forthcoming.

--Lieberman, M. Is competitive advantage intellectually sustainable? Strategic Management Review, forthcoming.

--Collis, D., & Anand, B. The virtues and limitations of dynamic capabilities. Strategic Management Review, forthcoming.

--Bylund, P. The firm vs. the market: Dehomogenizing the transaction cost theories of Coase and Williamson. Strategic Management Review, forthcoming.

--Steinberger, T., & Wiersema, M. Data models as organizational design: Coordinating beyond boundaries using artificial intelligence. Strategic Management Review, forthcoming.

--Buckley, P. Fundamental issues in strategy: A comment. Strategic Management Review, forthcoming.

--Teece, D. Response to Peter Buckley's comment on "Fundamental Issues in Strategy." Strategic Management Review, forthcoming.
Perspective from Practice
--Bamford, J., & Jenkins, B. New perspectives on joint ventures: Frontiers of inquiry. Strategic Management Review, forthcoming.

Corporate Renewal
--Harrigan, K. Retrospective on corporate renewal. Strategic Management Review, forthcoming.

--Feldman, E., & Sakhartov, A. Prospective on corporate renewal. Strategic Management Review, forthcoming.
--Berry, H., & Kaul, A. Corporate renewal across businesses and countries. Strategic Management Review, forthcoming.
--Corredor, S., & Mahoney, J. Multi-business firms' corporate renewal decisions: Divestiture governance mode choice of corporate spin-offs and equity carve-outs. Strategic Management Review, forthcoming.
--Nary, P. Focused renewal: Reflections on Berry and Kaul, and Corredor and Mahoney. Strategic Management Review, forthcoming.
--Furr, N., & Eggers, JP. Behavioral innovation and corporate renewal. Strategic Management Review, forthcoming.
--Miller, D. Corporate renewal through internal innovation: The four R's of corporate bricolage. Strategic Management Review, forthcoming.
--Wang, D. Toward a unified theory of internal innovation and strategic renewal: Comment on Furr and Eggers, and Miller. Strategic Management Review, forthcoming.
--Harrigan, K., & Wing, B. Corporate renewal and turnaround of troubled businesses: The private equity advantage. Strategic Management Review, forthcoming,
--Sohl, T., & Folta, T. Declining markets, resource specificity, and redeployment decisions. Strategic Management Review, forthcoming.
--Vidal, E. Divestitures, value creation, and corporate scope. Strategic Management Review, forthcoming.


Edith Penrose and The Theory of the Growth of the Firm: The Next Sixty Years
--Buckley, P., & de la Torre, J. Introduction to the special issue: Edith Penrose and The Theory of the Growth of the Firm - The next sixty years. Strategic Management Review, forthcoming.

--Penrose, A. Edith Penrose's approach to economic problems as reflected in The Theory of the Growth of the Firm: A humanist perspective. Strategic Management Review, forthcoming.
--Pattit, J., Pattit, K., & Spender, J.-C. Edith T. Penrose: An economist of the 'Ordinary Business of Life.' Strategic Management Review, forthcoming.

--Mudambi, R., & Swift, T. Agency theory and slack resources: A Penrosean analysis of innovation strategy. Strategic Management Review, forthcoming.
--Pitelis, C. Why unicorns exist? On Penrose, Hymer, and prediction. Strategic Management Review, forthcoming.
--Buckley, P. Edith Penrose and the theory of the multinational enterprise (MNE). Strategic Management Review, forthcoming.
--Han, N., & Tong, T. Linking together Penrose's two streams of intellectual contributions: The use and protection of knowledge resources within and across firms and countries. Strategic Management Review, forthcoming.
--Gomes-Casseres, B. Penrose in the new economy. Strategic Management Review, forthcoming.
--Kor, Y., Mahoney, J., & Tan, D. Edith Penrose's under-explored insights in strategic management and international business research. Strategic Management Review, forthcoming.

Other Forthcoming Articles

--Bosse, D., Harrison, J., & Hoskisson, R. Acquisitions, stakeholder economies of scope, and stakeholder orientation. Strategic Management Review, forthcoming.

--Bresser, R., & Balkin, D. Restoring a taste for science: Enhancing strategic management knowledge by changing the governance of academic journals. Strategic Management Review, forthcoming.

--Bromiley, P., & Rau, D. Extending the behavioral theory of the firm to entrepreneurial firms. Strategic Management Review, forthcoming.
--Kuan, J., & Lee, G. Governance strategy for digital platforms: Differentiation through information privacy. Strategic Management Review, forthcoming.
--McCann, B, & Schwab, A. Bayesian analysis in strategic management research: Time to update your priors. Strategic Management Review, forthcoming.
--Mintzberg, H. An underlying theory for strategy, organization, and management: Bridging the divide between analysis and synthesis. Strategic Management Review, forthcoming.

--Pedersen, C., Ritter, T., & Andersen, T. A project-based perspective on strategic renewal. Strategic Management Review, forthcoming.

--Poppo, L., & Schloemer, H. Problem solving through the lenses of identity, identification, and work groups: A socio-cognitive theory of the firm. Strategic Management Review, forthcoming.
--Reeves, M., & Whitaker, J. Perspective from Practice:  Innovating management innovation. Strategic Management Review, forthcoming.

--Tallman, S., Shenkar, O., & Wu, J. 'Culture eats strategy for breakfast': Use and abuse of culture in international strategy research. Strategic Management Review, forthcoming.

--Others TBA.


SMR Mini-Conferences and Special Issues

--Open Innovation (Bercovitz and Chesbrough; Berkeley, Oct 2018), featuring keynote by David Teece and presentations by Teppo Felin and Todd Zenger, Keld Larsen and Ammon Salter, Aija Leiponen, Sonali Shah, and Chris Tucci

--M&A Strategy and Practice (Graebner, Haspeslagh, Heimeriks & Mitchell; The Shard, London, April 2019), featuring presentations by M&A heads from McKinsey UK, SAP, Philips Lighting, and Unilever

--Corporate Renewal (Feldman, Harrigan, & Sakhartov; Columbia Business School, May 2019), featuring keynote by James Gorman, CEO of Morgan Stanley, and a panel of PE and turnaround consultants

--Coopetition (Dagnino and Ritala; Palermo, Sicily, June 2019), featuring presentations by European regulators and practitioners as well as Riitta Katila, Will Mitchell, Ram Ranganathan, and others.

--How Strategy Processes Matter (Laamanen and Maritan; St. Gallen)

--Deglobalization (Alcacer; Harvard)

--Networks and Ecosystems (Shipilov; INSEAD)

--Agent-Based Models (Hoetker; Melbourne)

--Edith Penrose and The Theory of the Growth of the Firm: The Next Sixty Years (Buckley and de la Torre)
--Essays in Honor of Richard P. Rumelt (Hoopes, Madsen, and Teece)

Business Practice Advisory Board

An important objective of the SMR is to offer opportunities for scholars to learn from practice, through special conferences, executive commentaries and engagement, and the BPAB.

--Hugh Courtney, Northeastern University, chair

--James Bamford, Managing Director, Water Street Partners
--Fernando Chaddad, Managing Director and Head of Analytics Strategy Practice, Latin America, Accenture 
--Leslie Donato, VP Strategy, Bayer Pharmaceuticals 
--Neil Kalvelage, Senior Managing Director, Centerbridge Partners, L.P. 
--Jane Kirkland, SVP and Head of Strategy for Global Services, State Street 
--Max Michaels, AI entrepreneur, former Global Head of IBM’s Network Services Business 
--Cynthia Pols, VP Strategy, Change Healthcare
--Michael Raynor, Director, Deloitte Services LP 
--Martin Reeves, Senior Partner, Managing Director, and Director of the Henderson Institute, BCG 
--Rebecca Roth, VP Strategy and Planning, GateHouse Media
--Scott Snyder, Partner, Digital Transformation and Innovation, Heidrick & Struggles 
--Tom Stewart, Executive Director, National Center for the Middle Market, former editor of HBR
--Scott Wells, CEO, Clear Channel Outdoor Americas 

Editorial Aims

The strategic management field focuses on questions addressing competitive and corporate strategy. Competitive strategy concerns how firms gain and sustain a competitive advantage. Corporate strategy concerns the management of the multi-business firm and its associated boundary-of-the-firm choices in product, factor, and geographic markets (e.g., market entry and exit, restructuring, acquisitions, partnerships, foreign direct investment, outsourcing, etc.). These questions have been distilled into four fundamental issues of strategy: (1) How do firms behave? (2) Why are firms different? (3) What is the function of, or value added by, headquarters? and (4) What determines success or failure in international competition? (Rumelt, Schendel, and Teece, 1994).  For these topics, strategic management places emphasis on how management matters, and how managers make and affect strategic decisions.

As a consequence, the strategic management field has long been interested in the decisions made by general managers. Managers craft and execute upon four components of strategy within a coherent economic logic:
(1) Arenas – in which markets will the firm be active (e.g., product markets and countries)? (2) Vehicles – how will the firm get there (e.g., through exports, licensing, wholly-owned plants, joint ventures, etc.)?
(3) Differentiators – how will the firm win versus close rivals? and (4) Staging – what will be the pacing and sequencing of commitments? (Hambrick and Fredrickson, 2001).  More generally, research in the field addresses how organizations can create and capture value through their actions in markets and resource allocation decisions.

Scholarly interest in strategic management has burgeoned in the past few decades. This growth has led to specialization in research activities and a substantial literature covering an increasingly diverse set of topics. While growing breadth and specialization are indicators of research progress, they also require continually striving to elevate research by connecting all areas of strategic management research with the core research questions of the field and with the current challenges and decisions facing general managers and their advisers.

Strategic Management Review (SMR) provides a forum to integrate insights from multiple disciplines to improve our understanding of the distinctive contributions of strategic management. For example, contributions will offer insights on the field’s canonical problems and frontiers, the tradeoffs that senior executives face in their decision-making (e.g., when to compete versus collaborate, when to invest in a committed versus more flexible fashion, etc.), and the defining characteristics of strategic decisions (e.g., irreversible investment subject to uncertainty, rivalry, and interdependent organizational activities).

The SMR is an academic outlet whose intended audience is scholars.  The journal also takes seriously the input of practitioners to shape strategy scholarship through practitioners’ involvement in the SMR's Business Practice Advisory Board as well as through mini conferences and through commentaries and exchanges that can influence strategic management research.

The SMR aims to promote insights on core questions in the strategic management field through impactful essays.  These essays can take many forms, including (a) essays on the theoretical foundations of strategic management and the theoretical perspectives emanating from the field, (b) scholarly exchanges, (c) thought pieces dealing with managerial practice or public policy, (d) methodological primers on advances relevant for strategic management research, (e) state-of-the-art reviews or research retrospectives, and (f) forward-looking literature critiques.

Editorial Scope

Topics of interest include, but are not limited to, the following areas of strategic management research.  Each of these topics can be potentially connected to the fundamental issues in strategic management, the tensions underlying strategic decisions, and the unique characteristics of strategic decisions:


--Behavioral strategy

--Competitive strategy

--Collaborative strategy

--Corporate strategy

--Entrepreneurship and strategy

--International strategy

--Knowledge, innovation, and technology

--Micro-foundations of strategy

--Stakeholder strategy

--Leadership and governance

--Organization and strategy

--Strategy process and practice

--Strategic decision-making

--Research methodology in strategic management


Empirical articles or other pieces of original research that could be published in traditional strategy and management outlets fall outside of the scope of the SMR. An aim of the SMR is to complement those outlets by focusing on developing and curating thought-provoking essays. The SMR will facilitate integration of strategy research by embracing contributions from multiple disciplinary perspectives and by fostering input from managerial practice to academic research.



Michael J. Leiblein (Ohio State University)

Jeffrey J. Reuer (University of Colorado)


Associate Editors

Tammy J. Madsen (Santa Clara University)

Joseph T. Mahoney (University of Illinois)

Editorial Board

Juan Alcacer (Harvard University)

Africa Ariño (IESE Business School)

Richard A. Bettis (University of North Carolina)

Aaron Chatterji (Duke University)

Gary Dushnitsky (London Business School)

Emilie Feldman (University of Pennsylvania)

Nicolai Foss (Bocconi University)

Melissa E. Graebner (University of Illinois)

Ranjay Gulati (Harvard University)

Kathryn R. Harrigan (Columbia University)

Constance E. Helfat (Dartmouth College)

Glenn Hoetker (University of Melbourne)

Riitta Katila (Stanford University)

Gwendolyn K. Lee (University of Florida)

Michael J. Lenox (University of Virginia)


Jeffrey T. Macher (Georgetown University)

Catherine A. Maritan (Syracuse University)

Xavier Martin (Tilburg University)

Kyle J. Mayer (University of Southern California)

Brian T. McCann (Vanderbilt University)

Rita G. McGrath (Columbia University)

Will Mitchell (University of Toronto)

Jackson A. Nickerson (Washington University St. Louis)

Laura Poppo (University of Nebraska)

Subramanian Rangan (INSEAD)

Ram Ranganathan (University of Texas at Austin)

Arkadiy Sakhartov (University of Illinois)

Melissa A. Schilling (New York University)

J. Myles Shaver (University of Minnesota)

Harbir Singh (University of Pennsylvania)

Kulwant Singh (National University of Singapore)

Margarethe F. Wiersema (University of California – Irvine)

Edward J. Zajac (Northwestern University)


Engagement Editors
Donald Hatfied (Virginia Tech)
Sotirios Paroutis (University of Warwick)

Managing Editor

Larissa N. Reuer



Please direct enquiries to the publisher’s website, Zac Rolnik (, or the Editors-in-Chief. 

SMR Cover