During the past two decades, students of strategy have promiscuously borrowed ideas from the disciplines of economics, sociology, and psychology. The result has been an abundance of models ranging from the structure-conduct-performance model to evolutionary economics, from ecological models of strategy to network models of strategy, and cognitive perspectives on strategy to learning models of strategy. The contributions to Volume 15 are organized into five themes: Economics, Institutions, Networks, Technology, and Computation. Together, the contributions show how contemporary strategic management research draws upon root disciplines by interconnecting disciplines or fields within a particular discipline, or by focusing tightly on a particular subfield. All three approaches are essential to a vibrant strategic management - close attention to developments within subfields comprising root disciplines and integration of these developments within strategic management scholarship are essential. Without the former, strategic management risks antiquation; without the latter it risks disintegration.Volume 15 inspires strategy researchers to be rigorous in both disciplinary grounding and integration as well as wary of new ideas speeding their way into the core of study.
Introduction. Strategic management as a fish-scale multiscience (J.A.C. Baum, H. Rao). Economics. Entrepreneurial capacity and the growth of chain organizations (P. Ingram). Economic performance, strategic position and vulnerability to ecological pressures among US interstate motor carriers (J.A. Nickerson, B.S. Silverman). Paradigm shift: the parallel origin, evolution, and function of strategic group with the resource-based theory of the firm (W.C. Bogner et al.). Institutions. Isomorphism and competitive differentiation in the organizational name game (M.A. Glynn, R. Abzug). Institutional upheaval and performance variation: a theoretical agenda and illustration from the deregulation of commercial banks (M. Lounsbury et al.). Networks. Strategy and network formation (G. Walker). Technology. The interpretive flexibility of an organization's technology as a dynamic capability (D. Dougherty et al.). Organizational linkages and product transience: new strategic imperatives in network fields (R. Garud et al.). Competing on the internet: how Amazon.com is rewriting the rules of competition (S. Kotha). Computation. Dynamic organizations: organizational adaptation in a changing environment (K.M. Carley, Ju-Sung Lee). Does strategy need computer experimentation? (S.E. Page, M. Ryall).