Disciplinary
Roots of Strategic Management Research
Advances
in Strategic Management, Volume 15 · 1998
Edited by
Joel A. C. Baum
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.
CONTENTS
Introduction
Strategic Management as a Fish-Scale Multiscience
Joel A. C. Baum and Hayagreeva Rao
Part 1. Economics
Entrepreneurial Capacity and the Growth of Chain Organizations
Economic Performance, Strategic Position and Vulnerability to Ecological
Pressures among U.S. Interstate Motor Carriers
Jack A. Nickerson and Brian S. Silverman
Paradigm Shift: The Parallel Origin, Evolution, and Function of Strategic Group
with the Resource-Based Theory of the Firm
William C. Bogner, Joseph T. Mahoney and
Part 2. Institutions
Isomorphism and competitive differentiation in the organizational name game
Mary Ann Glynn and Rikki Abzug
Institutional Upheaval and Performance Variation: A theoretical agenda and
illustration from the deregulation of commercial banks
Part 3. Networks
Strategy and Network Formation
Gordon Walker
Part 4. Technology
The Interpretive Flexibility of an Organization's Technology as a Dynamic
Capability
Organizational Linkages and Product Transience: New Strategic Imperatives in
Network Fields
Raghu Garud, Sanjay Jain and Corey Phelps
Competing on the Internet: How AMAZON.COM is Rewriting the Rules of Competition
Suresh Kotha
Part 5. Computation
Dynamic Organizations: Organizational Adaptation in a
Kathleen M. Carley and Ju-Sung Lee
Does Strategy Need Computer Experimentation?
Scott E. Page and Michael Ryall
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