【SMJ最新论文摘要】January 2017, Volume 38, Issue 1

　　Strategic Management Journal

　　最新论文摘要

　　1

Value capture theory: A strategic management review

Volume 38, Issue 1,Pages 17–41

Joshua Gans and Michael D. Ryall,

Rotman School of Management

　　Abstract

This article provides the first review of a growing line of scholarly work in strategy that we refer to as “value capture theory.” The common thread in this work is its use of cooperative game theory as a general, mathematical foundation upon which to build a deep understanding of firm performance in market settings. Our review: (1) describes the primary elements of the theory; (2) highlights important blindspots that it resolves with respect to existing theoretical approaches; (3) calls attention to several of its novel insights; and (4) summarizes a myriad of applications and empirical studies that have appeared in recent years using value capture theory.

　　Link

　　https://onlinelibrary.wiley.com/doi/10.1002/smj.2592/full

　　2

Real options theory in strategic management

Volume 38, Issue 1,Pages 42–63

Jeffrey J. Reuer, University of Colorado

Lenos Trigeorgis, University of Cyprus

　　Abstract

This article provides a review of real options theory (ROT) in strategic management research. We review the fundamentals of ROT and provide a taxonomy of this research. By synthesizing and critiquing research on real options, we identify a number of important challenges as well as opportunities for ROT if it is to enhance its impact on strategic management and potentially develop into a theoretical pillar in the field. We examine how ROT can inform the key tensions that managers face between commitment versus flexibility as well as between competition versus cooperation, and we show how it can uniquely address the fundamental issues in strategy. We conclude with suggestions on future research directions that could enhance and unify the thus-far distinct main approaches to real options research.

　　Link

　　https://onlinelibrary.wiley.com/doi/10.1002/smj.2593/full

　　3

　　Nonmarket strategy research through the lens of new institutional economics: An integrative review and future directions

　　Volume 38, Issue 1,Pages 114–140

　　Sinziana Dorobantu, New York University

　　New York University, University of Minnesota

　　Bennet Zelner, University of Maryland

　　Abstract

We use a novel theoretical framework to synthesize ostensibly disparate streams of nonmarket strategy research. We argue that faced with weak institutions, firms can create and appropriate value by either adapting to, augmenting, or transforming the existing institutional environment, and can do so either independently or in collaboration with others. We use the resulting typology of six distinct nonmarket strategies to provide an integrative review of nonmarket strategy research. We then extend this framework to examine the choice between nonmarket strategies, arguing that this choice depends upon whether the existing institutional environment is incomplete or captured, and discussing other drivers of nonmarket strategy choice, the relationship between these strategies, and their social impact, so as to provide an agenda for future research.

　　Link

　　https://onlinelibrary.wiley.com/doi/10.1002/smj.2590/full

　　4

Networks, platforms, and strategy: Emerging views and next steps

Volume 38, Issue 1,Pages 114–140

David P. McIntyre and Arati Srinivasan

Providence College

　　Abstract

A substantial and burgeoning body of research has described the influence of platform-mediated networks in a wide variety of settings, whereby users and complementors desire compatibility on a common platform. In this review, we outline extant views of these dynamics from the industrial organization (IO) economics, technology management, and strategic management perspectives. Using this review as a foundation, we propose a future research agenda in this domain that focuses the on the relative influence of network effects and platform quality in competitive outcomes, drivers of indirect network effects, the nature and attributes of complementors, and leveraging complementor dynamics for competitive advantage.

　　Link

　　https://onlinelibrary.wiley.com/doi/10.1002/smj.2596/full

扫描下方二维码

关注“中国管理会计研究中心”