Strategic Management Journal

Article	Citations
Borrowing networks for innovation: The role of attention allocation in secondhand brokerage	312
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The origins of time compression diseconomies	174
Kingdom or fandom? YouTube and the changing role of gatekeeping in digital cultural markets	142
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Trained to lead: Evidence from industrial research	133
The role of competitive amplification in explaining sustained performance heterogeneity	118
The new argonauts: The international migration of venture‐backed companies	106
Institutional protection of minority employees and entrepreneurship: Evidence from the LGBT Employment Non‐Discrimination Acts	96
Birds of a feather flock (even more) together: An intergroup relations perspective on how #MeToo‐related media coverage affects the evaluation of prospective corporate directors	87
Bribery, insecurity, and firm performance: Evidence from the Boko Haram insurgency in Nigeria	71
Disentangling the corporate effect on subsidiary performance	69
Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking	64
Pay and networks in organizations: Incentive redesign as a driver of network change	62
Human resource redeployability and entrepreneurial hiring strategy	62
Specialization as a double‐edged sword: The relationship of scientist specialization with R&D productivity and impact following collaborator change	62
How much does the firm's alliance network matter?	61
Issue Information	60
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Changes in industry and corporate effects in the United States, 1978–2019	51
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Perceptions of political Self‐Dealing? An empirical investigation of market returns surrounding the disclosure of politician stock purchases	48
Social capital and entrepreneur resilience: Entrepreneur performance during violent protests in Togo	44
Getting heard? How employees learn to gain senior management attention in inclusive strategy processes	44

Hunting for talent: Firm‐driven labor market search in the United States	43
Disentangling audiences' reactions to creative content and creative packaging	40
What keeps the market ticking? The role of third‐party audiences and cognitive embeddedness in shaping competitive dynamics in luxury watchmaking	40
How media coverage elicits strategic change: The moderating role of the business model design	39
Curating 1000 flowers as they bloom: Leveraging pluralistic initiatives to diffuse social innovations	37
Firm climate risk, risk management, and bank loan financing	36
A database of chief financial officer turnover and dismissal in S&P 1500 firms, 2000–2022	36
Corporate directors as heterogeneous network pipes: How director political ideology affects the interorganizational diffusion of governance practices	35
Power to the people: The benefits and limits of employee self‐selection in organizations	34
Achieving cultural resonance: Four strategies toward rallying support for entrepreneurial endeavors	34
Caveat emptor as an obstacle to business transfers: Effect of product line liability exceptions on acquisitions, entry, and exit	34
The inside track: Entrepreneurs' corporate experience and startups' access to incumbent partners' resources	33
Be careful what you wish for: CEO and analyst firm performance attributions and CEO dismissal	33
Positioning for optimal distinctiveness: How firms manage competitive and institutional pressures under dynamic and complex environment	33
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On the heels of giants: Internal network structure and the race to build on prior innovation	33
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Do managers capture the value they create? Drivers of managers' value capture in a large retail chain	30
Defending knowledge abroad	30
Generative artificial intelligence and evaluating strategic decisions	29
The role of information in the gender gap in the market for top managers: Evidence from a quasi‐experiment	28
Hedge fund activism in family firms	28
The effects of CEO activism: Partisan consumer behavior and its duration	28
Decision authority and the returns to algorithms	28
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Contracting to (dis)incentivize? An integrative transaction‐cost approach on how contracts govern specific investments	27
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Growing platforms within platforms: How platforms manage the adoption of complementor products in the presence of network effects?	26
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Examining investor reactions to appointments of Black top management executives and CEOs	25
Blood diamonds? Responses of open‐source software developers to the Facebook–Cambridge Analytica scandal	25
When colleagues compete outside the firm	25
Start with “Why,” but only if you have to: The strategic framing of novel ideas across different audiences	24
Aspiration formation and attention rules	24
Who gains and who loses from more information in technology markets? Evidence from the Sunshine Act	24
The tangled webs we weave: Examining the effects of CEO deception on analyst recommendations	24
Growing pains: The effect of generational product innovation on mobile games performance	24
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Learning by doing and corporate diversification	23
Diverse knowledge exploration and diffusion in MNCs	22
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New sheriff in town: A quad model approach to examining the consequences of selecting a qualified lead independent directors	22
When ideologies align: Progressive corporate activism and within‐firm ideological alignment	21
Retaining problems or solutions? The post‐acquisition performance implications of director retention	21
Do employees' views matter in corporate governance? The relationship between employee approval and CEO dismissal	21
Setting the tone to get their way: An attention‐based approach to how narcissistic CEOs influence the board of directors to take more risk	21
The racial gap in entrepreneurship and opportunities inside established firms	21
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Strategic resource decay	20

Inventor CEO involvement and firm exploitative and exploratory innovation	20
Whatever you want, whatever you like: How incumbents respond to changes in market information regimes	20
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Issue Information	19
How do investors really react to the appointment of Black CEOs?	19
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Stakeholder treatment disparity and employee whistleblowing: A multi‐stakeholder, multidimensional framework of social comparison	19
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Multi‐project work and project performance: Friends or foes?	18
Breakthrough invention and problem complexity: Evidence from a quasi‐experiment	18
The option value in complements within platform‐based ecosystems	18
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The “butterfly effect” in strategic human capital: Mitigating the endogeneity concern about the relationship between turnover and performance	18
Technology differentiation, product market rivalry, and M&A transactions	17
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Online communities on competing platforms: Evidence from game wikis	17
The influence of media scrutiny on firms' strategic eschewal of lobbying	17
To be in Vogue: How mere proximity to high‐status neighbors affects aspirational pricing in the U.S. fashion industry	17
Dual careers and the willingness to consider employment in startup ventures	17
The allocation of resource control within the corporate structure: Evidence from post‐acquisition patent reassignments	17
The role of procedural rationality in debiasing acquisition decisions of overconfident CEOs	16
How does worker mobility affect business adoption of a new technology? The case of machine learning	16
Contracting for innovation: Designing contracts that account for exchange hazards and the need for innovation	16
Bad medicine: Litigation, competition, and the marketing of prescription opioids	16
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Competing on freemium: Digital competition with network effects	16
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Network advantage: Uncontested structural holes and organizational performance in market crises	15
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Does imitation increase or decrease demand for an original product? Understanding the opposing effects of discovery and substitution	15
Collaborative structure and post‐mobility knowledge spillovers: A dyadic approach	15
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Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures	15
Delegation of decision rights and capital reallocation: Evidence from US municipalities	14
Corporate social responsibility in the age of activist directorships	14
Experimentation and appropriability inearly‐stageventures: Evidence from theUSsoftware industry	14
Precarious situations: A prelude to hiring more hubristic chief executive officers	14
The growth of hierarchy in organizations: Managing knowledge scope	14
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The influence of patent assertion entities on inventor behavior	14
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The myth of the flat start‐up: Reconsidering the organizational structure of start‐ups	14
From mass to motion: Conceptualizing and measuring the dynamics of industry clusters	13
Collaborations that hurt firm performance but help employees’ careers	13
Value, rent, and profit: A stakeholder resource‐based theory	13
External knowledge sourcing, knowledge spillovers, and internal collaboration: The effects of intrafirm linkages on firm‐university co‐authorship linkages	13
A scientific approach to entrepreneurial decision‐making: Large‐scale replication and extension	13
Escaping the patent trolls: The impact of non‐practicing entity litigation on firm innovation strategies	13
How does a partner's acquisition affect the value of the firm's alliance with that partner?	13
Thriving on contradiction: Toward a dialectical alternative to fit‐based models in strategy (and beyond)	13
CEO early‐life disaster experience and corporate social performance	12
Beyond the finish line: How losing in patent race drives post‐race innovation	12
Mitigating ingroup bias in regulatory firms: The role of inspector professionalism	12
Who deviates? Technological opportunities, career concern, and inventor's distant search	12
Transportation networks and competition in the market for corporate control	12
Dynamic capabilities and governance: An empirical investigation of financial performance of the higher education sector	12
Pushed into a crowd: Repositioning costs, resources, and competition in the RTE cereal industry	12
Coaxing corporations: Enriching the conceptualization of governments as strategic actors	12
How innovating firms manage knowledge leakage: A natural experiment on the threat of worker departure	12
The favela effect: Spatial inequalities and firm strategies in disadvantaged urban communities	12
Distributed decision‐making in the shadow of hierarchy: How hierarchical similarity biases idea evaluation	12
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Balancing allocative and dynamic efficiency with redundant R&D allocation: The role of organizational proximity and centralization	11
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Resource allocation and growth strategies in a multi‐plant firm: Kanegafuchi Spinners in the early 20th century	11
Artificial intelligence and the changing sources of competitive advantage	11
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Kindred spirits: Cognitive frame similarity and good faith provisions in strategic alliance contracts	11
Giving up learning from failures? An examination of learning from one's own failures in the context of heart surgeons	11
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Long‐tenured independent directors and firm performance	10
Who captures the state? Evidence from irregular awards in a public innovation grant program	10
Community influence on microfinance loan defaults under crisis conditions: Evidence from Indian demonetization	10
The competitive dynamics of strategic risk‐taking, unethical behavior, and entry	10
Pay transparency and productivity	10
The invention performance implications of coopetition: How technological, geographical, and product market overlaps shape learning and competitive tension in R&D alliances	10

The theory‐based view: Entrepreneurial microfoundations, resources, and choices	10
Do Alliance portfolios encourage or impede new business practice adoption? Theory and evidence from the private equity industry	10
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Managing ecosystem emergence and evolution: Strategies for ecosystem architects	10
Revealing the revealed preferences of public firm CEOs and top executives: A new database from credit card spending	10
On top of the game? The double‐edged sword of incorporating social features into freemium products	10
Who gets redeployed? Inventor characteristics and resource redeployment decisions	9
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Shifting perspectives: How scrutiny shapes the relationship between CEO gender and acquisition activity	9
Behavioral agency and the efficacy of analysts as external monitors: Examining the moderating role of CEO personality	9
Knowledge sources, innovation objectives, and their impact on innovation performance: Quasi‐replication of Leiponen and Helfat (2010)	9
Alliance performance and subsequent make‐or‐ally choices: Evidence from the aircraft manufacturing industry	9
Mi Casa Es Tu Casa: Immigrant Entrepreneurs as Pathways to Foreign Venture Capital Investments	9
Issue Information	9
Corrections for Du, Li, & Wu (2019), “Incumbent repositioning with decision biases”	9
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Salary transparency and gender pay inequality: Evidence from Canadian universities	8
Not in‐sourced here! When does external technology sourcing yield familiar versus novel solutions?	8
Sweeping it under the rug: Positioning and managing pollution‐intensive activities in organizational hierarchies	8
Firms' responses to changes in frictions in related human capital factor markets	8
Using machine learning to revisit the diversification–performance relationship	8
Managing risk in corporate groups: Limited liability, asset partitioning, and risk compartmentalization	8
To commercialize inside or outside of the firm: Behavioral considerations in patent exploitation by family firms	8
Zooming in or zooming out: Entrants' product portfolios in the nascent drone industry	8
Issue Information	8
Health insurance benefits as a labor market friction: Evidence from a quasi‐experiment	8
Spinning an entrepreneurial career: Motivation, attribution, and the development of organizational capabilities	7
Strategy as language and communication: Theoretical and methodological advances and avenues for the future in strategy process and practice research	7
Revisiting managerial “style”: The replicability and falsifiability of manager fixed effects for firm policies	7
Judging foreign startups	7
The long‐term consequences of entrepreneurship: Earnings trajectories of former entrepreneurs	7
Where the stars still shine: Some effects of star‐performers‐turned‐managers on organizational performance	7
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Competing or complementary labels? Estimating spillovers in Chinese green building certification	7
A foot in the door: Field experiments on entrepreneurs' network activation strategies for investor referrals	7
Resource redeployment as an entry advantage in resource‐poor settings	7
Incidence and performance of spinouts and incumbent new establishments: Role of selection and redeployability within parent firms	7
Issue Information	7
The half‐life of political capital: An examination of the temporal effects of board political connections	7
Cleaning house before hosting new guests: A political path dependence model of political connection adaptation in the aftermath of anticorruption shocks	7
Gender and competitiveness when earning for others: Experimental evidence and implications for sponsorship	7
Sequencing innovation rollout: Learning opportunity versus entry speed	6
Ripple effects: How collaboration reduces social movement contention	6
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It did not work? Unlearn and try again—Unlearning success and failure beliefs in changing environments	6
Do patent assets have a second life when startups fail? An analysis of the redeployment likelihood and mode of transfer	6
Investing in general human capital as a relational strategy: Evidence on flexible arrangements with contract workers	6
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Are accelerators akin to breweries or wineries? A Bayesian variance decomposition of accelerator and cohort effects	6
Multimarket contact between partners and strategic alliance survival	6
When Uber Eats its own business, and its competitors' too: Resource exclusivity and oscillation following platform diversification	6
Funding ventures similar to one of us: How status dynamics within heterogeneous groups affect venture evaluation	6
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Differentiation in microenterprises	5
We go way back: Affiliation‐based hiring and young firm performance	5
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The effect of coordination requirements on sourcing decisions: Evidence from patent prosecution services	5
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Product digitization and differentiation strategy change: Evidence from the book publishing industry	5
Building knowledge by mapping model uncertainty in six studies of social and financial performance	5
What makes activities strategic: Toward a new framework for strategy‐as‐practice research	5
Occupational, industry, and geographic exposure to artificial intelligence: A novel dataset and its potential uses	5
Revisiting Zuckerman's (1999) categorical imperative: An application of epistemic maps for replication	5
Accentuate the positive? Strategic negativity amid the hazard of high expectations	5
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Physical climate change exposure and firms' adaptation strategy	5
Trade‐offs to using standardized tools: Innovation enablers or creativity constraints?	5
Disentangling the role of the institutional environment in the ownership competence framework: A comment on Foss et al. (2021)	5
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A cognitive perspective on real options investment: CEO overconfidence	4
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Die now of hunger or later of thirst: Understanding climate change adaptation decisions in vulnerable contexts	4
Finding the right path to the top: How past interorganizational moves impact executive selection outcomes	4
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Economic nationalism and the home court advantage	4
From product system to ecosystem: How firms adapt to provide an integrated value proposition	4
Academic stars and licensing experience in university technology commercialization	4
From joiners to founders: Startup employment and underrepresented entrepreneurs	4
Divestment of relational assets following acquisitions: Evidence from thebiopharmaceuticalindustry	4
How do managers evaluate individual contributions to team production? A theory and empirical test	4
Windows versus waves of opportunity: How reputation alters venture capital firms' resource mobilization	4
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Hitting reset: Industry evolution, generational technology cycles, and the dynamic value of firm experience	4
Renewing the resource‐based view: New contexts, new concepts, and new methods	4
The dynamics of related diversification: Evidence from the health insurance industry following the Affordable Care Act	4
ESG as a nonmarket strategy to cope with geopolitical tension: Empirical evidence from multinationals' ESG performance	4
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Which patents to use as loan collaterals? The role of newness of patents' external technology linkage	4