STRENGTH IN NUMBERS: SCALE, SCOPE, AND PERFORMANCE IN MULTIPARTNER ALLIANCES

2024-10-1

The moderating effects of national cultural practices on the relationship between international diversification strategies and corporate environmental responsibility disclosures

2024-10-1

Editorial Board

2024-10-1

Political entrepreneurs and the perils of the top office

2024-9-1

Addressing Endogeneity in the Relationship between Early Entry and Performance: The Case of Foreign Market Expansion

2024-9-1

Willingness to include: Enabling pro-social strategies in private settings

2024-8-10

Investment horizon, slack resources, and firm performance: Evidence from privately held European firms

2024-8-1

Editorial Board

2024-8-1

A BALANCING ACT: INDEPENDENT AND INTERDEPENDENT EFFECTS OF BOARD OF DIRECTORS AND TOP MANAGEMENT TEAM GENDER COMPOSITION ON INNOVATION

2024-8-1

New blood brings change: Exploring the link between rookie independent directors and corporate cash holdings

2024-8-1

Scaling-up, opening-up? Using open strategizing for navigating rapid growth

2024-8-1

A Layered Governance Approach to Regulating Big Tech

2024-7-1

How Do Platform Multinational Corporations (PMNCs) Address Emerging Challenges in the Global Landscape? A ‘READ’ Framework

2024-7-1

Editorial Board

2024-6-1

THE DUAL-EDGED SWORD EFFECT OF RECIPROCAL INFORMATION EXCHANGES WITHIN PARTNERSHIPS ON PERFORMANCE: THE MEDIATING ROLE OF CREATIVITY

2024-6-1

Career concerns of young and old CEOs: Their effect on R&D spending in the software industry

2024-6-1

Strategic inertia and renewal: Contrasting responses to market changes

2024-4-20

Strategic design of culture for digital transformation

2024-4-1

To replicate or to renew your business model? The performance effect in dynamic environments

2024-4-1

Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention

2024-4-1

Editorial Board

2024-4-1

Performance implications of a corporate political strategy in Chinese firms: State versus market logics in different institutional settings

2024-3-1

How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance

2024-3-1

Project managers and decision making: Conditional cognitive switching and rationally stepping up

2024-2-1

Resource orchestration at the top: CEO succession origin, top management team role restructuring and firm performance

2024-2-1

Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective

2024-2-1

How digitalization affects the effectiveness of turnaround actions for firms in decline

2024-2-1

Editorial Board

2024-2-1

CEO replacement, top management vacancy, and the sequence of top management team changes in high technology turnaround companies

2024-2-1

Impacts of strategic exploitation and exploration on firms’ survival likelihood after crises: A decision-tree analysis

2024-2-1

The high-end bias - A decision-maker preference for premium over economy innovations

2024-2-1

Do peers’ negative earnings surprises Stifle corporate social responsibility?

2024-2-1

Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition

2024-2-1

Implications of mergers and acquisitions for information disclosures in earnings calls

2024-2-1

A microfoundational view of the interplay between open innovation and a firm's strategic agility

2024-2-1

The impact of digitalization on internationalization from an internalization theory lens

2024-2-1

Resilience in Top Management Teams: Responding to crisis by focusing on the future

2024-2-1

In the eye of the beholder: Stakeholder perceived value in sustainable business models

2024-2-1

The micro-foundations of ambidexterity for corporate social performance: A study on sustainability managers’ response to conflicting goals

2024-2-1

Hitting the ‘reset button’: The role of digital reorientation in successful turnarounds

2024-2-1

Corporate decline and turnarounds in times of digitalization

2024-2-1

Which partners become targets? The role of location in partner acquisitions

2024-2-1

The impact of global city location intensity on MNE performance: Leveraging learning and connectivity

2024-2-1

When does time enhance family firm performance? Examining family generation in control and family control dispersion through a mixed-gamble logic

2024-2-1

Organizational identity and performance: An inquiry into nonconforming company names

2024-2-1

Rethinking new venture growth: A time series cluster analysis of biotech startups’ heterogeneous growth trajectories

2024-2-1

Mission statement and social impact: Shedding light on the contribution of Italian B corps to society

2024-2-1

The governance of gig platform organizations in developing countries

2024-2-1

Intended or unintended strategy? The activities of middle managers in strategy implementation

2024-2-1

When strategy is a dirty word: The role of visuals in sensegiving strategy to a skeptical audience

2024-2-1