Advances in Strategic Management is dedicated to communicating innovative, new research that advances theory and practice in Strategic Management. The domain of the series encompasses, but is not limited to, corporate and business unit strategy, strategic organization and process, alliances and networks, and competitive dynamics.    The series is committed to expanding the scope of Strategic Management theory and analysis and enriching practice by:    -Encouraging multitheoretical approaches that span multiple social science disciplines  -Welcoming papers using a diversity of innovative research methods  -Creating focused volumes that explore in depth promising new research directions, consolidate research streams, and address significant current theoretical and practical problems.

Advances in Strategic Management is dedicated to communicating innovative research that advances both theory and practice in the field of Strategic Management. The scope of the series includes, but is not limited to, corporate and business unit strategy, strategic organization and processes, alliances and networks, and competitive dynamics. The series is committed to expanding the scope of Strategic Management theory and analysis and enriching practice by: - Encouraging multitheoretical approaches that span multiple social science disciplines - Welcoming papers that utilize a diversity of innovative research methods - Creating focused volumes that explore promising new research directions in depth, consolidate research streams, and address significant current theoretical and practical issues.

《Advances in Strategic Management》致力于传播创新的研究成果，推动战略管理理论与实践的发展。该系列的研究领域涵盖但不限于企业及业务单元战略、战略组织与流程、联盟与网络以及竞争动态。该系列承诺通过以下方式扩展战略管理理论与分析的范围，并丰富实践：- 鼓励跨多个社会科学学科的多理论方法 - 欢迎采用多样化的创新研究方法的论文 - 创建专注的卷册，深入探讨有前景的新研究方向，整合研究流，并解决当前重要的理论与实践问题。

Advances in Strategic Management

Paul J. DiMaggio

Walter W. Powell

The iron cage revisited institutional isomorphism and collective rationality in organizational fields

再论铁笼：组织场域中的制度同构与集体理性

Jerayr Haleblian

Nandini Rajagopalan

Top Managerial Cognitions, Past Performance, And Strategic Change: A Theoretical Framework

高层管理者认知、过往绩效与战略变革：一个理论框架

Olga M. Khessina

Direct and Indirect Effects of Product Portfolio on Firm Survival in the Worldwide Optical Disk Drive Industry, 1983–1999

产品组合对全球光盘驱动器行业企业生存的直接与间接影响，1983-1999年

Nicola Lacetera

Iain M. Cockburn

Rebecca Henderson

DO FIRMS CHANGE CAPABILITIES BY HIRING NEW PEOPLE? A STUDY OF THE ADOPTION OF SCIENCE-BASED DRUG DISCOVERY

企业是否通过招聘新人来改变能力？一项关于基于科学的药物发现采用情况的研究

Elizabeth J. Altman

Michael L. Tushman

Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective

平台、开放/用户创新与生态系统：战略领导视角

Herbert A. Simon and Alan Newell won the Turing Award jointly in Computer Science for foundational work on Artificial Intelligence. Simon also won the Nobel Prize in Economics for the concept of “bounded rationality.” In both cases, the same heuristic was deemed fundamental: “Search till a satisfactory solution is found.” We argue that behavioral strategy can learn a great deal from the Theory of Computational Complexity and Artificial Intelligence. These fields can provide a sounder theoretical grounding for bounded rationality and for the necessity and usefulness of heuristics. Finally, a concept of “organizational intractability” based roughly on the metaphor provided by the Theory of Computational Complexity may be useful in determining what analytical decision technologies are actually intractable in real organizations with constraints on time and managerial attention.

Richard A. Bettis

Songcui Hu

Bounded Rationality, Heuristics, Computational Complexity, and Artificial Intelligence

有限理性、启发式、计算复杂性和人工智能

I seek to further develop the behavioral approach to strategic management through sketching a communitarian view of the firm. Specifically, I argue that the latter, informed by a practice-based onto-epistemology, especially a neo-Aristotelian understanding of praxis, and the related institutional work of Selznick, suggests the centrality of value commitments firms make, which, through habituation, are integrated to form organizational character. The latter provides firms with certain core competences – a distinctive style with which practitioners enact their tasks. Organizational character helps confront the self-command problem firms face. However, the behavioral consistency that character provides may lead to rigidities when competitive circumstances change, while organizational character, through praxis, may take on features that prevent the leadership of a firm from realizing the novelty of the circumstances in order to modify existing core competences and the accompanying organizational character dispositions.

Haridimos Tsoukas

Praxis, Character, and Competence: From a Behavioral to a Communitarian View of the Firm

实践、品格与能力：从行为视角到社群主义视角的企业观

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

Kevin J. Boudreau

Platform Boundary Choices &amp; Governance: Opening-Up While Still Coordinating and Orchestrating

平台边界选择与治理：开放同时仍需协调与编排

© Copyright 2017 by Emerald Publishing Limited. All rights of reproduction in any form reserved. The dynamics of platforms, particularly the eventual need for renewal, are too often neglected. This chapter adopts a four-stage model - Birth, Expansion, Leadership, and Self-Renewal - to analyze the requirements at each stage of the platform lifecycle in terms of its dependence on the highlevel dynamic capability categories of sensing, seizing, and transforming. The requirements evolve from a heavy emphasis on generative sensing and planning-stage seizing in the birth phase, through greater emphasis on "seizing" activities and minor transformations as the platform, ideally, grows and stabilizes. When platform renewal is called for, the emphasis returns to sensing future possibilities and generating new ideas for a platform and business model, developing them alongside the existing business, and eventually undertaking a major transformation to restart the platform lifecycle. An awareness of these lifecycle changes can help managers adopt a longer-term perspective on the competitive requirements of their platform-based business.

David J. Teece

Dynamic Capabilities and (Digital) Platform Lifecycles

动态能力与（数字）平台生命周期

Publication Information	Publisher: Emerald Group Publishing Ltd.，Publishing cycle: ，Journal Type: book-series，Open Access Journals: No
Basic data	Year of publication: 2023，Proportion of original research papers: 100.00%，Self Citation Rate:N.A.， Gold OA Rate: 2.00%

Advances in Strategic Management

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The iron cage revisited institutional isomorphism and collective rationality in organizational fields

Top Managerial Cognitions, Past Performance, And Strategic Change: A Theoretical Framework

Direct and Indirect Effects of Product Portfolio on Firm Survival in the Worldwide Optical Disk Drive Industry, 1983–1999

DO FIRMS CHANGE CAPABILITIES BY HIRING NEW PEOPLE? A STUDY OF THE ADOPTION OF SCIENCE-BASED DRUG DISCOVERY

Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective

Bounded Rationality, Heuristics, Computational Complexity, and Artificial Intelligence

Praxis, Character, and Competence: From a Behavioral to a Communitarian View of the Firm

Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective

Platform Boundary Choices & Governance: Opening-Up While Still Coordinating and Orchestrating

Dynamic Capabilities and (Digital) Platform Lifecycles