What is strategic management, really? Inductive derivation of a consensus definition of the field

By Rajiv Nag, Donald C. Hambrick, Ming-Jer Chen. 2007

848 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/34d1506903f1efd3fc7d99e86e9585def7be8cf7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The intellectual structure of the strategic management field: an author co‐citation analysis (2008, neutral): “Nag, Hambrick, and Chen (2007) used a lexicographic analysis of strategy articles to extract a consensual definition of the field.”
A Marginal Effects Approach to Interpreting Main Effects and Moderation (2021, methodology): “For our survey, we solicited responses from Academy of Management members as well as from 103 researchers from around the globe who we contacted directly (e.g., Nag et al., 2007) for their views on interpreting a main effect in the presence of a moderator.”
The entrepreneurship research in hospitality and tourism (2019, background): “Scientific communities play a crucial role in shifting disciplines (Cannella and Paetzold, 1994; Durand et al., 2017; Nag et al., 2007).”
The effects of innovation–cost strategy, knowledge, and action in the supply chain on firm performance (2009, background): “Intellectual capital With its roots in works by Penrose (1959), Itami (1987), and Teece (1986) – who framed their research in terms of resource efficiency of invisible assets – intellectual capital spans decades of research.”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, background): “However, it is argued in the literature that “ [g]ood science has to start with good definitions ” (Bygrave & Hofer, 1991, p. 13) to enable targeted inquiry, operationalizations, and generalizations (Nag, Hambrick, & Chen, 2007).”