یک راهنمای کاربردی برای ایجاد مشارکت نظری در حوزۀ مدیریت راهبردی

نوع مقاله : ترجمه

نویسندگان

1 دانشجوی دکتری مدیریت بازرگانی دانشگاه علامه طباطبائی تهران

2 کارشناسی ارشد مدیریت اجرایی دانشگاه تهران

چکیده

اکثر مشارکت های نظری در مدیریت استراتژیک به جای معرفی پارادایم‌های جدید "نظریه بزرگ "، نظریه های پذیرفته شده را به شیوه های جدید و جالب؛ گسترش داده، شفاف می‌سازند و یا به کار می گیرند. در اینجا ما دستورالعملی جهت چگونگی ایجاد این نوع مشارکت های نظری ارائه می دهیم. نظریه معمولا با یک سوال تحقیق مبتنی بر پدیده مورد علاقه، تغییرات یا محدودیت های نظریه موجود یا خلاقیت فکری آغاز می شود. علاوه بر سوال تحقیق، جوانب تخصصی تر دیگری از نظریه وجود دارد که می توان مشارکت ها را در مورد آن ها اعمال کرد: روش نظریه پردازی، سطح تحلیل، درک پدیده اصلی، سازوکارهای علی، ساختارها و متغیرها و شرایط مرزی از جمله این جنبه ها می باشند. این جوانب نظریه، مجموعه ای از نتایج را در قالب توضیحات، پیش بینی ها یا دستورالعمل ها ایجاد می کنند. مقالات در این موضوع ویژه از مجله مدیریت استراتژیک، با استفاده از چارچوب ارائه شده ما به عنوان نمونه های این رویکرد به تدوین مشارکت های نظری تفسیر شده است.

کلیدواژه‌ها


عنوان مقاله [English]

A practical guide for making theory contributions in strategic management

نویسندگان [English]

  • Amirhossein Tayebi Abolhasani 1
  • Zahra Daniali 2
1 PhD. Student of Business Management, Allameh Tabataba'i University of Tehran
2 MSc. of EMBA, University of Tehran
چکیده [English]

Rather than introducing radical new “grand theory” paradigms, most theory contributions in strategic management extend, clarify, or apply received theories in new and interesting ways. Here we offer a guide on how to make these kinds of contributions to theory. Theory usually begins with a research question, which can come from the phenomenon of interest, variations/limitations of existing theory, or intellectual creativity. Along with the question, there are a number of more craftsmanship-level aspects of a theory where contributions can be made: the mode of theorizing, the level of analysis, an understanding of the underlying phenomenon, causal mechanisms, constructs and variables, and boundary conditions. These aspects of the theory lead to a set of outcomes in the form of explanations, predictions, or prescriptions. The articles in this special issue are interpreted through our framework as illustrations of this approach to making theory contributions.

کلیدواژه‌ها [English]

  • theory
  • theory contributions
  • strategic management
  • practical guide
  1. منابع و مراجع

    1. Adner, R., Polos, L., Ryall, M., & Sorenson, O. (2009). The case for formal theory. Academy of Management Review, 34(2),
    2. 201–208.2.  Alexy, O., West, J., Klapper, H., & Reitzig, M. (2018). Surrendering control to gain advantage: Reconciling openness and the resource-based view of the firm. Strategic Management Journal, 39(6), 1704–1727.3.  Ashkanasy, N. M. (2016). Why we need theory in the organization sciences. Journal of Organizational Behavior, 37(8), 1126–1131.4.  Bacharach, S. B. (1989). Organizational theories: Some criteria for evaluation. Academy of Management Review, 14(4), 496–515.5.  Barney, J. B. (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 32(10), 1231–1241.6.  Barney, J. B. (1989). Asset stocks and sustained competitive advantage: A comment. Management Science, 35(12), 1511–1513.7.  Barney, J. B., & Hoskisson, R. E. (1990). Strategic groups: Untested assertions and research proposals. Managerial and Decision Economics, 11, 187–198.8.  Bel, R. (2018). A property rights theory of competitive advantage. Strategic Management Journal, 39(6), 1678–1703.9.  Bower, J. L., & Christensen, C. M. (1995). Disruptive technologies: Catching the wave. Harvard Business Review, 73(1), 43–53.Brandenburger, A. M., & Stuart, H. W. (1996). Value-based business strategy. Journal of Economics and Management Strategy, 5(1), 5–24.10.     Brandenburger, A. M., & Stuart, H. W. (1996). Value-based business strategy. Journal of Economics and Management Strategy, 5(1), 5–24.11.     Brandenburger, A. M., & Stuart, H. W. (2007). Biform games. Management Science, 53(4), 537–549.Brodbeck, M. (1968). Explanation, prediction, and 'imperfect' knowledge. In M. 12.     Brockbeck (Ed.), Readings in the philosophy of the social sciences (pp. 363–398). New York, NY: Macmillan.13.     Burton, R. M., & Obel, B. (2011). Computational modeling for what-is, what-might-be, and what-should-be studies—and triangulation. Organization Science, 22(5), 1195–1202.14.     Casadesus-Masanell, R., & Zhu, F. (2013). Business model innovation and competitive imitation: The case of sponsor-based business models. Strategic Management Journal, 34(4), 464–482.15.     Castanias, R. P., & Helfat, C. E. (1991). Managerial resources and rents. Journal of Management, 17(1), 155–171.16.     Chen, M.-J. (1996). Competitor analysis and interfirm rivalry: Toward a theoretical integration. The Academy of Management Review, 21(1), 100–134.17.     Christensen, C. M. (1997).The innovator's dilemma: When new technologies cause great firms to fail. Boston, MA: Harvard Business School Press.18.     Coff, R. W. (1999). When competitive advantage doesn't lead to performance: The resource-based view and stakeholder bargaining power. Organization Science, 10(2), 119–133.19.     Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152.Davis, J. P., Eisenhardt, K. M., & Bingham, C. B. (2007). Developing theory through simulation methods. Academy of Management Review, 32(2), 480–499.20.     Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35(12), 1504–1511.21.     Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.22.     Felin, T., & Zenger, T. R. (2014). Closed or open innovation? Problem solving and the governance choice. Research Policy, 43(5), 914–925.23.     Fudenberg, D., & Tirole, J. (1984). The fat-cat effect, the puppy-dog ploy, and the lean and hungry look. The American Economic Review, 74(2), 361.24.     Gelman, J. R., & Salop, S. C. (1983). Judo economics: Capacity limitation and coupon competition. Bell Journal of Economics, 14(2), 315–325.25.     Ghemawat, P. (1991). Market incumbency and technological inertia. Marketing Science, 10(2), 161–171.                                                                                                                                                                                                                26.     Gibbons, R. (1992).Game theory for applied economists. Princeton, NJ: Princeton University Press.27.     Gibbons, R. (2005). Four formal (izable) theories of the firm? Journal of Economic Behavior and Organization, 58(2), 200–245.28.     Harrigan, K. R. (1988). Joint ventures and competitive strategy. Strategic Management Journal,9(2), 141–158.Harrison, J. R., Lin, Z., Carroll, G. R., & Carley, K. M. (2007). Simulation modeling in organizational and management research. Academy of Management Review, 32(4), 1229–1245.29.     Helfat, C. E., & Eisenhardt, K. M. (2004). Inter-temporal economies of scope, organizational modularity, and the dynamics of diversification. Strategic Management Journal, 25(13), 1217–1232.30.     Henderson, R. (1993). Underinvestment and incompetence as responses to radical innovation. RAND Journal of Economics, 24(2), 248–270.31.     Hennart, J.-F. (1988). A transaction costs theory of equity joint ventures. Strategic Management Journal, 9(4), 361–374.32.     Hill, C. W. L., & Kim, W. C. (1988). Searching for a dynamic theory of the multinational enterprise: A transaction cost model. Strategic Management Journal, 9(S1), 93–104.33.     Joseph, J., & Wilson, A. (2018). The growth of the firm: An attention-based view. Strategic Management Journal, 39(6), 1779–1800.34.     Kogut, B. (1991). Joint ventures and the option to expand and acquire. Management Science, 3 7(1), 19–33.35.     Kotha, S., & Orne, D. (1989). Generic manufacturing strategies: A conceptual synthesis. Strategic Management Journal, 10(3), 211–231.36.     Kuhn, T. S. (1970).The structure of scientific revolutions. Chicago, IL: University of Chicago Press. Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13 (summer special issue), 111–125.37.     Levinthal, D. A., & Wu, B. (2010). Opportunity costs and non-scale free capabilities: Profit maximization, corporate scope, and profit margins. Strategic Management Journal, 31(7), 780–801.38.     Levitt, B., & March, J. (1988). Organizational learning. Annual Review of Sociology, 14, 319–340.39.     Levy, D. (1994). Chaos theory and strategy: Theory, application, and managerial implications. Strategic Management Journal, 15(S2), 167–178.40.     Lieberman, M., Balasubramanian, N., & Garcia-Castro, R. (2018). Toward a dynamic notion of value creation and appropriation in firms: The concept and measurement of economic gain. Strategic Management Journal,3 9(6), 1546–1572.41.     Lippman, S. A., & Rumelt, R. P. (1982). Uncertain imitability: An analysis of inter firm differences in efficiency under competition. Bell Journal of Economics, 13(2), 418–438.42.     Luo, J., & Kaul, A. (2018). An economic case for CSR: The comparative efficiency of for-profit firms in meeting consumer demand for social goods. Strategic Management Journal, 39(6), 1650–1677.43.     MacDonald, G., & Ryall, M. (2018). Do new entrants sustain, destroy or create guaranteed profitability? Strategic Management Journal, 39(6), 1630–1649.44.     MacDonald, G., & Ryall, M. D. (2004). How do value creation and competition determine whether a firm appropriates value? Management Science, 50(10), 1319–1333.45.     Mahoney, J. T. (2001). A resource-based theory of sustainable rents. Journal of Management, 27(6), 651–660.46.     Makadok, R. (2010). The interaction effect of rivalry restraint and competitive advantage on profit: Why the whole is less than the sum of the parts. Management Science, 56(2), 356–372.47.     Makadok, R., & Coff, R. (2009). Both market and hierarchy: An incentive-systems theory of hybrid governance forms. Academy of Management Review, 34(2), 297–319.48.     March, J. G. (1971). The technology of foolishness. In J. G. March (Ed.), Decisions and organizations. New York, NY: Blackwell. Nickerson, J. A., & Zenger, T. R. (2008). Envy, comparison costs, and the economic theory of the firm. Strategic Management Journal, 29(13), 1429–1449.49.     Oxley, J. E., Rivkin, J. W., & Ryall, M. D. (2010). The strategy research initiative: Recognizing and encouraging high-quality research in strategy. Strategic Organization, 8(4), 377–386.50.     Pacheco-de-Almeida, G., & Zemsky, P. (2003). The effect of time-to-build on strategic investment under uncertainty. The Rand Journal of Economics, 34(1), 166–182.51.     Payne, G. T., Pearson, A. W., & Carr, J. C. (2016). Process and variance modeling. Family Business Review, 30(1), 11–18.Porter, M. E. (1979a). How competitive forces shape strategy. Harvard Business Review, 57(2), 137–145.52.     Porter, M. E. (1979b). The structure within industries and companies' performance. The Review of Economics and Statistics, 61(2), 214–227.53.     Porter, M. E. (1980).Competitive strategy. New York, NY: The Free Press. Porter, M. E. (1985).Competitive advantage. New York, NY: The Free Press. Porter, M. E. (1990).Competitive advantage of nations. New York, NY: Free Press.54.     Postrel, S. (2018). Transaction surplus superiority in canonical market segments: Guiding positioning and investment choices across price-rivalry regimes. Strategic Management Journal, 39(6), 1573–1602.55.     Rumelt, R. P., Schendel, D., & Teece, D. J. (1991). Strategic management and economics. Strategic Management Journal, 12, 5–29.56.     Rumelt, R. P., Schendel, D., & Teece, D. J. (1994).Fundamental issues in strategy: A research agenda. Boston, MA: Harvard Business School Press.57.     Ryall, M. D. (2009). Causal ambiguity, complexity, and capability-based advantage. Management Science, 55(3), 389–403.58.     Sakhartov, A. V., & Folta, T. B. (2014). Resource relatedness, redeployability, and firm value.Strategic Management Journal, 35(12), 1781–1797.59.     Sakhartov, A. V., & Folta, T. B. (2015). Getting beyond relatedness as a driver of corporate value.Strategic Management Journal, 36(13), 1939–1959.60.     Salvato, C., & Vassolo, R. (2018). The sources of dynamism in dynamic capabilities. Strategic Management Journal, 39(6), 1728–1752.61.     Schmidt, J., Makadok, R., & Keil, T. (2016). Customer-specific synergies and market convergence. Strategic Management Journal, 37(9), 870–895.62.     Slater, G., & Spencer, D. A. (2000). The uncertain foundations of transaction costs economics. Journal of Economic Issues, 34(1), 61–87.63.     Sutton, R. I., & Staw, B. M. (1995). What theory is not. Administrative Science Quarterly, 40(3), 371–384.Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing, and public policy. Research Policy, 15(6), 285–305.64.     Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.65.     Turner, S. F., Cardinal, L. B., & Burton, R. M. (2017). Research design for mixed methods. Organizational Research Methods, 20(2), 243–267.