An authoritative overview of the prior development, current state, and future opportunities in strategic management The strategic management field, now a vibrant arena that offers valuable knowledge for managerial practice, has experienced significant growth in the more than forty years since its inception. And, until now, there has not been a book that captured the rich breadth and depth of knowledge of the discipline, while also looking to the future. Strategic Management provides a critical overview of the prior development, current state, and future opportunities in the strategic management field. Editors Irene M. Duhaime, Michael A. Hitt, and Marjorie A. Lyles bring together an exceptional group of scholars to explore specialized topics such as corporate strategy, strategic entrepreneurship, cooperative strategies, global strategy, strategic leadership, governance, innovation, strategy process and strategy practice, and strategic human capital. The book focuses heavily on the future developments and research opportunities available in the field, while also providing a solid base of knowledge for understanding strategic management as a whole. With articles from major leaders in the field, this authoritative volume will be useful to every strategic management scholar.

Table of Contents:
Introduction - Irene M. Duhaime, Michael A. Hitt, and Marjorie A. Lyles Part 1: Evolution of Strategic Management Research - Robert E. Hoskisson and Jeffrey S. Harrison, Leads 1.0 Keep the Conversation Going: Theory and Method in Strategic Management - Robert E. Hoskisson and Jeffrey S. Harrison Evolution of Theory in Strategic Management 1.1 The Organizational View of Strategic Management - Henrich R. Greve 1.2 The Economic View of Strategic Management - Constance E. Helfat Evolution of Research Methods in Strategic Management 1.3 Evolution of Quantitative Research Methods in Strategic Management - J. Myles Shaver 1.4 Evolution of Qualitative Research Methods in Strategic Management - Melissa E. Graebner Part 2: Corporate Strategy - Sea-Jin Chang, Lead 2.0 Corporate Strategy: Overview and Future Challenges - Sea-Jin Chang 2.1 Corporate Growth and Acquisition - R. Duane Ireland and Michael C. Withers 2.2 Restructuring and Divestitures - Emilie R. Feldman Part 3: Strategic Entrepreneurship and Technology - Kathleen M. Eisenhardt, Lead 3.0 Strategy in Nascent Markets and Entrepreneurial Firms - Kathleen M. Eisenhardt 3.1 Industry Emergence: A Markets and Enterprise Perspective - Rajshree Agarwal and Seojin Kim 3.2 Technology Entrepreneurship, Technology Strategy, and Uncertainty - Nathan R. Furr Part 4: Competitive and Cooperative Strategy - John Child, Rodolphe Durand, and Dovev Lavie, Leads 4.0 Competitive and Cooperative Strategy - John Child, Rodolphe Durand, and Dovev Lavie 4.1 Competitive Advantage = Strategy, Reboot - Rodolphe Durand 4.2 Alliances and Networks - Dovev Lavie Part 5: Global Strategy - Stephen Tallman and Alvaro Cuervo-Cazurra, Leads 5.0 Global Strategy - Stephen Tallman and Alvaro Cuervo-Cazurra 5.1 MNCs and Cross-Border Strategic Management - D. Eleanor Westney 5.2 Emerging Economies: The Impact of Context on Global Strategic Management - Peter J. Williamson and Jos F.P. Santos Part 6: Strategic Leadership - Donald C. Hambrick and Adam J. Wowak, Leads 6.0 Strategic Leadership - Donald C. Hambrick and Adam J. Wowak 6.1 Top Management Teams - Margarethe F. Wiersema and Joshua S. Hernsberger 6.2 CEO Succession - Yan (Anthea) Zhang Part 7: Governance and Boards of Directors - Ruth V. Aguilera, Lead 7.0 Corporate Governance - Ruth V. Aguilera 7.1 Boards of Directors and Strategic Management in Public Firms and New Ventures - James D. Westphal and Sam Garg 7.2 Ownership and Governance - Brian Connelly Part 8: Knowledge and Innovation - Henk W. Volberda, Tatjana Schneidmuller, and Taghi Zadeh, Leads 8.0 Knowledge and Innovation: From Path Dependency Towards Managerial Agency - Henk W. Volberda, Tatjana Schneidmuller, and Taghi Zadeh 8.1 Organizational Learning - Mary Crossan, Dusya Vera, and Seemantini Pathak 8.2 Management of Innovation and Knowledge Sharing - Michael Howard Part 9: Strategy Processes and Practices - Robert A. Burgelman, Steven W. Floyd, Tomi Laamanen, Saku Mantere, Eero Vaara, and Richard Whittington, Leads 9.0 Strategy Processes and Practices - Robert A. Burgelman, Steven W. Floyd, Tomi Laamanen, Saku Mantere, Eero Vaara, and Richard Whittington 9.1 Strategic Decision-Making and Organizational Actors - Rhonda K. Reger and Michael D. Pfarrer 9.2 Strategic Change and Renewal - Quy N. Huy and Daniel Mack Part 10: Microfoundations and Behavioral Strategy - Nicolai J. Foss, Lead 10.0 Microfoundations in Strategy: Content, Current Status and Future Prospects - Nicolai J. Foss 10.1 Strategic Human Capital: Fit for the Future - Russell Coff and Marketa Rickley 10.2 Extending the Microfoundations of Capability Development and Utilization: The Role of Agentic Technology and Identity-based Community - David G. Sirmon Part 11: Critical Factors Affecting Strategy in the Future - Phanish Puranam, Lead 11.0 Critical Factors Affecting Strategy in the Future - Phanish Puranam 11.1 Artificial Intelligence in Strategizing: Prospects and Challenges - Georg von Krogh, Shiko M. Ben-Menahem, and Yash Raj Shrestha 11.2 Sustainability Strategies - Michael L. Barnett, Irene Henriques, and Bryan W. Husted 11.3 What Would the Field of Strategic Management Look Like If It Took the Stakeholder Perspective Seriously? - Jay B. Barney and Alison Mackey 11.4 Business Model Innovation Strategy - Raphael Amit and Christoph Zott