Session 311

Theory Fragmentation in Strategic Management?

Track Q

Date: Monday, October 5, 2015

Track X

Time: 15:15 – 16:15

Showcase Panel

Room: Governor's Square 12


Session Chair:

  • Thomas Brush, Purdue University

    photo of Thomas Brush

    Thomas (Tom) Brush is Professor of Management at the Krannert School of Management, Purdue University. His research focuses on corporate strategy and manufacturing strategy topics. His current research interests examine the disintermediation of existing business models with e-commerce initiatives. This research extends his research on supplier relationships and corporate strategy to issues such as outsourcing, e-commerce marketplaces, and online banking. He has published in Management Science, Strategic Management Journal, Production and Operations Management, Journal of Economic Behavior and Organization, Managerial and Decision Economics and Explorations in Economic History. He serves on the Executive Committee of the Academy of Management. In 1991 he received the Free Press Award for Outstanding Dissertation Research in Business Policy and Strategy in its doctoral dissertation competition. He was awarded the AlliedSignal Manufacturing Management Excellence in Teaching Award in 1999. He is a member of the Academy of Management and Strategic Management Society and is on the editorial board of the Strategic Management Journal, Manufacturing and Service Operations Management, and Journal of Management.


Panelists:

The literature of strategic management is growing rapidly and in different directions. Some scholars build upon fundamental questions that have long driven the field, while others consider new questions altogether. Traditional theories continue to get refined and even revised, while new perspectives emerge. All the while, the methods used by strategy researchers are becoming increasingly sophisticated and theory testing now seems to involve data collected from all around the globe. Is this explosion of research questions, ever increasing expansion of theories and new advances in method and data, making the field more fragmented? Has the increasing breadth and depth of our research threatened any consensus of what strategy research is? Do we, and should we, have a unifying framework that defines our field? Discussants will address the above questions in general in the following three sets of interrelated questions.

Question Set I: Are we witnessing theory fragmentation? Is a unified theory of strategic management even possible? Even if possible, is it desirable? If there is no unified theory, then what provides cohesion to the field?

Question Set II: Are faulty statistical practices and interpretations limiting the accumulation of knowledge? Might this even be contributing to theory fragmentation? Are the increasing requirements for large datasets and longitudinal data limiting the phenomena that we study? How can we reconcile our need for superior representation of organizational phenomena with those that do not readily lend themselves to lab or natural experiments? For instance, what can we learn from single case studies?

Question Set III: Does theory fragmentation in our field generate ambiguities for practitioners? Is it the case that practitioners are more likely to dismiss strategic management theories as being irrelevant, or is it the case that they pick and choose what applies depending upon what they read and with whom they interact?

All Sessions in Track Q...

Sun: 13:45 – 14:30
Session 307: Lifetime Achievement Award Recipient
Sun: 14:45 – 15:45
Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation
Mon: 09:45 – 11:00
Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies
Mon: 15:15 – 16:15
Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
Session 311: Theory Fragmentation in Strategic Management?
Session 312: Climate Change: Why and How Should Strategic Management Care?
Tue: 09:45 – 10:45
Session 9: Whatever Happened to Theory in Strategic Management?

All Sessions in Track X...

Sun: 08:00 – 09:15
Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
Sun: 09:45 – 11:00
Session 29: The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance
Session 76: The evolution of the strategy as a profession and the field of strategy
Sun: 11:15 – 12:30
Session 12: Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
Session 38: Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research
Sun: 13:45 – 14:30
Session 307: Lifetime Achievement Award Recipient
Sun: 14:45 – 15:45
Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation
Sun: 16:15 – 17:30
Session 61: The Institutional Level of Strategizing Activities
Session 261: Knowledge Creation and Sharing in Virtual Communities
Mon: 08:00 – 09:15
Session 72: External Influences: Audiences and Media
Session 126: Entry Mode & Cross-Border Acquisitions
Session 140: New Perspectives on the Outside Director Selection Process
Mon: 09:45 – 11:00
Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies
Mon: 11:15 – 12:30
Session 149: Management and Coordination of Multinationals
Session 220: Perspectives on CEO Compensation
Mon: 13:45 – 15:00
Session 16: Human Capital and Innovation
Session 37: Political Ties: Knots or Bows?
Session 63: Political and Material Aspects of Strategy Making
Session 97: Accelerators, corporate VCs and new venture creation
Session 258: Explainng CSR: External Factors
Mon: 15:15 – 16:15
Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
Session 311: Theory Fragmentation in Strategic Management?
Session 312: Climate Change: Why and How Should Strategic Management Care?
Mon: 16:45 – 18:00
Session 42: The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
Session 112: Acquisitions - Before the Deal
Tue: 08:00 – 09:15
Session 309: Looking Good and Sounding Better: Impression Management by CEOs
Tue: 09:45 – 10:45
Session 9: Whatever Happened to Theory in Strategic Management?
Tue: 11:00 – 12:15
Session 70: CEO Characteristics: Microfoundations of Behavioral Strategy
Tue: 14:15 – 15:30
Session 116: Acquisitions - After the Deal
Tue: 15:45 – 17:00
Session 52: Entrepreneurial business models
Session 219: A Tough Crowd: Critical Examinations by Owners and Stakeholders
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 144: Board Structure: What Works Best?
Session 208: Internationalization Strategies and Performance


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