The DOI matches its Crossref record; 73 of the 73 references it cites were found in a registry or an index.
A practical guide for making theory contributions in strategic management
Abstract
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.
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Cites
Absorptive Capacity: A New Perspective on Learning and Innovation
Cohen, W. M., & Levinthal, D. A. (1990) · Administrative Science Quarterly · doi:10.2307/2393553 · Cited by 35,728
Building Theories from Case Study Research
Eisenhardt, K. M. (1989) · The Academy of Management Review · doi:10.2307/258557 · Cited by 17,455
(1969) · Virtual Defense Library (Ministerio de Defensa) · Cited by 10,735
Asset Stock Accumulation and Sustainability of Competitive Advantage
Dierickx, I., & Cool, K. (1989) · Management Science · doi:10.1287/mnsc.35.12.1504 · Cited by 8,353
Teece, D. J. (1986) · Research Policy · doi:10.1016/0048-7333(86)90027-2 · Cited by 7,842
The Structure of Scientific Revolutions
Hall, M. B., & Kuhn, T. S. (1963) · The American Historical Review · doi:10.2307/1847040 · Cited by 7,479
Core capabilities and core rigidities: A paradox in managing new product development
Leonard-Barton, D. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131009 · Cited by 6,477
Levitt, B., & March, J. G. (1988) · Annual Review of Sociology · doi:10.1146/annurev.so.14.080188.001535 · Cited by 6,447
Strategic Factor Markets: Expectations, Luck, and Business Strategy
Barney, J. B. (1986) · Management Science · doi:10.1287/mnsc.32.10.1231 · Cited by 5,548
Self-citationWhat Constitutes a Theoretical Contribution?
Whetten, D. A. (1989) · The Academy of Management Review · doi:10.2307/258554 · Cited by 4,129
Cited by
A guide to abductive thematic analysis
Thompson, J. (2022) · The Qualitative Report · doi:10.46743/2160-3715/2022.5340 · Cited by 493
“However, even the smallest interactions, exchanges, or contextual anomalies can trigger small theoretical developments (Makadok et al., 2018).”
InfluentialWijewickrama, M. K. C. S., Rameezdeen, R., & Chileshe, N. (2021) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2021.127938 · Cited by 99
Eisbach, S., Mai, O., & Hertel, G. (2024) · New Ideas in Psychology · doi:10.1016/j.newideapsych.2024.101077 · Cited by 12
Metadata
- Authors
- Makadok, R., Burton, R., & Barney, J.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2018-05-09
- Volume
- 39
- Issue
- 6
- Pages
- 1530-1545
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2792878976
- Cited by
- 336
- References
- 73
- FWCI
- 16.39
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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