Strategic Management Journal最新文献_第3页

Competing with the platform: Complementor positioning and cross‐platform response to entry 与平台竞争：补充者定位和跨平台进入的对策

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-31 DOI: 10.1002/smj.3643

Aldona Kapacinskaite, Ahmadreza Mostajabi

{"title":"Competing with the platform: Complementor positioning and cross‐platform response to entry","authors":"Aldona Kapacinskaite, Ahmadreza Mostajabi","doi":"10.1002/smj.3643","DOIUrl":"https://doi.org/10.1002/smj.3643","url":null,"abstract":"Research SummaryThis study contrasts traditional entry dynamics with platform owner entry into a complementor market and examines cross‐platform complementor response to competition with the platform. Generalists experience low repositioning cost and are more likely to shift effort away, while specialists focus their effort on the focal platform. We examine Apple's “Files” app entry and find support for our hypotheses: generalists shift effort toward the competing platform, while specialists double down on the focal platform. Moreover, empirically comparing Apple's entry with that of other large firms, we find that only the platform owner elicits a strong complementor response. This article contributes to the competitive and corporate strategy literatures, underscoring how complementor heterogeneity affects cross‐platform allocation of effort when the platform owner becomes a competitor in complementor spaces.Managerial SummaryGiven the growing managerial and regulatory interest in competitive arenas on digital platforms, we analyze how firms respond to competition with the platform owner. We hypothesize that platform‐enabled firms (complementors) with an outside option—those who also operate on a different platform—reposition, while firms only focused on a single platform double down. Examining the case of the “Files” app on Apple's App Store, we find support for these predictions. We also study other large firm entries on App Store (by Microsoft and SanDisk), but do not observe a meaningful response by complementors. We describe how market entry by the platform owner differs from traditional entry and argue stakeholders may benefit from a deeper understanding of the unique nature of competing with a platform.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141869891","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How do US firms grow? New evidence from a growth decomposition 美国公司如何成长？增长分解的新证据

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-25 DOI: 10.1002/smj.3641

Jagadeesh Sivadasan, Natarajan Balasubramanian, Ravi Dharwadkar, Charlotte Ren

{"title":"How do US firms grow? New evidence from a growth decomposition","authors":"Jagadeesh Sivadasan, Natarajan Balasubramanian, Ravi Dharwadkar, Charlotte Ren","doi":"10.1002/smj.3641","DOIUrl":"https://doi.org/10.1002/smj.3641","url":null,"abstract":"Research SummaryFirm growth and its underlying modes are rarely examined on their own, which impedes our understanding of their relative importance, correlations among them and their associations with competition and future performance. We address these using a comprehensive seven‐mode decomposition of employment growth in all US firms (2004–2013). We find that organic modes such as opening or closing plants contribute more than transactional modes such as acquisitions and selloffs, and that growth modes exhibit age‐size differences and are generally positively correlated within firms. Trade competition in manufacturing increased closures and decreased acquisitions but had no effect on new units. Transactional growth positively correlates with future survival, unlike organic growth. Together, our findings expand our understanding of firm growth as a composite of multiple growth modes.Managerial SummaryManagers have many ways to grow a firm, but studies typically emphasize transactional modes such as acquisitions and selloffs. Using data on all US firms over 2004–2013, we study seven growth modes in an integrated and comprehensive model. We find that organic modes contribute more to growth than transactional modes, that young, large firms grow less relative to old, large firms, that when firms grow (shrink), they tend to grow (shrink) using multiple modes simultaneously and that growth modes vary in their association with competition. Importantly, transactional growth positively correlates with future survival, unlike organic growth. Together, these findings not only suggest that growth modes vary in their contribution to firm growth but also that they may differently influence subsequent performance.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141781378","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

More is (sometimes) merrier: Heterogeneity in demand spillovers and competition on a digital platform 多多益善：数字平台上需求溢出效应和竞争的异质性

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-25 DOI: 10.1002/smj.3647

Manav Raj

{"title":"More is (sometimes) merrier: Heterogeneity in demand spillovers and competition on a digital platform","authors":"Manav Raj","doi":"10.1002/smj.3647","DOIUrl":"https://doi.org/10.1002/smj.3647","url":null,"abstract":"Research SummaryPlatforms create value by connecting users to complementors offering goods or services. Complementors compete on platforms but may also benefit each other by drawing demand to the platform, which may then “spillover” from one complementor to another. This tension raises the question: When are relationships between complementors competitive versus complementary? To help address this question, I apply theory on agglomeration‐driven demand spillovers to examine when on‐platform demand spillovers created by peer product launch are larger versus smaller. Studying the Spotify platform, I find spillovers are larger, and peer album release more beneficial to an artist, when the peer stimulates greater demand expansion, platform‐mediated inter‐complementor proximity is higher, and the artist benefits more from consumer learning. Findings extend literature on on‐platform competition and inform complementor strategy.Managerial SummaryOn digital platforms, complementor product launch may hurt peer performance by causing substitution or may benefit peer performance by drawing demand to the platform which may then “spillover” from the complementor to a peer. Studying the Spotify platform, I examine when such spillovers are larger versus smaller, shedding light on when peer product launch is beneficial versus detrimental for complementors competing on digital platforms. On Spotify, demand spillovers are larger, and peer album release more beneficial to an artist, when peer album release draws listeners to the platform, Spotify recommendations connect the artist to the peer, and the artist reaches new or unfamiliar listeners. The findings suggest that, on platforms featuring demand spillovers, complementors can take strategic actions to leverage spillovers and improve performance.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141781377","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Strategic restraint: When do human‐capital‐intensive companies choose (not) to use noncompete agreements? 战略约束：人力资本密集型企业何时选择（不选择）使用非竞争协议？

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-22 DOI: 10.1002/smj.3648

Martin Ganco, Jingnan Liu, Haifeng Wang, Shotaro Yamaguchi

{"title":"Strategic restraint: When do human‐capital‐intensive companies choose (not) to use noncompete agreements?","authors":"Martin Ganco, Jingnan Liu, Haifeng Wang, Shotaro Yamaguchi","doi":"10.1002/smj.3648","DOIUrl":"https://doi.org/10.1002/smj.3648","url":null,"abstract":"Research SummaryExtant work in strategic management has focused on the role of noncompete agreements (NCAs)—a form of restrictive legal lever used by firms when managing human capital—and conceptualized them as being advantageous to firms. Challenging this notion, we highlight a novel downside of using NCAs and show how their use by some firms creates differentiation opportunities for rival firms. We analyze a unique survey dataset to examine the heterogeneity in the firms' actual use of NCAs conditional on industry and state. We find that the nonuse of NCAs is more common among firms that rely more heavily on talent and are also not the industry leaders, and such firms are more likely not to use NCAs with the goal of attracting skilled employees.Managerial SummaryNoncompete agreements (NCAs) have long been regarded as effective tools for firms managing human capital. Our research challenges this conventional wisdom. We show that NCAs are not uniformly beneficial to all firms even when looking at competitors within the same industry. By analyzing a unique survey dataset, we find that firms relying heavily on talent and not leading their industries are more inclined to forgo NCAs. Their strategic intent? Attracting skilled employees. This study sheds light on the delicate balance between legal constraints and talent attraction and is particularly salient in the context of the policy efforts to ban NCAs.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141781382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Organizational adaptation in dynamic environments: Disentangling the effects of how much to explore versus where to explore 动态环境中的组织适应：区分探索程度与探索地点的影响

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-20 DOI: 10.1002/smj.3646

Kannan Srikanth, Tiberiu Ungureanu

{"title":"Organizational adaptation in dynamic environments: Disentangling the effects of how much to explore versus where to explore","authors":"Kannan Srikanth, Tiberiu Ungureanu","doi":"10.1002/smj.3646","DOIUrl":"https://doi.org/10.1002/smj.3646","url":null,"abstract":"Research SummaryThere is considerable debate about how firms should adapt to environmental dynamism. Theoretically, some scholars suggest that with increasing dynamism, firms should explore more, whereas others argue that firms should explore less. Empirical evidence remains mixed. We attempt to reconcile these mixed findings by (a) distinguishing between two facets of exploration—exploration propensity versus exploration breadth, and (b) recognizing that firms may make these two decisions using different decision‐making processes. Using a computational model we show that with increasing environmental dynamism, for high performance, (a) firms' exploration propensity may increase, decrease, or stay the same depending on their decision‐making process, but (b) firms' exploration breadth always increases. Our results help explain the mixed findings in this domain and have implications for future empirical work.Managerial SummaryResponding to dynamic environments is challenging for managers. There is limited support for the intuition that firms should explore more in more dynamic environments. We recognize that exploration decisions in firms are temporally and hierarchically separated—senior managers first decide how much to explore and middle managers then decide which projects to fund. In this research, we use a computational model to unpack how these two facets of exploration may change in dynamic environments for firms to maintain high performance. We find that as dynamism increases, how much firms explore depends on how sensitive their decision‐making process is to the perceived attractiveness of the different options, but when they explore, they should always choose options further away from their status‐quo.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141744296","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Is knowledge really the most important strategic resource? A meta‐analytic review 知识真的是最重要的战略资源吗？元分析综述

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-18 DOI: 10.1002/smj.3645

Donald D. Bergh, Laura D'Oria, T. Russell Crook, Ashley Roccapriore

{"title":"Is knowledge really the most important strategic resource? A meta‐analytic review","authors":"Donald D. Bergh, Laura D'Oria, T. Russell Crook, Ashley Roccapriore","doi":"10.1002/smj.3645","DOIUrl":"https://doi.org/10.1002/smj.3645","url":null,"abstract":"Research SummaryThe knowledge‐based view (KBV) claims that knowledge is the most important strategic resource because it is the strongest determinant of firm competitive advantage and the glue that pulls resources together. We examine this assertion through a meta‐analysis of the accumulated evidence on the relationships among strategic resources and firm performance (stock market, financial performance, and growth). Findings from 348 samples reporting 248,136 firm‐level observations show that knowledge resources have the highest positive association with all three performance dimensions, with the highest positive relationship with growth, followed by market and then financial performance. Further, knowledge may serve as a foundational resource by augmenting other strategic resources and helping make firms different. These findings support the KBV's core prediction that knowledge resources offer superior strategic value.Managerial SummaryManagers need to understand what resources yield the strongest and most consistent returns. We examined the often‐invoked claim that knowledge is the most important resource associated with firm success. Our study combines evidence from over 300 samples and finds that knowledge‐based resources are consistently associated with the strongest profit, stock market, and growth returns relative to other types of resource investments. For managers, the message is clear—acquire, integrate, retain, and motivate knowledge‐related resources because doing so pays off.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141744297","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Employment restrictions on resource transferability and value appropriation from employees 对员工资源可转让性和价值占有的就业限制

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-18 DOI: 10.1002/smj.3634

Natarajan Balasubramanian, Evan Starr, Shotaro Yamaguchi

{"title":"Employment restrictions on resource transferability and value appropriation from employees","authors":"Natarajan Balasubramanian, Evan Starr, Shotaro Yamaguchi","doi":"10.1002/smj.3634","DOIUrl":"https://doi.org/10.1002/smj.3634","url":null,"abstract":"Research SummaryWe examine the joint adoption of four employment restrictions that limit firm resource outflows—nondisclosure (NDA), non‐solicitation, non‐recruitment, and noncompete agreements—and their associations with value appropriation from employees. Using novel individual‐ and firm‐level survey data, we find that when firms adopt restrictions, they tend to adopt either all four restrictions or only an NDA. Adoption of all four restrictions is more likely when workers have access to valuable resources, noncompetes are more enforceable, and states adopt the inevitable disclosure doctrine. Employees with all four restrictions earn 5.4% less than employees with only NDAs, and this effect is driven by workers with low bargaining power. Analyses of earnings and a single restriction (e.g., only noncompetes) yield opposite results from those considering joint adoption, likely because of selection.Managerial SummaryValuable firm resources are often embedded in employees. We study whether and when firms adopt four employment restrictions that could protect such resources—agreements not to disclose information, not to solicit clients or coworkers, and not to join or start a competitor—and examine the extent to which they are associated with value capture from employees. Using novel firm and worker‐level surveys, we find that firms mostly adopt either all four restrictions together, only an NDA, or use no restrictions. Workers are more likely to have all four restrictions when they have access to valuable resources, when noncompetes are more enforceable, and when states adopt the inevitable disclosure doctrine. Finally, all four restrictions are associated with 5.4% lower earnings on average relative to workers with only an NDA, driven by workers with low‐bargaining power.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141744298","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking 边缘企业的社会责任：公司对被边缘化地列入《Vault》法律百强排行榜的反应

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-12 DOI: 10.1002/smj.3642

Wooseok Jung, Amanda Sharkey

{"title":"Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking","authors":"Wooseok Jung, Amanda Sharkey","doi":"10.1002/smj.3642","DOIUrl":"https://doi.org/10.1002/smj.3642","url":null,"abstract":"Research SummaryGaining categorical status via a ranking places firms in a new comparison group and makes their behaviors more visible, potentially exposing them to greater scrutiny. How do marginally included firms respond? In this article, we propose that firms will take action in the area of CSR in order to secure their standing, deflect potential criticism, and reduce the anxiety that arises, paradoxically, from being included in a ranking. Using a regression discontinuity design involving law firms’ pro bono policies, we find support for our arguments. Consistent with the mechanism of status anxiety, the effects of marginal inclusion are amplified for firms with greater rank volatility. However, we find no difference in pro bono hours. We discuss implications for theories involving status, CSR, and decoupling.Managerial SummaryToday, firms are evaluated by rankings and ratings more frequently than ever. This continuous external surveillance heightens organizational anxieties, especially among firms that are marginally included. This study explores the strategic responses of such firms, proposing that they enhance their corporate social responsibility (CSR) efforts in order to secure their standing, conform with expectations, and preemptively counter criticism. Analyzing pro bono policies of the largest U.S. law firms, the results support this idea and suggest that the tendency is particularly salient when firms' rank positions have fluctuated significantly. The findings offer insights into how rankings affect firms' CSR strategies and their efforts to balance status and performance.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141615065","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Making business model decisions like scientists: Strategic commitment, uncertainty, and economic performance 像科学家一样做出商业模式决策：战略承诺、不确定性和经济绩效

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-10 DOI: 10.1002/smj.3636

Elena Novelli, Chiara Spina

{"title":"Making business model decisions like scientists: Strategic commitment, uncertainty, and economic performance","authors":"Elena Novelli, Chiara Spina","doi":"10.1002/smj.3636","DOIUrl":"https://doi.org/10.1002/smj.3636","url":null,"abstract":"Research SummaryThis study abductively investigates how a firm's degree of business model development—the extent to which strategic choices are crystallized—moderates the impact of a scientific approach to decision‐making on performance. We present findings from a field experiment involving 261 entrepreneurs, where treated entrepreneurs learn to apply a scientific approach, while control counterparts receive comparable content without this approach. Results show that the effect of scientific decision making varies with business model development. Treated entrepreneurs with higher degrees of business model development elaborated their theories of value focusing on lower‐level choices, achieving superior economic performance compared to controls. Conversely, treated entrepreneurs with lower levels of business model development reevaluated fundamental aspects, resulting in increased epistemic uncertainty and less favorable short‐term economic outcomes compared to controls.Managerial Using a field experiment with 261 entrepreneurs, we explored how the degree of business strategy definition influences the benefits of adopting a scientific approach to decision‐making. In the experiment, half of the entrepreneurs were taught to use a scientific approach for making decisions (the treated group), while the others received similar training without the scientific approach (the control group). Results show that treated entrepreneurs with already defined strategies benefited more, experiencing improved performance even in the short term. Conversely, treated entrepreneurs with strategies still under definition experienced more uncertainty and lower short‐term economic performance, as the scientific approach prompted them to reassess and adjust their core strategic decisions.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141588498","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Who captures the state? Evidence from irregular awards in a public innovation grant program 谁抓住了国家？公共创新补助金计划不定期奖励的证据

IF 8.3 1区管理学

Strategic Management Journal Pub Date : 2024-07-10 DOI: 10.1002/smj.3635

Yanbo Wang, Jordan Siegel, Jizhen Li

{"title":"Who captures the state? Evidence from irregular awards in a public innovation grant program","authors":"Yanbo Wang, Jordan Siegel, Jizhen Li","doi":"10.1002/smj.3635","DOIUrl":"https://doi.org/10.1002/smj.3635","url":null,"abstract":"Research summaryThis study utilizes the administrative data of an innovation grant program in a major emerging economy to study which firms are best positioned to capture the state and access resources beyond what their rule‐complying merits command. We trace the grant allocation process and directly observe occurrences of rule‐violating funding. We show that firms vary in capability to secure irregular awards, depending on factors such as geographic proximity and the social and bureaucratic setting within which entrepreneurs and officials interact. Furthermore, by comparing the actual allocation of irregular awards with the counterfactual scenario in which recipients were evaluated solely based on grant rules, we conclude that crony capitalism, rather than bureaucratic heroism, is the primary driver of irregular awards.Managerial summaryGovernments often use innovation grant programs to promote firm innovation, but these programs sometimes fail to achieve their objectives due to grant officials violating policy rules to provide resources to undeserving firms. We study a public funding program in a major emerging economy to analyze the bureaucratic structure and the social dynamics within which entrepreneurs and bureaucrats interact to identify the sources of state‐resource misallocation. We find that geographic distance, intragovernmental checks and balances, and the lack of direct social intermediary connecting entrepreneurs with bureaucrats help reduce the likelihood of collusion for state‐resource misallocation. Our results generate insights to help guide the (re)design of public funding programs, particularly in countries with low levels of transparency and public accountability.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-07-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141585202","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0