Journal of Strategy and Management: Volume 7 Issue 4


Table of contents

Can companies buy legitimacy? Using corporate political strategies to offset negative corporate social responsibility records

Ekin Alakent, Mine Ozer

Organizational legitimacy is greatly influenced by firm corporate social responsibility (CSR) records. An organization with a poor CSR record can either try to improve its…

Knightian uncertainty and risk: A basis for untangling dynamic capabilities from operational capabilities

Ramesh Dangol, Anthony Kos

– The purpose of this paper is to propose a new way to distinguish a firm’s dynamic capabilities from operational capabilities.

Strategy formation in the innovation and market domain: emergent or deliberate?

Karl-Heinz Leitner

– The purpose of this paper is to study the nature of the strategy formation and its impact on firm performance in relation to market development and product innovation.


Managerial networks and strategic orientation in SMEs: Experience from a transition economy

Debadutta Kumar Panda

– The purpose of this paper is to igvestigate how strategic orientation influences managerial networks in Indian SMEs and the role competitive intensity as a moderator.

Exploring the dynamism of complementarities in executives’ business modelling knowledge structures: Insights from Australian strategic leaders

Arash Najmaei, Jo Rhodes, Peter Lok

The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure…

A unified framework of explanations for strategic persistence in the wake of others’ failures

Joseph Amankwah-Amoah

Although strategic persistence remains a key issue in change management and strategy literature, the understanding of strategic persistence in the face of other businesses’…

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Emerald Publishing Limited

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  • Dr. Nicholas O'Regan
  • Professor Abby Ghobadian