Example of Strategic Organization format
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Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format
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Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format Example of Strategic Organization format
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Strategic Organization — Template for authors

Publisher: SAGE
Categories Rank Trend in last 3 yrs
Education #30 of 1319 up up by 98 ranks
Industrial Relations #3 of 54 up up by 5 ranks
Business and International Management #35 of 399 up up by 24 ranks
Strategy and Management #43 of 440 up up by 40 ranks
journal-quality-icon Journal quality:
High
calendar-icon Last 4 years overview: 91 Published Papers | 637 Citations
indexed-in-icon Indexed in: Scopus
last-updated-icon Last updated: 30/06/2020
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Related Journals

open access Open Access

SAGE

Quality:  
High
CiteRatio: 3.1
SJR: 0.964
SNIP: 1.77
open access Open Access

Taylor and Francis

Quality:  
High
CiteRatio: 3.4
SJR: 1.133
SNIP: 1.74
open access Open Access

Springer

Quality:  
High
CiteRatio: 3.4
SJR: 0.372
SNIP: 0.88
open access Open Access

SAGE

Quality:  
High
CiteRatio: 3.5
SJR: 1.249
SNIP: 1.602

Journal Performance & Insights

Impact Factor

CiteRatio

Determines the importance of a journal by taking a measure of frequency with which the average article in a journal has been cited in a particular year.

A measure of average citations received per peer-reviewed paper published in the journal.

3.413

10% from 2018

Impact factor for Strategic Organization from 2016 - 2019
Year Value
2019 3.413
2018 3.109
2017 2.225
2016 1.941
graph view Graph view
table view Table view

7.0

3% from 2019

CiteRatio for Strategic Organization from 2016 - 2020
Year Value
2020 7.0
2019 7.2
2018 4.4
2017 3.2
2016 4.0
graph view Graph view
table view Table view

insights Insights

  • Impact factor of this journal has increased by 10% in last year.
  • This journal’s impact factor is in the top 10 percentile category.

insights Insights

  • CiteRatio of this journal has decreased by 3% in last years.
  • This journal’s CiteRatio is in the top 10 percentile category.

SCImago Journal Rank (SJR)

Source Normalized Impact per Paper (SNIP)

Measures weighted citations received by the journal. Citation weighting depends on the categories and prestige of the citing journal.

Measures actual citations received relative to citations expected for the journal's category.

3.135

5% from 2019

SJR for Strategic Organization from 2016 - 2020
Year Value
2020 3.135
2019 2.987
2018 2.546
2017 2.274
2016 2.175
graph view Graph view
table view Table view

1.612

38% from 2019

SNIP for Strategic Organization from 2016 - 2020
Year Value
2020 1.612
2019 2.618
2018 1.555
2017 1.198
2016 1.55
graph view Graph view
table view Table view

insights Insights

  • SJR of this journal has increased by 5% in last years.
  • This journal’s SJR is in the top 10 percentile category.

insights Insights

  • SNIP of this journal has decreased by 38% in last years.
  • This journal’s SNIP is in the top 10 percentile category.

Strategic Organization

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SAGE

Strategic Organization

Strategic Organization is devoted to publishing high-quality, peer-reviewed, discipline-grounded conceptual and empirical research of interest to researchers, teachers, students, and practitioners of strategic management and organization. The journal also aims to be of conside...... Read More

Education

Industrial relations

Business and International Management

Strategy and Management

Social Sciences

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Last updated on
30 Jun 2020
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ISSN
1476-1270
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Impact Factor
Medium - 0.668
i
Open Access
No
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Sherpa RoMEO Archiving Policy
Green faq
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Plagiarism Check
Available via Turnitin
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Endnote Style
Download Available
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Bibliography Name
SageV
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Citation Type
Numbered (Superscripted)
25
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Bibliography Example
Blonder GE, Tinkham M and Klapwijk TM. Transition from metallic to tunneling regimes in superconducting microconstrictions: Excess current, charge imbalance, and supercurrent conversion. Phys. Rev. B 1982; 25(7): 4515–4532. URL 10.1103/PhysRevB.25.4515.

Top papers written in this journal

Journal Article DOI: 10.1177/1476127003001001218
Correcting for Endogeneity in Strategic Management Research
Barton H. Hamilton1, Jackson A. Nickerson1
01 Feb 2003 - Strategic Organization

Abstract:

The field of strategic management is predicated fundamentally on the idea that managements' decisions are endogenous to their expected performance implications. Yet, based on a review of more than a decade of empirical research in the Strategic Management Journal, we find that few papers econometrically correct for such endog... The field of strategic management is predicated fundamentally on the idea that managements' decisions are endogenous to their expected performance implications. Yet, based on a review of more than a decade of empirical research in the Strategic Management Journal, we find that few papers econometrically correct for such endogeneity. In response, we now describe the endogeneity problem for cross-sectional and panel data, referring specifically to management's choice among discrete strategies with continuous performance outcomes. We then present readily implementable econometric methods to correct for endogeneity and, when feasible, provide STATA code to ease implementation. We also discuss extensions and nuances of these models that are sometimes difficult to decipher in more standard treatments. These extensions are not typically discussed in the strategy literature, but they are, in fact, highly pertinent to empirical strategic management research. read more read less

Topics:

Endogeneity (59%)59% related to the paper, Empirical research (53%)53% related to the paper, Strategic management (51%)51% related to the paper
View PDF
1,168 Citations
open accessOpen access Journal Article DOI: 10.1177/1476127008094339
Controlling for endogeneity with instrumental variables in strategic management research
Guilhem Bascle1
01 Aug 2008 - Strategic Organization

Abstract:

This article offers a framework to understand how endogeneity arises and how to control for it with instrumental variables to estimate causal relations with observational data. It builds on the state-of-the-art research in applied and theoretical econometrics to highlight the importance of endogeneity and review the methods t... This article offers a framework to understand how endogeneity arises and how to control for it with instrumental variables to estimate causal relations with observational data. It builds on the state-of-the-art research in applied and theoretical econometrics to highlight the importance of endogeneity and review the methods that can be used to address it with instrumental variables.The article also discusses when the Heckman two-step procedure can be used, as well as the tests, methods and assumptions that researchers should check when using instrumental variables.To ease implementation of the instrumental variables techniques, the author offers the STATA commands of the exposed tests and methods. Further, an empirical example is provided along with the utilized STATA codes. In the end, this article serves as a`toolkit' allowing scholars not only to understand whether endogeneity is present in their empirical setting, but also to assess the empirical validity of their work when using instrumental variables. read more read less

Topics:

Endogeneity (64%)64% related to the paper, Instrumental variable (57%)57% related to the paper
View PDF
856 Citations
open accessOpen access Journal Article DOI: 10.1177/1476127008100133
Understanding dynamic capabilities: progress along a developmental path
Constance E. Helfat1, Margaret A. Peteraf1
01 Feb 2009 - Strategic Organization

Abstract:

The aim of dynamic capabilities research is ambitious: to understand how firmscan sustain a competitive advantage by responding to and creating environmen-tal change (Teece, 2007). As one of the most central and difficult questionswithin the strategy domain, this might well be characterized as the Holy Grailof strategic manag... The aim of dynamic capabilities research is ambitious: to understand how firmscan sustain a competitive advantage by responding to and creating environmen-tal change (Teece, 2007). As one of the most central and difficult questionswithin the strategy domain, this might well be characterized as the Holy Grailof strategic management. The topical domain of dynamic capabilities, in conse-quence, is as broad and as complex as any in the field. It spans the domains ofstrategy process and content, and involves multiple levels of analysis, from man-agerial decision-processes, to organizational routines, to competitive inter-actions and environmental change. The complexity of the topic is matched,fittingly, by the complexity of the theoretical underpinnings. Undoubtedly, thishas generated some confusion. It is therefore not surprising that the critique ofArend and Bromiley (A&B) in the preceding essay reflects some of this confu-sion. Here, we address this by clarifying the dynamic capabilities concept, inrelation to its development and the challenges faced.We first survey the development path of dynamic capabilities research, anddiscuss the different theoretical bases of this emerging area of scholarship. Thenwe clarify issues regarding the definition of dynamic capabilities and discuss thelink between dynamic capabilities and firm performance. As part of our analy-sis, we address the two main conclusions of A&B regarding dynamic capabil-ities research. The first is that we should abandon the dynamic capabilitiesapproach if it does not ‘quickly develop a theoretical foundation’. The second isthat regardless of the pace of theory development, we should replace theseefforts with ‘work on strategic change tied to fuller theories of strategic organ-ization’. In what follows, we explain why these conclusions are premature andunwarranted. We also address other issues raised by A&B, focusing on the mainissues raised in the body of their commentary. read more read less

Topics:

Dynamic capabilities (60%)60% related to the paper, Competitive advantage (52%)52% related to the paper, Strategic management (51%)51% related to the paper
View PDF
821 Citations
Journal Article DOI: 10.1177/1476127005055796
Strategic organization: a field in search of micro-foundations:
Teppo Felin1, Nicolai J. Foss2
01 Nov 2005 - Strategic Organization

Abstract:

Organizations are made up of individuals, and there is no organization without individuals. There is nothing quite as elementary; yet this elementary truth seems to have been lost in the increasing focus on structure, routines, capabilities, culture, institutions and various other collective conceptualizations in much of rece... Organizations are made up of individuals, and there is no organization without individuals. There is nothing quite as elementary; yet this elementary truth seems to have been lost in the increasing focus on structure, routines, capabilities, culture, institutions and various other collective conceptualizations in much of recent strategic organization research. It is not overstating the matter too much to say that ‘organization’ has generally entered the field of strategy in the form of various aggregate concepts. This editorial essay is born out of a frustration on our part for the present lack of focus on individuals in much of strategic organization and the taken-forgranted status of ‘organization’. Specifically, the underlying argument of this essay is that individuals matter and that micro-foundations are needed for explanation in strategic organization. In fact, to fully explicate organizational anything – whether identity, learning, knowledge or capabilities – one must fundamentally begin with and understand the individuals that compose the whole, specifically their underlying nature, choices, abilities, propensities, heterogeneity, purposes, expectations and motivations. While using the term ‘organizational’ may serve as helpful shorthand for discussion purposes and for reduced-form empirical analysis, truly explaining (beyond correlations) the organization (e.g. existence, decline, capability or performance), or any collective for that matter, requires starting with the individual as the central actor. Our particular focus in this essay is on the organizational capabilities-based literature in strategic management. This focus serves as a specific example of a more general problem of lack of attention to individuals in strategic organization. (Wider implications could be explicated given more space.) As brief support for the fact that our discussion does have wider ramifications, we note that Selznick has also quite poignantly raised the need for micro-foundations on the part of institutional scholars (1996: 274). Whetten (2004) also highlights the fact that scholars are rarely explicit about what they mean by ‘organizational’. STRATEGIC ORGANIZATION Vol 3(4): 441–455 DOI: 10.1177/1476127005055796 Copyright ©2005 Sage Publications (London,Thousand Oaks, CA and New Delhi) http://soq.sagepub.com read more read less

Topics:

Strategic planning (61%)61% related to the paper, Strategic thinking (60%)60% related to the paper, Strategic alignment (54%)54% related to the paper, Strategic management (53%)53% related to the paper, Argument (50%)50% related to the paper
796 Citations
Journal Article DOI: 10.1177/147612700311006
The Work of Strategizing and Organizing: For a Practice Perspective
Richard Whittington1
01 Feb 2003 - Strategic Organization

Abstract:

It takes a lot of work to make a strategy or design an organization. Consider just the formal side. Data are gathered and analysed, documents are written and presentations made. There are project meetings, board meetings, conferences, workshops and awaydays. Midnight oil is burnt and weekends lost. The work is expensive. It c... It takes a lot of work to make a strategy or design an organization. Consider just the formal side. Data are gathered and analysed, documents are written and presentations made. There are project meetings, board meetings, conferences, workshops and awaydays. Midnight oil is burnt and weekends lost. The work is expensive. It calls on senior managers, middle managers, strategic planners, organization development experts, management consultants, communications specialists and sometimes lawyers and investment bankers. And there is even more work in getting these strategies or organization designs actually implemented. The work of strategizing and organizing is a serious business. My argument here is for the importance of this work to the remit of Strategic Organization. Seeing strategy and organization as achieved by the labour of highly skilled workers brings to the new journal at least six sets of research questions: briefly, where and how is the work of strategizing and organizing actually done; who does this strategizing and organizing work; what are the skills required for this work and how are they acquired; what are the common tools and techniques of strategizing and organizing; how is the work of strategizing and organizing organized itself; and finally how are the products of strategizing and organizing communicated and consumed? These questions are practically important. They are also in tune with the ‘practice turn’ in contemporary organization and social theory (Brown and Duguid, 2001; Orlikowski, 2002; Schatzki et al., 2000). The next section introduces the practice perspective on strategizing and organizing, distinguishing it from the process tradition and making the case for starting with the formal side. I shall then return to the six questions around the who, where, how and what of strategic and organizational work. Besides offering rich opportunities in terms of research, I shall argue that these kinds of questions are particularly pressing for those of us who are workers in business schools ourselves. My closing remarks start with a personal confession; they go on to consider the implications of the practice perspective both for testing theory and for the relationship between strategy and organization. STRATEGIC ORGANIZATION Vol 1(1): 117–125 1476-1270[200302];1:1;117–125;031221 Copyright ©2003 Sage Publications (London,Thousand Oaks, CA and New Delhi) read more read less

Topics:

Middle management (54%)54% related to the paper, Organization development (53%)53% related to the paper
601 Citations
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Frequently asked questions

1. Can I write Strategic Organization in LaTeX?

Absolutely not! Our tool has been designed to help you focus on writing. You can write your entire paper as per the Strategic Organization guidelines and auto format it.

2. Do you follow the Strategic Organization guidelines?

Yes, the template is compliant with the Strategic Organization guidelines. Our experts at SciSpace ensure that. If there are any changes to the journal's guidelines, we'll change our algorithm accordingly.

3. Can I cite my article in multiple styles in Strategic Organization?

Of course! We support all the top citation styles, such as APA style, MLA style, Vancouver style, Harvard style, and Chicago style. For example, when you write your paper and hit autoformat, our system will automatically update your article as per the Strategic Organization citation style.

4. Can I use the Strategic Organization templates for free?

Sign up for our free trial, and you'll be able to use all our features for seven days. You'll see how helpful they are and how inexpensive they are compared to other options, Especially for Strategic Organization.

5. Can I use a manuscript in Strategic Organization that I have written in MS Word?

Yes. You can choose the right template, copy-paste the contents from the word document, and click on auto-format. Once you're done, you'll have a publish-ready paper Strategic Organization that you can download at the end.

6. How long does it usually take you to format my papers in Strategic Organization?

It only takes a matter of seconds to edit your manuscript. Besides that, our intuitive editor saves you from writing and formatting it in Strategic Organization.

7. Where can I find the template for the Strategic Organization?

It is possible to find the Word template for any journal on Google. However, why use a template when you can write your entire manuscript on SciSpace , auto format it as per Strategic Organization's guidelines and download the same in Word, PDF and LaTeX formats? Give us a try!.

8. Can I reformat my paper to fit the Strategic Organization's guidelines?

Of course! You can do this using our intuitive editor. It's very easy. If you need help, our support team is always ready to assist you.

9. Strategic Organization an online tool or is there a desktop version?

SciSpace's Strategic Organization is currently available as an online tool. We're developing a desktop version, too. You can request (or upvote) any features that you think would be helpful for you and other researchers in the "feature request" section of your account once you've signed up with us.

10. I cannot find my template in your gallery. Can you create it for me like Strategic Organization?

Sure. You can request any template and we'll have it setup within a few days. You can find the request box in Journal Gallery on the right side bar under the heading, "Couldn't find the format you were looking for like Strategic Organization?”

11. What is the output that I would get after using Strategic Organization?

After writing your paper autoformatting in Strategic Organization, you can download it in multiple formats, viz., PDF, Docx, and LaTeX.

12. Is Strategic Organization's impact factor high enough that I should try publishing my article there?

To be honest, the answer is no. The impact factor is one of the many elements that determine the quality of a journal. Few of these factors include review board, rejection rates, frequency of inclusion in indexes, and Eigenfactor. You need to assess all these factors before you make your final call.

13. What is Sherpa RoMEO Archiving Policy for Strategic Organization?

SHERPA/RoMEO Database

We extracted this data from Sherpa Romeo to help researchers understand the access level of this journal in accordance with the Sherpa Romeo Archiving Policy for Strategic Organization. The table below indicates the level of access a journal has as per Sherpa Romeo's archiving policy.

RoMEO Colour Archiving policy
Green Can archive pre-print and post-print or publisher's version/PDF
Blue Can archive post-print (ie final draft post-refereeing) or publisher's version/PDF
Yellow Can archive pre-print (ie pre-refereeing)
White Archiving not formally supported
FYI:
  1. Pre-prints as being the version of the paper before peer review and
  2. Post-prints as being the version of the paper after peer-review, with revisions having been made.

14. What are the most common citation types In Strategic Organization?

The 5 most common citation types in order of usage for Strategic Organization are:.

S. No. Citation Style Type
1. Author Year
2. Numbered
3. Numbered (Superscripted)
4. Author Year (Cited Pages)
5. Footnote

15. How do I submit my article to the Strategic Organization?

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16. Can I download Strategic Organization in Endnote format?

Yes, SciSpace provides this functionality. After signing up, you would need to import your existing references from Word or Bib file to SciSpace. Then SciSpace would allow you to download your references in Strategic Organization Endnote style according to Elsevier guidelines.

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