Example of Strategic Management Journal format
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Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format
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Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format Example of Strategic Management Journal format
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This content is only for preview purposes. The original open access content can be found here.
open access Open Access
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Strategic Management Journal — Template for authors

Publisher: Wiley
Categories Rank Trend in last 3 yrs
Strategy and Management #9 of 440 up up by 1 rank
Business and International Management #9 of 399 down down by 1 rank
journal-quality-icon Journal quality:
High
calendar-icon Last 4 years overview: 452 Published Papers | 5671 Citations
indexed-in-icon Indexed in: Scopus
last-updated-icon Last updated: 19/06/2020
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Related Journals

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Quality:  
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CiteRatio: 6.8
SJR: 0.819
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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.

5.471

2% from 2018

Impact factor for Strategic Management Journal from 2016 - 2019
Year Value
2019 5.471
2018 5.572
2017 5.482
2016 4.461
graph view Graph view
table view Table view

12.5

9% from 2019

CiteRatio for Strategic Management Journal from 2016 - 2020
Year Value
2020 12.5
2019 11.5
2018 10.9
2017 9.9
2016 8.2
graph view Graph view
table view Table view

insights Insights

  • Impact factor of this journal has decreased by 2% in last year.
  • This journal’s impact factor is in the top 10 percentile category.

insights Insights

  • CiteRatio of this journal has increased by 9% 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.

11.035

31% from 2019

SJR for Strategic Management Journal from 2016 - 2020
Year Value
2020 11.035
2019 8.43
2018 8.835
2017 8.006
2016 7.979
graph view Graph view
table view Table view

3.882

7% from 2019

SNIP for Strategic Management Journal from 2016 - 2020
Year Value
2020 3.882
2019 3.624
2018 3.322
2017 3.651
2016 3.448
graph view Graph view
table view Table view

insights Insights

  • SJR of this journal has increased by 31% in last years.
  • This journal’s SJR is in the top 10 percentile category.

insights Insights

  • SNIP of this journal has increased by 7% in last years.
  • This journal’s SNIP is in the top 10 percentile category.
Strategic Management Journal

Guideline source: View

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Wiley

Strategic Management Journal

SMJ is the official journal of the Strategic Management Society . The journal publishes original material concerned with all aspects of strategic management. It is devoted to the improvement and further development of the theory and practice of strategic management and it is d...... Read More

Business and International Management

Strategy and Management

Business, Management and Accounting

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Last updated on
18 Jun 2020
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ISSN
0143-2095
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Impact Factor
Very High - 3.305
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Open Access
Yes
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Sherpa RoMEO Archiving Policy
Yellow faq
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Plagiarism Check
Available via Turnitin
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Endnote Style
Download Available
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Bibliography Name
apa
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Citation Type
Author Year
(Blonder et al. 1982)
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Bibliography Example
Blonder GE, Tinkham M, Klapwijk TM 1982. Transition from metallic to tunneling regimes in superconducting microconstrictions: Excess current, charge imbalance, and supercurrent conversion. Phys. Rev. B, 25(7): 4515–4532.

Top papers written in this journal

open accessOpen access Journal Article DOI: 10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Dynamic capabilities and strategic management
David J. Teece1, Gary P. Pisano2, Amy Shuen3

Abstract:

The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (spec... The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difftcult-to- trade knowledge assets and complementary assets), and the evolution path(s) it has aflopted or inherited. The importance of path dependencies is amplified where conditions of increasing retums exist. Whether and how a firm's competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding intemally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival's costs, and excludes new entrants. © 1997 by John Wiley & Sons, Ltd. read more read less

Topics:

Competitive advantage (58%)58% related to the paper, Resource-based view (57%)57% related to the paper, Absorptive capacity (56%)56% related to the paper, Strategic fit (55%)55% related to the paper, Complementary assets (54%)54% related to the paper
View PDF
27,902 Citations
Journal Article DOI: 10.1002/SMJ.4250050207
A Resource-Based View of the Firm
Birger Wernerfelt1

Abstract:

Summary The paper explores the usefulness of analysing firms from the resource side rather than from the product side. In analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested. These tools are then used to highlight the new strategic options ... Summary The paper explores the usefulness of analysing firms from the resource side rather than from the product side. In analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested. These tools are then used to highlight the new strategic options which naturally emerge from the resource perspective. read more read less

Topics:

Resource-based view (54%)54% related to the paper, Strategic fit (53%)53% related to the paper, Dynamic capabilities (53%)53% related to the paper, Barriers to entry (53%)53% related to the paper, Strategic group (52%)52% related to the paper
View PDF
18,677 Citations
open accessOpen access Journal Article DOI: 10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E
Dynamic capabilities, what are they?
Kathleen M. Eisenhardt1, Jeffrey A. Martin1

Abstract:

This paper focuses on dynamic capabilities and, more generally, the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development, strategic decision making, and alliancing. They are neither vague nor tautological. Although dynamic capabilities... This paper focuses on dynamic capabilities and, more generally, the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development, strategic decision making, and alliancing. They are neither vague nor tautological. Although dynamic capabilities are idiosyncratic in their details and path dependent in their emergence, they have significant commonalities across firms (popularly termed ‘best practice’). This suggests that they are more homogeneous, fungible, equifinal, and substitutable than is usually assumed. In moderately dynamic markets, dynamic capabilities resemble the traditional conception of routines. They are detailed, analytic, stable processes with predictable outcomes. In contrast, in high-velocity markets, they are simple, highly experiential and fragile processes with unpredictable outcomes. Finally, well-known learning mechanisms guide the evolution of dynamic capabilities. In moderately dynamic markets, the evolutionary emphasis is on variation. In high-velocity markets, it is on selection. At the level of RBV, we conclude that traditional RBV misidentifies the locus of long-term competitive advantage in dynamic markets, overemphasizes the strategic logic of leverage, and reaches a boundary condition in high-velocity markets. Copyright © 2000 John Wiley & Sons, Ltd. read more read less

Topics:

Strategic fit (56%)56% related to the paper, Dynamic capabilities (56%)56% related to the paper, Resource-based view (53%)53% related to the paper, Competitive advantage (50%)50% related to the paper
View PDF
13,128 Citations
Journal Article DOI: 10.1002/SMJ.4250171110
Toward a Knowledge-Based Theory of the Firm
Robert M. Grant1

Abstract:

Given assumptions about the characteristics of knowledge and the knowledge requirements of production, the firm is conceptualized as an institution for integrating knowledge. The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their member... Given assumptions about the characteristics of knowledge and the knowledge requirements of production, the firm is conceptualized as an institution for integrating knowledge. The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members. In contrast to earlier literature, knowledge is viewed as residing within the individual, and the primary role of the organization is knowledge application rather than knowledge creation. The resulting theory has implications for the basis of organizational capability, the principles of organization design (in particular, the analysis of hierarchy and the distribution of decision-making authority), and the determinants of the horizontal and vertical boundaries of the firm. More generally, the knowledge-based approach sheds new light upon current organizational innovations and trends and has far-reaching implications for management practice. read more read less

Topics:

Organizational learning (72%)72% related to the paper, Knowledge-based theory of the firm (70%)70% related to the paper, Knowledge value chain (69%)69% related to the paper, Dispersed knowledge (58%)58% related to the paper, Organizational architecture (55%)55% related to the paper
View PDF
11,779 Citations
Journal Article DOI: 10.1002/SMJ.4250140303
The cornerstones of competitive advantage: A resource‐based view
Margaret A. Peteraf1

Abstract:

This paper elucidates the underlying economics of the resource-based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance. The essence of this model is that four conditions underlie sustained competitive advantage, all of which must be met. These includ... This paper elucidates the underlying economics of the resource-based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance. The essence of this model is that four conditions underlie sustained competitive advantage, all of which must be met. These include superior resources (heterogeneity within an industry), ex post limits to competition, imperfect resource mobility, and ex ante limits to competition. In the concluding section, applications of the model for both single business strategy and corporate strategy are discussed. read more read less

Topics:

Resource-based view (67%)67% related to the paper, Competitive advantage (65%)65% related to the paper, Competition (economics) (52%)52% related to the paper, Resource (project management) (51%)51% related to the paper
View PDF
10,149 Citations
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Strategic Management Journal format uses apa citation style.

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Frequently asked questions

1. Can I write Strategic Management Journal 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 Management Journal guidelines and auto format it.

2. Do you follow the Strategic Management Journal guidelines?

Yes, the template is compliant with the Strategic Management Journal 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 Management Journal?

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 Management Journal citation style.

4. Can I use the Strategic Management Journal 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 Management Journal.

5. Can I use a manuscript in Strategic Management Journal 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 Management Journal that you can download at the end.

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

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 Management Journal.

7. Where can I find the template for the Strategic Management Journal?

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 Management Journal'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 Management Journal'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 Management Journal an online tool or is there a desktop version?

SciSpace's Strategic Management Journal 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 Management Journal?

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 Management Journal?”

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

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

12. Is Strategic Management Journal'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 Management Journal?

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 Management Journal. 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 Management Journal?

The 5 most common citation types in order of usage for Strategic Management Journal 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 Management Journal?

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 Management Journal's guidelines and download the same in Word, PDF and LaTeX formats? Give us a try!.

16. Can I download Strategic Management Journal 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 Management Journal Endnote style according to Elsevier guidelines.

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