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The Advanced Strategic Management subject explains the issues and advanced themes in the practice of strategic management and theory. Board topics like implementation, strategy formation, strategic change, business, and network-level organizational contexts, and examination of industry.
The Strategic Management Journal seeks to publish the highest quality research with questions, evidence, and conclusions that are relevant to strategic management and engaging to strategic management scholars. We receive manuscripts with a diverse mix of topics, framings, and methods, and our acceptances reflect this diversity.
More specifically, the Strategic Management Journal seeks to publish papers that ask and help answer important and interesting questions in strategic management, develop and/or test theory, replicate prior studies, explore interesting phenomena, review and synthesize existing research, and evaluate the many methodologies used in our field. SMJ also publishes studies that demonstrate a lack of statistical support in a particular sample for specific hypotheses or research propositions. We welcome a diverse range of researcher methods and are open to papers that rely on statistical inference, qualitative data, verbal theory, computational models, and mathematical models.
An article by the SMJ co-editors that express the views of the editors, often regarding journal policies, scholarly research in strategic management, or an article published in the same issue.
SMJ publishes and welcomes submissions of replication studies. SMJ's goal in publishing replications is to provide additional evidence that helps build a cumulative body of knowledge in strategic management, not to overturn prior results. SMJ is interested in replications that accord with prior findings as well as those that do not.
To define the strategic management process, look at it as a philosophical approach to doing business. This is a blanket terminology that refers to a process by which managers come up with, and implement an operational strategy that grants the organization a competitive advantage. The upper management of an organization must first use data analytics to think strategically, then use the strategic management process to put the thought into action.
The primary purpose of strategic management process is to help the organization achieve a sustainable strategic competition in the market. When properly conceived and implemented, SMP creates value for the organization by focusing on and assessing opportunities and threats, then leveraging its strengths and weaknesses to help it survive, grow, and expand. Strategic management process can help a business achieve this by:
The evaluation and control actions for the strategic management process include performance appraisal as well constant review of both internal and external issues. Where necessary, the management of the organization can implement corrective actions to ensure success of the SMP.
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