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Business Strategy

Business strategy’s reach is vast, and important too since wherever there is business activity there is strategizing.  As a field, strategy has a long history from medieval and colonial times to today’s developed and developing economies.  Contemporary analysis began with Chandler’s Strategy and Structure (1960), and subsequent theorizing includes Porter’s 5-forces, the resource-based view, and behavioural economics.  This series will offer a place for interesting and illuminating research including industry and corporate studies, strategizing in service industries, the arts, the public sector, and the new forms of Internet-based commerce.  To meet the needs of the field’s demanding methodologies, the series will also cover today’s expanding gamut of analytic techniques.

Advisory Board

The editor will be supported in their work by an advisory board of distinguished scholars:

  • Jay Barney, Eccles School of Business, The University of Utah
  • Stewart Clegg, University of Technology, Sydney
  • Thomas Durand, Conservatoire National des Arts et Métiers, Paris
  • CT Foo, Independent Scholar, Singapore
  • Robert Grant, Bocconi University, Milan
  • Robin Holt, Copenhagen Business School
  • Paula Jarzabkowski, Cass School, City University, London
  • Naga Lakshmi Damaraju, Indian School of Business
  • Marjorie Lyles, Kelley School of Business, Indiana University
  • Joseph T. Mahoney, College of Business, University of Illinois at Urbana-Champaign
  • Nicolai Foss, Bocconi University, Milan
  • Andreas Scherer, University of Zurich
  • Deepak Somaya, College of Business, University of Illinois at Urbana-Champaign
  • Eduard van Gelderen, Chief Investment Officer, APG, Amsterdam

Areas of Interest

  • Evolution and history of contemporary business strategy theorizing
  • Planning models
  • Rational decision making
  • Agent-based models
  • Business models
  • Evolution of business strategy research in Northern Europe
  • Chandler-based efficiency-based theorizing
  • 5-forces and rent-based theorizing
  • Behavioural theories
  • Strategizing in service industries - tourism, cultural activities, etc.
  • Strategizing in China’s private sector
  • Strategizing in India’s private sector
  • Strategizing in Eastern Europe

Elements in Development

A number of Elements have already been commissioned for this series including:

  • Takahiro Fujimoto - Strategies in the World-wide Auto Industry
  • Thomas Kalling & Fredrik Tell - Scandinavian Strategy Tradition
  • Dan Kärreman & Rasmus Koss Hartmann - Critical Theory
  • Peter McKiernan & Brad Mackay - Scenario Thinking
  • Duncan Robertson - Agent-Based Strategizing
  • David Teece & Greg Linden - Dynamic Capabilities
  • Mark Woeppel - Theory of Constraints
  • Nicolai J. Foss & Peter Klein - Austrian Economics View
  • Nicolai J. Foss & Stefan Linder - Microfoundational Approach