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Strategy Science – December 2024 Special Issue
1.
Strategy Science – December 2024 Special Issue
0
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Todd Zenger
Posted 12-24-2024 08:17
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Dear Friends of Strategy Science,
I am pleased to share with you the
December 2024 Issue of Strategy Science
-- a Special Issue on the Theory-based View. The issue features an introductory essay and eleven papers (nearly all of which are available open access):
Theory-Based Decisions: Foundations and Introduction
by
Teppo Felin
,
Alfonso Gambardella
and
Todd Zenger
Strategy Experiments in Nonexperimental Settings: Challenges of Theory, Inference, and Persuasion in Business Strategy
by
Ron Adner
and
Daniel A. Levinthal
Strategy experiments differ from laboratory experiments with respect to two key properties: non-repeatability and joint action. These properties have important implications for the role of theory as a basis for both prediction and persuasion, and in turn for both research and practice.
Artificial Intelligence and Strategic Decision-Making: Evidence from Entrepreneurs and Investors
by
Felipe A. Csaszar
,
Harsh Ketkar
, and
Hyunjin Kim
Research shows AI's capability to generate and evaluate business strategies comparably to entrepreneurs and VCs, suggesting the potential transformation of strategic decision-making through enhanced search, representation, and aggregation processes.
Theory Is All You Need: AI, Human Cognition, and Causal Reasoning
by
Teppo Felin
and
Matthias Holweg
Felin and Holweg argue that AI mirrors the past, relying on data-driven prediction, while human cognition uses forward-looking causal reasoning. This distinction enables humans to generate new knowledge, innovate, and make decisions under uncertainty-capacities AI fundamentally lacks.
Theory, Search, and Learning
by
Olav Sorenson
Having a theory significantly alters how people search for solutions, but its usefulness depends on the theory's complexity, elaboration, and the confidence that users have in its assumptions.
Theory-Driven Strategic Management Decisions
by
Arnaldo Camuffo
,
Alfonso Gambardella
, and
Andrea Pignataro
Core to strategic-decision making under uncertainty is selecting theories of value rather than plans of actions. Executives should select theories through experiments and the value of such experiments increases with the number of theories and with their uncertainty, which also makes theories superadditive.
Theory-Based Entrepreneurial Search
by
Ankur Chavda
,
Joshua S. Gans
, and
Scott Stern
What makes entrepreneurs like Jeff Bezos and Ray Kroc special? Based on how they explore ideas differently than others, we provide a roadmap for attaining outsized success in high-growth markets.
Competing with Theories: Using Awareness and Confidence to Secure Resources and Rents
by
Timo Ehrig
,
Todd Zenger
This paper combines the theory-based view and value-added literatures to explore how firms compete with theories to secure resources and one of three forms of rents: awareness rents, confidence rents, or traditional resource rents.
The Theory-Based View and Strategic Pivots: The Effects of Theorization and Experimentation on the Type and Nature of Pivots
by
Jacob Valentine
,
Elena Novelli
, and
Rajshree Agarwal
To make purposeful pivots, neither a "bias for action" nor "paralysis by analysis" works. Entrepreneurs who take the time to articulate the "why" and test their assumptions are more likely to make fewer pivots that are radical, and exhibit both clarity and coherence.
On the Origin of Entrepreneurial Theories: How Entrepreneurs Craft Complex Causal Models with Theorizing and Data
by
Timothy E. Ott
and
Douglas P. Hannah
We know that rich causal "theories" help entrepreneurs succeed. But how do entrepreneurs form theories? We study nine platform ventures to unpack specific practices and show how they're woven together – in a process that's much richer than prior work might have suggested.
Strategy Theory Using Analogy: Rationale, Tools and Examples
by
Glenn R. Carroll
and
Jesper B. Sørensen
How can analogies be used to make strategy arguments? We describe in steps how to build and evaluate strategy analogies. As an example, we examine the online platforms Tripadvisor and Glassdoor.
The Imagination Advantage: Why and How Strategists Combine Knowledge and Imagination in Developing Theories
by
Violina P. Rindova
and
Luis L. Martins
How can analogies be used to make strategy arguments? We describe in steps how to build and evaluate strategy analogies. As an example, we examine the online platforms Tripadvisor and Glassdoor.
Please enjoy these papers and share them with your colleagues. Also, please connect with us on
LinkedIn
or follow us on
X
.
Sincerely,
Todd Zenger
Editor-in-Chief
------------------------------
Todd Zenger
The University of Utah
Salt Lake City UT
------------------------------
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