Strategic Management Review > Vol 2 > Issue 1

Prioritizing Research in Strategic Management: Insights from Practitioners and Academics

Saikat Chaudhuri, Haas School of Business and College of Engineering, Berkeley, USA, saikat.chaudhuri@berkeley.edu , Michael J. Leiblein, Fisher College of Business, Ohio State University, USA, leiblein.1@osu.edu , Jeffrey J. Reuer, Leeds School of Business, University of Colorado, USA, jeffrey.reuer@colorado.edu
 
Suggested Citation
Saikat Chaudhuri, Michael J. Leiblein and Jeffrey J. Reuer (2021), "Prioritizing Research in Strategic Management: Insights from Practitioners and Academics", Strategic Management Review: Vol. 2: No. 1, pp 1-28. http://dx.doi.org/10.1561/111.00000015

Publication Date: 15 Feb 2021
© 2021 now Publishers, Inc.
 
Subjects
Behavioral strategy,  Competitive strategy,  Collaborative strategy,  Corporate strategy,  Entrepreneurship and strategy,  International strategy,  Knowledge, innovation, and technology,  Stakeholder strategy,  Leadership and governance,  Organization and strategy,  Strategy process and practice,  Strategic decision-making
 
Keywords
Strategic management, rigorous strategy research, relevant strategy research, academic-practitioner gaps, contemporary research topics, learning from practice
 

Share

Journal details

Login to download a free copy
In this article:
Introduction 
Measuring the Importance of and Satisfaction with Strategic Management Research 
Identifying Possibilities for Impactful Strategic Management Research 
Implications and Next Steps 
Acknowledgments 
References 

Abstract

This essay presents results from a survey that assesses perceptions of academics and practitioners regarding the importance of, and their satisfaction with, research on contemporary topics in strategic management. Our objective is to provide guidance regarding important areas where respondents believe that further research would be fruitful. The responses to survey questions regarding 55 prominent research topics indicate the extent to which existing research programs have under- or over-served the demands of the academic and consultant-practitioner markets. A comparison of responses provided by academics and consultant-practitioners suggest opportunities for current academics to learn from practice. Overall, this paper provides a means to better understand the distinctive contribution of strategic management research and suggests several ways in which future research might focus its effort on questions of interest to practice.

DOI:10.1561/111.00000015