Over the years, students of strategy have borrowed ideas from the disciplines of economics, sociology, and psychology. Organized into five themes, this book shows how strategic management research draws upon root disciplines by interconnecting disciplines or fields within a particular discipline, or by focusing tightly on a particular subfield.

Introduction. Strategic management as a fish-scale multiscience (J.A.C. Baum, H. Rao). Economics. Entrepreneurial capacity and the growth of chain organizations (P. Ingram). Economic performance, strategic position and vulnerability to ecological pressures among US interstate motor carriers (J.A. Nickerson, B.S. Silverman). Paradigm shift: the parallel origin, evolution, and function of strategic group with the resource-based theory of the firm (W.C. Bogner et al.). Institutions. Isomorphism and competitive differentiation in the organizational name game (M.A. Glynn, R. Abzug). Institutional upheaval and performance variation: a theoretical agenda and illustration from the deregulation of commercial banks (M. Lounsbury et al.). Networks. Strategy and network formation (G. Walker). Technology. The interpretive flexibility of an organization's technology as a dynamic capability (D. Dougherty et al.). Organizational linkages and product transience: new strategic imperatives in network fields (R. Garud et al.). Competing on the internet: how Amazon.com is rewriting the rules of competition (S. Kotha). Computation. Dynamic organizations: organizational adaptation in a changing environment (K.M. Carley, Ju-Sung Lee). Does strategy need computer experimentation? (S.E. Page, M. Ryall).