research topics in strategic management

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22 Mar 2024
Research & Ideas

Open Source Software: The $9 Trillion Resource Companies Take for Granted

Many companies build their businesses on open source software, code that would cost firms $8.8 trillion to create from scratch if it weren't freely available. Research by Frank Nagle and colleagues puts a value on an economic necessity that will require investment to meet demand.

29 Feb 2024

Beyond Goals: David Beckham's Playbook for Mobilizing Star Talent

Reach soccer's pinnacle. Become a global brand. Buy a team. Sign Lionel Messi. David Beckham makes success look as easy as his epic free kicks. But leveraging world-class talent takes discipline and deft decision-making, as case studies by Anita Elberse reveal. What could other businesses learn from his ascent?

09 Jan 2024
In Practice

Harnessing AI: What Businesses Need to Know in ChatGPT’s Second Year

Companies across industries rushed to adopt ChatGPT last year, seeing its potential to streamline tasks formerly handled by people and vendors at much higher cost. As generative AI enters its next phase in 2024, what can leaders expect? Harvard Business School faculty members highlight four trends to watch.

12 Dec 2023
Cold Call Podcast

Can Sustainability Drive Innovation at Ferrari?

When Ferrari, the Italian luxury sports car manufacturer, committed to achieving carbon neutrality and to electrifying a large part of its car fleet, investors and employees applauded the new strategy. But among the company’s suppliers, the reaction was mixed. Many were nervous about how this shift would affect their bottom lines. Professor Raffaella Sadun and Ferrari CEO Benedetto Vigna discuss how Ferrari collaborated with suppliers to work toward achieving the company’s goal. They also explore how sustainability can be a catalyst for innovation in the case, “Ferrari: Shifting to Carbon Neutrality.” This episode was recorded live December 4, 2023 in front of a remote studio audience in the Live Online Classroom at Harvard Business School.

24 Oct 2023

How the United States Air Force Accelerated AI Adoption

In August 2022, the Pentagon tasked U.S. Air Force Captain Victor Lopez with launching a new Air Force innovation unit that leveraged commercial developers and military talent to acquire advanced technologies. Having been granted flexibility in the setup of the office, Lopez pondered the complexities of his assignment and the decisions around organizational design he would have to make. It’s often believed that only small start-up organizations can innovate, but a lot of innovation happens in big organizations, including government. Harvard Business School assistant professor Maria Roche is joined by Major Lopez to discuss the challenges of digital transformation in a large bureaucratic organization and the specific choices the U.S. Air Force needed to make when launching its AI Accelerator in her case, "Accelerating AI Adoption in the United States Air Force."

26 Sep 2023

The PGA Tour and LIV Golf Merger: Competition vs. Cooperation

On June 9, 2022, the first LIV Golf event teed off outside of London. The new tour offered players larger prizes, more flexibility, and ambitions to attract new fans to the sport. Immediately following the official start of that tournament, the PGA Tour announced that all 17 PGA Tour players participating in the LIV Golf event were suspended and ineligible to compete in PGA Tour events. Tensions between the two golf entities continued to rise, as more players “defected” to LIV. Eventually LIV Golf filed an antitrust lawsuit accusing the PGA Tour of anticompetitive practices, and the Department of Justice launched an investigation. Then, in a dramatic turn of events, LIV Golf and the PGA Tour announced that they were merging. Harvard Business School assistant professor Alexander MacKay discusses the competitive, antitrust, and regulatory issues at stake and whether or not the PGA Tour took the right actions in response to LIV Golf’s entry in his case, “LIV Golf.”

Digital Strategy: A Handbook for Managing a Moving Target

Digital strategy demands significant organizational energy at many companies. By the time teams have adapted to newly implemented technology, another platform has emerged to replace it. A book coedited by Feng Zhu offers a guide for executives trying to manage the chaos.

19 Sep 2023

How Will the Tech Titans Behind ChatGPT, Bard, and LLaMA Make Money?

It seems like anything is possible with generative AI right now. But how will companies profit from those big ideas? Andy Wu breaks down the potentially painful tradeoffs that tech firms might face as artificial intelligence enters its next phase.

29 Aug 2023

As Social Networks Get More Competitive, Which Ones Will Survive?

In early 2023, TikTok reached close to 1 billion users globally, placing it fourth behind the leading social networks: Facebook, YouTube, and Instagram. Meanwhile, competition in the market for videos had intensified. Can all four networks continue to attract audiences and creators? Felix Oberholzer-Gee discusses competition and imitation among social networks in his case “Hey, Insta & YouTube, Are You Watching TikTok?”

01 Aug 2023

Can Business Transform Primary Health Care Across Africa?

mPharma, headquartered in Ghana, is trying to create the largest pan-African health care company. Their mission is to provide primary care and a reliable and fairly priced supply of drugs in the nine African countries where they operate. Co-founder and CEO Gregory Rockson needs to decide which component of strategy to prioritize in the next three years. His options include launching a telemedicine program, expanding his pharmacies across the continent, and creating a new payment program to cover the cost of common medications. Rockson cares deeply about health equity, but his venture capital-financed company also must be profitable. Which option should he focus on expanding? Harvard Business School Professor Regina Herzlinger and case protagonist Gregory Rockson discuss the important role business plays in improving health care in the case, “mPharma: Scaling Access to Affordable Primary Care in Africa.”

05 Jul 2023

What Kind of Leader Are You? How Three Action Orientations Can Help You Meet the Moment

Executives who confront new challenges with old formulas often fail. The best leaders tailor their approach, recalibrating their "action orientation" to address the problem at hand, says Ryan Raffaelli. He details three action orientations and how leaders can harness them.

07 Jun 2023

3 Ways to Gain a Competitive Advantage Now: Lessons from Amazon, Chipotle, and Facebook

Remember the Sony Librie? Some people considered it superior to Amazon's Kindle, but it didn't end up the market leader. Rebecca Karp breaks down three methods that companies use to create more value than their rivals—an edge that can make all the difference.

28 Feb 2023

Muhammad Ali: A Case Study in Purpose-Driven Decision Making

Muhammad Ali, born Cassius Marcellus Clay Jr., rose from a poor family in segregated Louisville, Kentucky to international fame, winning three heavyweight boxing titles and becoming a civil rights leader and role model for millions of people around the world. How did he do it? Early in his career, Ali’s creativity and hard work helped him overcome significant obstacles. Rather than letting his fear of flying keep him from competing in the 1960 Olympics, he traveled to Italy wearing a parachute -- and easily won the gold medal in boxing. When he returned to the U.S. as a gold medalist, Ali used his growing fame to bring attention to racism and humanitarian causes he supported, including his then-controversial decision to refuse to fight in the Vietnam War. Professor Robert Simons discusses how Ali made decisions throughout his life and career to leave a lasting impact on the world in his case, “Muhammad Ali: Changing the World.”

19 Jan 2023

What Makes Employees Trust (vs. Second-Guess) AI?

While executives are quick to adopt artificial intelligence, front-line employees might be less willing to take orders from an algorithm. Research by the Laboratory for Innovation Science at Harvard sheds light on what it takes for people to get comfortable with machine learning.

04 Oct 2022

Cold Call: Corporate Governance and Growth Strategy at Capital SAFI

Jorge Quintanilla Nielsen started the independent asset management firm Capital SAFI in 2007. Now a leader in Bolivia’s closed-end funds industry with a total of $430 million in assets under management, Quintanilla planned to expand into other countries, like Peru and Colombia. He knew that governance would be one of the main aspects potential partners would evaluate. Capital SAFI’s board had evolved over time with the establishment of a governance committee, an assessment process for the board, professional development offerings for board members, tools to manage governance risk, and succession plans for board members and company executives. Would local and foreign investors be impressed by those measures or were additional improvements needed? Professor V. G. Narayanan discusses the importance of corporate governance in his case, “Building the Governance to Take Capital SAFI to the Next Level.”

07 Jul 2022

How a Multimillion-Dollar Ice Cream Startup Melted Down (and Bounced Back)

A Brooklyn-based ice cream shop was getting buzz, and Disney was pitching a brand partnership. So how did the business wind up filing for bankruptcy? A case study by Thomas Eisenmann and Lindsay N. Hyde examines the rise and fall—and recent rebound—of Ample Hills Creamery.

30 Jun 2022

Peloton Changed the Exercise Game. Can the Company Push Through the Pain?

When COVID-19 closed gyms, seemingly everyone rushed to order a Peloton bike and claim a spot on the company's signature leader board. And then things quickly went downhill. A case study by Robert Dolan looks at the tough road the exercise equipment maker faces.

21 Jun 2022

Free Isn’t Always Better: How Slack Holds Its Own Against Microsoft Teams

What will it take to win the collaboration app wars: massive scale or a loyal following? A case study by David Yoffie digs into the intense competition between Microsoft Teams and Salesforce's Slack.

28 Apr 2022

Can You Buy Creativity in the Gig Economy?

It's possible, but creators need more of a stake. A study by Feng Zhu of 10,000 novels in the Chinese e-book market reveals how tying pay to performance can lead to new ideas.

18 Apr 2022

Dick’s Sporting Goods Followed Its Conscience on Guns—and It Paid Off

After the 2018 school shooting in Parkland, Florida, Dick's Sporting Goods' CEO declared: "I don't want to be part of the story anymore." Two new case studies by George Riedel go inside the retailer's decision to remove certain firearms from stores and restrict gun sales. Open for comment; 0 Comments.

A comprehensive guide to strategic management and its future

Strategy & Leadership

ISSN : 1087-8572

Article publication date: 16 March 2022

Issue publication date: 16 March 2022

Fahey, L. (2022), "A comprehensive guide to strategic management and its future", Strategy & Leadership , Vol. 50 No. 2, pp. 40-42. https://doi.org/10.1108/SL-01-2022-0006

Emerald Publishing Limited

Strategic Management: State of the Field and Its Future , edited by Irene Duhaime, Michael Hitt and Marjorie Lyles (Oxford University Press, 2021), 784 pages.

In Strategic Management: State of the Field and its Future, editors Irene Duhaime, Michael Hitt and Marjorie Lyles have taken on a herculean task. This monumental tome is written by serious academics for serious academics. The editors are blunt and specific about the book’s scope and intent: “We address the major streams of research and major research approaches that have helped to develop the field to its current state.” But the editors also believe, “The highest potential value is the extensive and insightful discussion of promising future opportunities and research agendas.”

Without question, this ambitious book fills a glaring void in the strategic management literature. No other source comes close to achieving a comprehensive documentation of the state of academic research in the strategic management field. It also offers detailed guidance for what the research agenda should be going forward. Although they are not the target audience, both strategy consultants and practitioners will find several productive uses for the book.

The book’s structure reflects the scope of the strategic management field, at least as viewed within the halls of the academy. The book has eleven Parts and thirty-seven chapters. Each Part details the state of a major topic area: “Evolution of Strategic Management Research,” “Corporate Strategy,” “Strategic Entrepreneurship and Technology,” “Competitive and Cooperative Strategy,” “Global Strategy,” “Strategic Leadership,” “Governance and Boards of Directors,” “Knowledge and Innovation,” “Strategy Processes and Practices,” “Microfoundations and Behavioral Strategy” and “Critical Factors Affecting Strategy.”

Each Part consists of a lead chapter that provides an overview of the topic area, followed by several chapters, all written by academics, which burrow into the details of key sub-topic areas. For example, one topic area of particular interest to practitioners, “Strategic Leadership,” provides a chapter overview of recent research developments; it is followed by chapters on “Top Management Teams” and “CEO Succession.”

Each chapter provides the key sub-topics researchers have to date addressed, the key research findings they have generated, advances that have occurred in the relevant research methodologies, and frequently key gaps in the issues and questions addressed. The second section of each chapter then lays out the research agenda the authors believe is necessary to advance the state of knowledge on the topic. The chapters’ second section delivers on the promise of the book’s subtitle—the state of the field and its future.

Given the editors’ intent to proceed from an academic perspective, corporate executive could justly ask, where do practitioners fit in this picture? Regrettably, implications for the practice of strategic management are not explicitly addressed in most of the chapters. Rather, the editors assume that enhancement of research findings, resulting from posing more interesting research questions and ever more sophisticated research methodologies will be translated into useful guidance by the astute practicing strategist.

Yet we must not refrain from pressing the question – what is the relevance of this book’s depiction of the state of strategic management research and its future direction to executives and others practicing strategic management within organizations? The thoughtful and inquisitive strategist on the front line of strategy making will find multiple ways to extract value from this book. I propose three ways that a top management team, and indeed, middle managers who shape the details of a strategy, can benefit from reading and reflecting on the authors’ research analysis and proposals.

First, anyone who has been involved in shaping and executing strategy in a corporate setting has observed how commonly key concepts are imbued with different meaning by well-intentioned team members. The result: managers talk past each other; shared meaning is almost impossible to attain; and analysis bottlenecks become the norm. Thus, one valuable exercise for the practicing strategist: go to the index of this book, identify a key concept, and then read the material relevant to that concept in the pages indicated in the index. Here is my suggested list of initial key concepts that are often misinterpreted: alliances, assets, competitive advantage, competitive strategy, ecosystems, entrepreneurship, innovation and resources. For example, if you choose competitive advantage—surely one of the most ill-defined, misunderstood and misused terms in the entire strategic management lexicon—you will discover alternative definitions and their implications, the consequences of different business models, reasons why advantage dissipates, the role of resources in shaping and sustaining advantage and how advantage varies across different industry states. Armed with a more refined understanding of the notion of competitive advantage, you will be able to ask more penetrating questions and to guide strategy deliberations toward addressing and achieving real advantage.

Second, those of us familiar with the strategy research literature, and who also spend considerable time in strategy conversations inside real organizations, never cease to be amazed at the disconnect between the focus and output of academic researchers and the concerns and challenges faced by strategy practitioners. This need not be; this should not be. And culpability needs to be owned by both sides.

My suggestion for the intrepid practitioner: Given that strategic management continues to evolve, review the introductory chapter in each of the book’s Parts to learn what academic strategy scholars are or will be investigating that might inform their practice. As an example: The lead chapter, “Strategy in Nascent Markets and Entrepreneurial Firms,” in Part 3, “Strategic Entrepreneurship and Technology,” focuses on nascent markets, a critical context for executive strategists envisioning new business models. Nascent markets “are often new markets but can also be existing markets that are experiencing significant technical, regulatory or institutional shifts that fundamentally disrupt market order.” The chapter expands the scope of research in nascent markets to include extreme ambiguity, high velocity change, unpredictably of change in product evolution, rivals’ actions and customer responses. Strategists coping with the challenges inherent in strategizing in a market with these characteristics should find especially useful the chapter’s distinction between adapting strategies – learn about uncertainties and form strategies in response to generated insights – and shaping strategies – seek to exploit uncertainties and form strategy to organize uncertain and ambiguous markets. Again, the discerning strategist can reflect on whether they typically adopt an adapting or shaping orientation, the questions they should ask within each approach, when it is appropriate to adopt one approach or the other and how each approach affects the strategy choices they create and select.

Third, going beyond my first two suggestions, the strategist committed to keeping up with the latest academic thinking might be well advised to treat this book as an opportunity to undertake a self-designed MBA-like course in strategic management. At a minimum, this will familiarize the thoughtful reader with the dominant concepts and language of the advancing field. You will be better prepared when you need to assess whether the next highly touted shiny new concept is a fad or a truly transformational idea. You will be prepared to ask pertinent, penetrating and revealing questions that may stimulate a productive dialogue.

In sum, this is that rare volume that offers a formidable education for adventurous academics and practitioners willing to put in some extra effort.

Irene M. Duhaime is Professor Emerita of the Robinson College of Business at Georgia State University, where she held the Robinson Distinguished Leadership Professorship. Michael A. Hitt is University Distinguished Professor Emeritus at Texas A&M University. Marjorie A. Lyles is International Business Distinguished Research Fellow at Florida International University's Department of International Business and Chancellor's Emeritus Professor at Indiana University.

Full disclosure: I was a Ph.D. candidate colleague of Irene and Marjorie at the University of Pittsburgh in the previous century.

About the author

Liam Fahey is a partner and a cofounder of Leadership Forum LLC, an executive leadership education company ( [email protected] ). He is the co-editor, with Robert M. Randall, of The Portable MBA in Strategy , 1st and 2nd editions (Wiley).

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101 Strategic Management Dissertation Topics Ideas

Strategic Management Dissertation Topics A strategic management research proposal covers the areas that the top management of every organization utilizes to enhance the overall performance and productivity of the organization. In addition to the processes, the environment in which the processes are performed is also quite critical. That is why it is also studied extensively […]

Strategic Management Dissertation Topics

A strategic management research proposal covers the areas that the top management of every organization utilizes to enhance the overall performance and productivity of the organization. In addition to the processes, the environment in which the processes are performed is also quite critical. That is why it is also studied extensively in the research domain. These are the best-selected Strategic Management Dissertation Topics. Check out our other related posts for management dissertation topics , hospitality management , leadership management , and marketing management .

Best Strategic Management Dissertation Topics ideas for college students

Strategic management dissertation topics have been enlisted below in the form of different interesting and extensive research questions:

Exploring the Impact of Digital Transformation on Strategic Decision Making in Global Enterprises
Strategic Alliance Formation: A Comparative Analysis of Success Factors Across Industries
The Role of Dynamic Capabilities in Sustaining Competitive Advantage: A Case Study Approach
Strategic Human Resource Management: Aligning HR Practices with Organizational Strategy for Enhanced Performance
Corporate Governance Mechanisms and Strategic Management: A Systematic Review of Their Interplay
Strategic Leadership Styles and Organizational Performance: A Meta-Analysis of Empirical Studies
Innovation Strategy and Firm Performance: Examining the Mediating Role of Knowledge Management
Strategic Change Management in the Era of Disruptive Technologies: Challenges and Opportunities
Corporate Social Responsibility as a Strategic Tool for Sustainable Competitive Advantage
Strategic Marketing Management: Leveraging Consumer Insights for Market Leadership”
Strategic Alliances in Emerging Markets: Opportunities, Risks, and Performance Outcomes
Entrepreneurial Orientation and Strategic Management: Exploring the Nexus in SMEs
Strategic Outsourcing: Determinants of Success and Failure in Global Supply Chains
Strategic Risk Management: Integrating Risk into Strategic Decision-Making Processes
Strategic Management of Mergers and Acquisitions: Lessons from Successful and Failed Cases
Strategic Flexibility: Antecedents, Processes, and Performance Implications
Strategic Innovation Management: Navigating the Path from Idea Generation to Market Success
Strategic Diversification Strategies: A Comparative Analysis of Single-Business vs. Multi-Business Models
Strategic Customer Relationship Management: Building and Sustaining Customer Loyalty
Strategic Pricing Strategies: Maximizing Profitability in Dynamic Markets
Strategic Supply Chain Management: Balancing Efficiency and Resilience in Global Networks
Strategic Brand Management: Creating and Sustaining Brand Equity in Competitive Markets
Strategic International Expansion: Entry Modes, Location Choices, and Performance Outcomes
Analyzing the Impact of Digital Transformation on Strategic Management
Strategic Decision-Making in Times of Uncertainty: A Case Study Approach
Exploring the Role of Innovation in Shaping Strategic Management Practices
Corporate Social Responsibility as a Strategic Imperative: A Critical Analysis
Aligning Organizational Culture with Strategic Goals for Sustainable Success
Strategic Management in Family-Owned Businesses: Challenges and Opportunities
The Influence of Globalization on Strategic Planning in Multinational Corporations
Strategic Leadership Styles and their Impact on Organizational Performance
Strategic Management in the Era of Artificial Intelligence: Opportunities and Risks
Examining the Relationship between Strategic Alliances and Competitive Advantage
Strategic Human Resource Management: Integrating People into Organizational Strategy
The Role of Big Data Analytics in Enhancing Strategic Decision-Making
Strategies for Managing Organizational Change: A Comparative Analysis
Strategic Management in Non-Profit Organizations: Navigating Challenges
The Impact of Environmental Sustainability on Corporate Strategic Planning
Strategic Management in the Healthcare Industry: Trends and Challenges
Evaluating the Effectiveness of Mergers and Acquisitions in Achieving Strategic Objectives
Strategic Marketing Management: Creating a Competitive Edge
Digital Marketing Strategies for Enhancing Organizational Performance
The Role of Leadership in Crafting and Executing Effective Strategies
The impact of corporate culture on strategic management
The role of leadership in strategic decision making
Strategic planning in small and medium-sized enterprises
The influence of stakeholder expectations on strategy formulation
An analysis of strategic management practices in the healthcare industry
The relationship between strategic planning and organizational performance
Exploring the relationship between corporate social responsibility and strategic management
The impact of technology on strategic management in the digital age
The role of strategic human resource management in achieving organizational goals
An analysis of the use of scenario planning in strategic management.
Hybrid organizations and strategic management: a descriptive analysis.
Investigating benchmarking as a useful tool in the field of strategic management: a quantitative study.
Relationship between strategic management and public leadership.
Action-oriented strategic management: focus on potential challenges and interventions.
Effects of strategic management on the domain of tourism: a systematic analysis.
The role played by decision support systems in the field of strategic management: an inquiry.
Strategic management: focus on current trends, challenges, and opportunities.
Relationship between marketing and strategic management: a qualitative analysis.
Strategic management in the domains of tourism and hospitality: a review of empirical evidence.
Effective strategic management: focus on success factors and practices.
Global strategic management: a review of the literature.
A historical analysis of strategic management concepts in the area of business: a qualitative analysis.
Studying the effects of strategic management on the economic development domain.
The role played by leadership in the domain of strategic management: a systematic analysis.
Integration of the perspective of crisis management into the domain of strategic management: a descriptive approach.
Investigating the strategic management process, scenarios, and crises: a review of empirical evidence.
The role played by the strategic management process at the public planning unit level.
Strategic management process and EIS support: a correlational analysis.
The role played by applied decision analysis in the field of the strategic management process.
Strategic management process and its benefits in the domain of tourism management: a review of the literature.
Role of financial versus non-financial information in the strategic management process.
Purchasing and strategic management: a review of empirical evidence.
Measuring the attributes of strategic management: a quantitative approach.
Corporate entrepreneurship and strategic management: a correlational analysis.
Studying the effects of globalization and competitiveness on strategic management process: an inquiry.
The role played by strategic management in the operations of non-profit organizations in X country.
Understanding a stakeholder approach towards strategic management processes: a descriptive analysis.
Importance of the pre-planning phase of strategic management process: an inquiry.
Investigating the relationship between economic and strategic management.
Comparative analysis of strategic management in public versus private organizations in X country.
Studying scenario analysis as a useful tool in the strategic management process: a quantitative study.
Strategic management or business policy? A competitive analysis.
The role played by the relationship between the public and the organization in the strategic management domain.
Studying the impacts of organizational publicness on strategic management.
Strategic management of technology: a review of empirical evidence .
Strategic Supply Chain Management: Enhancing Efficiency and Resilience
Measuring the Success of Strategic Management Initiatives: Key Performance Indicators
Strategic Management in the Era of E-commerce: Lessons from Successful Startups
Balancing Risk and Reward: A Strategic Approach to Risk Management
The Impact of Political and Economic Factors on Strategic Decision-Making
Strategic Management in the Hospitality Industry: Adapting to Changing Trends
Strategies for Fostering Innovation in Large Corporations
Strategic Management in Emerging Markets: Challenges and Opportunities
The Role of Leadership in Fostering a Culture of Innovation
Strategic Planning for Crisis Management: Lessons from Global Events
Technology Integration in Strategic Management: A Framework for Success
Strategic Management in the Age of Disruption: Navigating Uncharted Waters
Ethical Considerations in Strategic Decision-Making: A Framework for Analysis
Strategic Management in the Retail Sector: Adapting to Changing Consumer Behavior
The Role of Emotional Intelligence in Strategic Leadership
Strategic Management in the Digital Age: Leveraging Technology for Growth
Strategic Management in Small and Medium Enterprises (SMEs): Challenges and Solutions
Innovative Strategies for Managing Cultural Diversity in Global Organizations
Strategic Management in Government: Balancing Public Service and Efficiency
The Future of Strategic Management: Trends and Predictions for 2023

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12 Essential Strategy Insights

For decades, researchers have published findings in MIT Sloan Management Review about developing and executing strategy. This collection offers a dozen of our most popular strategy articles of all time.

Business Models
Developing Strategy
Executing Strategy
Platforms & Ecosystems

“Strategy, at its heart, is about choice,” write the authors of “Turning Strategy Into Results,” an article featured below, which takes a keen look at how leaders translate the complexity of strategy into guidelines that are simple and flexible enough to execute.

A winning strategy for an organization is not based on an individual choice but an expansive, countless number of decisions happening every day across all parts of a business — product, customers, technology capabilities, and more.

In this collection of a dozen of the most popular MIT Sloan Management Review articles on strategy, renowned researchers and academic voices examine the critical choices managers make in companies every day. From insights on goal setting and communicating strategic priorities effectively, to testing and scaling new business models, these articles will help leaders sharpen their strategic thinking to face new challenges.

1. With Goals, FAST Beats SMART

Donald sull and charles sull.

The conventional wisdom of goal setting is so deeply ingrained that managers rarely stop to ask if it works. The traditional approach to goals — the annual cycle, privately set and reviewed goals, and a strong linkage to incentives — can actually undermine the alignment, coordination, and agility that’s needed for a company to execute its strategy .

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2. A Structured Approach to Strategic Decisions

Daniel kahneman, dan lovallo, and olivier sibony.

Reducing errors in judgment requires a disciplined process. The authors provide leaders with a framework that is easy to learn, involves little additional work, and (within limits) leaves room for the leaders’ intuition .

3. The Shareholders vs. Stakeholders Debate

H. jeff smith.

An age-old question has never been more relevant than it is today: Should companies seek only to maximize shareholder value or strive to serve the often-conflicting interests of all stakeholders ?

4. Turning Strategy Into Results

Donald sull, stefano turconi, charles sull, and james yoder.

Businesses develop strategies to address complex, multilayered business environments and challenges — but to execute a strategy in a meaningful way, they must produce a set of specific priorities focused on achieving clear goals. Rather than trying to boil the strategy down to a pithy statement, it’s better to develop a small set of priorities that everyone gets behind to produce results .

About the Author

Ally MacDonald ( @allymacdonald ) is senior editor at MIT Sloan Management Review .

80 Strategic Management Research Topics

FacebookXEmailWhatsAppRedditPinterestLinkedInGreetings, ambitious scholars embarking on the intriguing realm of strategic management research! Look no further, for you’ve landed at the ideal destination. Our blog post proudly presents an extensive array of captivating research topics in strategic management tailored to students pursuing the challenge of thesis and dissertation writing, whether at the undergraduate, master’s, or doctoral […]

Greetings, ambitious scholars embarking on the intriguing realm of strategic management research! Look no further, for you’ve landed at the ideal destination. Our blog post proudly presents an extensive array of captivating research topics in strategic management tailored to students pursuing the challenge of thesis and dissertation writing, whether at the undergraduate, master’s, or doctoral level.

Strategic management, a dynamic and pivotal discipline in the business world, beckons you to explore its depths and contribute to the evolving landscape of corporate strategies, innovation, and competitiveness. From dissecting the influence of digital disruption on organizational strategies to unravelling the intricacies of sustainable business models, each topic promises to spark your academic curiosity and propel your passion for unlocking the mysteries of effective management practices. This post is your compass as you embark on a journey that promises to shape your understanding, contribute to strategic management knowledge, and offer real-world insights. Venture into this intellectual odyssey, and let your research illuminate new pathways to organizational success and excellence. Welcome to a world of limitless possibilities!

A List Of Potential Research Topics In Strategic Management:

Brexit and strategic adaptation: analyzing UK businesses’ responses to the changing trade landscape.
Exploring digital disruption and business model evolution.
Exploring disruptive business models and their impact on industry dynamics.
Evaluating the impact of corporate culture on strategic implementation.
Strategic decision-making in the era of uncertainty and volatility.
Leveraging big data analytics for strategic decision support.
The influence of strategic leadership on firm resilience and adaptation.
Strategic sustainability: integrating environmental and business goals.
Strategic flexibility: adapting business models to dynamic market changes.
UK banking sector’s strategic response to fintech disruption and digital transformation.
Corporate social responsibility and its influence on strategic decision-making.
Navigating disruption: strategies for incumbent firms in emerging technologies.
Strategic risk management: balancing risk and reward in decision-making.
Business model disruption: challenges and opportunities for incumbent firms.
Analyzing the effects of strategic ambidexterity on organizational performance.
Post-COVID-19 business recovery and transformation strategies in the UK hospitality industry.
Exploring strategic innovation in a digital age: a systematic review of emerging trends and patterns.
The role of strategic entrepreneurship in creating competitive advantage.
Strategic resilience in UK retail: adapting to changing consumer behaviour and market trends.
Analyzing the effects of strategic alignment on organizational performance.
Shaping the future of work: strategic human resource management in the post-covid-19 workforce.
The role of government policies in shaping strategic decisions of UK start-ups.
The influence of strategic leadership on organizational performance: synthesizing empirical findings.
Strategic alliances and collaborations in the UK pharmaceutical industry: lessons and insights.
The influence of strategic foresight on long-term organizational success.
The effect of open innovation on strategic creativity and organizational growth.
Analyzing the role of leadership in driving organizational innovation.
The role of strategic networks in enhancing competitive advantage.
Sustainable business practices in the UK: strategies for balancing profit and purpose.
Corporate strategy in the age of sustainability: balancing profit and purpose.
Strategic agility in a dynamic post-covid-19 market: adapting to rapid changes and disruptions.
Sustainable supply chain management: strategies for environmental responsibility.
Strategic decision-making under uncertainty syntheses models, approaches, and insights.
Remote work revolution: examining the impact of remote work on organizational strategies and productivity.
Exploring strategic management practices in non-profit organizations.
Innovating for market success: strategies for new product development.
The role of dynamic pricing strategies in enhancing profitability.
Strategic innovation in established industries: challenges and success factors.
Strategic leadership in cross-cultural business environments.
The role of strategic control systems in enhancing firm competitiveness: a meta-synthesis of research.
The role of strategic innovation in post-pandemic organizational renewal and transformation.
Strategic change management: strategies for successful organizational transformation.
Strategic brand management in the era of social media and digital marketing.
Strategic innovation and entrepreneurial ecosystems: a comparative study.
Strategic human resource management : analyzing the link between HR practices and business performance.
Organizational resilience and strategic adaptation: a systematic literature review of strategies and outcomes.
The influence of stakeholder engagement on sustainable business strategies.
The impact of environmental uncertainty on strategic planning processes.
Dynamic capabilities and competitive advantage in a rapidly changing landscape.
The role of strategic agility in navigating disruptive technologies.
Analyzing the role of dynamic capabilities in sustaining competitive advantage: a critical literature review.
Strategic diversification: examining its impact on firm growth and value.
The role of strategic HRM in fostering employee commitment and performance.
Investigating the impact of mergers and acquisitions on organizational performance.
The role of strategic conflict management in organizational performance.
Exploring digital disruption: a case study of traditional industries in the UK.
Navigating uncertainty: the role of scenario planning in strategic decision-making post-COVID-19.
The impact of corporate governance on strategic decision-making in UK companies.
Strategic fit analysis: aligning business strategies with environmental trends.
Sustainable strategies for business recovery and growth in a post-covid-19 world.
Strategic digital transformation: exploring the acceleration of digital initiatives in the post-pandemic landscape.
Rethinking global supply chains: strategies for enhancing resilience and reducing vulnerabilities post-covid-19.
A comprehensive review of strategic management theories: unveiling evolving perspectives and paradigms.
The resilience paradigm: analyzing strategies for building organizational resilience in the post-pandemic era.
Strategic innovation in UK healthcare: navigating change and improving patient outcomes.
Crisis management and adaptive strategies: lessons learned from the COVID-19 pandemic.
Sustainability and strategic management: a comprehensive review of environmental and social initiatives.
The impact of digital transformation on strategic planning processes.
Strategic customer relationship management in the digital age.
Strategic resilience: building adaptive capacity in turbulent environments.
Exploring global market entry strategies: a comparative analysis of multinationals.
Analyzing the role of strategic communication in organizational performance.
Analyzing the relationship between strategic leadership and firm performance.
Strategic alignment and organizational performance: a meta-analysis of empirical studies.
The impact of competitive intelligence on strategic decision-making.
The impact of business model innovation on competitive advantage.
Analyzing the effects of strategic control systems on organizational performance.
Examining strategic alliances as vehicles for global market expansion.
The role of entrepreneurial orientation in corporate strategy formulation.
Strategic decision-making in family-owned businesses.

This diverse compilation of strategic management research topics offers a compelling array of opportunities for students at various academic levels embarking on the dissertation writing journey. Whether pursuing an undergraduate, master’s, or doctoral degree, strategic management beckons with many captivating subjects to explore. From dissecting the intricacies of digital transformation’s impact on organizational strategies to uncovering the role of leadership in fostering innovation, each topic promises to ignite your academic curiosity and drive your passion for unravelling the complexities of modern business landscapes. Happy researching, and may your knowledge pursuit be rewarding and transformative!

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100s of Free Management Dissertation Topics and Titles

Published by Grace Graffin at January 6th, 2023 , Revised On April 16, 2024

Introduction

The subject of management involves an in-depth understanding of the various aspects of business management, such as employee management, risk management, organisational behaviour, and many more.

When choosing a topic for your management dissertation, make sure to consider diverse topics that explore both the theoretical and practical aspects of management.

We understand that getting a dissertation topic approved can be extremely challenging as academic supervisors require students to research a unique case.

This is where our team of writers comes into play. Our writers can up with exciting and manageable management dissertation topics to help get the juices flowing in your head so you can write your dissertation on a unique and engaging topic.

You may also want to start your dissertation by requesting a brief research proposal from our writers on any of these topics, which includes an introduction to the topic, research question , aim and objectives , literature review along with the proposed methodology of research to be conducted. Let us know if you need any help in getting started.

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Review the full list of dissertation topics for here.

How to Select the Best Management Dissertation Topic?

A dissertation topic must be selected based on research interests, availability of data, time limitations, and the research’s scope and significance. The following management dissertation topics are carefully shortlisted while considering all these parameters. Please review these topics and let us know if you have any queries.

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2024 Management Research Topics

Topic 1: an evaluation of organizational change management- why do people tend to oppose change.

Research Aim: The research will aim to assess the structure of organizational change management and to find the reasons why people resist or oppose the changes in an organization. There are many reasons through which change in organization’s management becomes important but some employees’ does not accept that changes. There are many reasons why people resist changes on organization. In certain circumstances, resistance to change might be beneficial. Resistance to change is, in fact, a crucial feedback mechanism that must not be neglected.

Topic 2: Investigating the effectiveness of customer relationship management in airlines

Research Aim: The research will aim to study the efficiency of CRM in airlines. Customer relationship management has evolved into a critical technique used by every corporation to better its operations and obtain a competitive advantage over competitors. Customer relationship management has evolved into a key priority for airline firms and an integral part of airline businesses’ corporate strategy to distinguish themselves from rivals in the eyes of the consumer. The goal of facility organisations, such as airlines, is to provide services that attract and maintain satisfied, loyal customers who promote the airline.

Topic 3: How does leadership affect employees’ productivity? A case of IT firms

Research Aim: This research will focus on leadership positions in IT organisations with the goal of increasing staff productivity and performance. Leadership is essential for increasing employee retention, career drive, and efficiency. Most companies’ progress is accelerated by effective leadership. As a result, it is critical to organisational success. Employee performance, on the other hand, is a critical pillar of every firm, and companies must examine the variables that contribute to great performance. Leadership is based on confidence, which is based on skill, sincerity, ethics, transparency, reactivity, empathy, and kindness.

Topic 4: The effect of organisation advancement tools on business performance

Research Aim: The research will aim to find the effect of organization advancement on business performance. Organizational tools are objects that assist you in organising your workspace, resources, and tasks in order to make your workday more effective. Physical instruments, planners, and software platforms are examples of what they can be. Organization advancement tools are a great source to improve your business performance as they help you in managing your daily tasks and workforce.

Topic 5: The importance of leadership and social skills in new entrepreneurs: An investigative study

Research Aim: The research will aim to investigate the importance of leadership and social skills in new entrepreneurs. Developing talent, introducing innovative goods and services, delivering efficiency, and gaining market share all benefit from improved leadership qualities. If you wish to stay small, you might be able to get away with not growing your leaders. Otherwise, it will restrict your progress. Social skills enable entrepreneurs to interact with customers more effectively, resulting in more agreements and more profitability.

Covid-19 Management Research Topics

Crisis management during covd-19.

Research Aim: This study will identify crisis management aspects during COVD-19, including its challenges and solutions.

Business management during COVID-19

Research Aim: This study will review business executives’ challenges in various scale industries and how they are recovering from the loss. How far did they succeed?

Hospital and medicine management during COVID-19

Research Aim: This study will highlight the role of hospital management during COVID-19, the challenges they came across, and the ways to overcome those challenges.

Educational management during COVID-19

Research Aim: This study will address the issues faced by students and educational institutes. How are they trying to overcome the challenges of imparting education during the coronavirus pandemics?

Maternal health care management during COVID-19

Research Aim: The lockdown situation has been an issue of concern for the patients, including pregnant women. This study will address the role of Maternal health care management during COVID-19.

Management Dissertation Topics for 2023

Topic 1: analyzing the traditions and trends in public administration and management in post-wwii europe.

Research Aim: The purpose of the research will be to analyze the characteristics of cultural and national communities that have influenced public administration and management in the 1970s and 1980s in Europe. The study will be carried out using a systematic literature review.

Topic 2: The Impact of Gender-inclusive Gatekeeping and Predecessors Influence on the Success of Female CEOs

Research Aim: The purpose of the research will explore how local organisational agents and contexts can help women leaders overcome barriers and achieve success at higher levels in corporate firms. The study will focus on CEO succession events and predecessor CEOS factors and their influence on women post-succession. The research design will be developed qualitatively.

Topic 3: Analysing the Impact of Daily Psychological Power on Organisational Leaders

Research Aim: The research will use quantitative techniques to analyze power-holders relational and interdependent work contexts. The study will examine the effect of daily psychological power using the factors of abusive behaviour and perceived incivility.

Topic 4: Examining the Impact of Cultural Diversity on Interaction Process and Performance

Research Aim: Using quantitative techniques, the research will analyse the interaction process and performance factors in two groups of employees in the services industry – homogenous and culturally diverse. The effectiveness in operation and arrangements will be examined.

Topic 5: Analyzing the Impact of ‘Voice’ and ‘Silence’ on Destructive Leadership

Research Aim: The research will examine the limited and biased view of silence in management literature. The study will also analyse the impact of silence in an organisation in terms of a functional value using quantitative research techniques. Furthermore, how silence in organisations can be used as a strategic response will be discussed.

Topic 6: Examining the Relationship between Productivity, Management Practices, and Employee Ability in the UK Setting

Research Aim: Using quantitative techniques, the study will analyse a relationship between productivity, management practices, and employee ability using data from management practices surveys and employees’ longitudinal earnings records.

Topic 7: Analysing the Factors that Impact International Differences in Gender Pay Gap

Research Aim: The research will use quantitative techniques to analyse microdata from various countries between 1980 and 2010. The study will use the factors of wage structures, net supply, wage compression, collective bargaining coverage, and unionised wage setting to identify the lower gender pay gap internationally.

Topic 8: The Impact of Psychosocial Hazards on Workplace Risk Management

Research Aim: The study will investigate workplace risk management practices in industry sectors with a high risk of musculoskeletal disorders (MSDs) and mental health disorders (MHDs) and the extent to which they may rise from psychosocial hazards. The research will be conducted using qualitative research techniques.

Strategic Management and Organisational Behavior Dissertation Topics

Strategic management and organisational behaviour can be described as the actions a firm takes to achieve its business objectives primarily derived from competitive markets’ dynamic behaviour. Following are some interesting dissertation topics under this field of study;

Topic 1: The Impact of Organisational Goals on Organisation Behavior

Research Aim: The primary focus of this research will be to combine factors from the theory of action, phases and self-determination theory to develop a motivational model that will explain the relationship between organisational goals setting process that lead to organisational behaviour. The research will be conducted using mixed methods of research techniques.

Topic 2: Integrating the Principles of Strategic Human Capital and Strategic Human Resource Management to Improve Organisational Performance

Topic 3: comparing the impact of family and non-family firm goals on strategy, family and organisational behavior.

Research Aim: This research will analyse the differences between family and non-family business goals and their impact on how businesses develop strategies. Also, the research will assess how these developed strategies would affect family and organisational behaviour. This research will use quantitative research techniques.

Topic 4: Analyzing the Effect of Strategy, Innovation, Networks and Complexity on Organisational Adaptability – The Mediating Effect of Leadership

Research Aim: The current study will use empirical analysis to examine the effects of strategy, innovation, networks, and complexity of organisational adaptability using leadership as a mediation factor.

Topic 5: Examining the Effect of Appointment of a Racial Minority Female CEO on White Male Top Manager Intrapsychic and Behavioral Responses

Research Aim: This research will examine white male managers’ behavioural responses to a female racial minority CEO’s appointment. The behaviour that the research will analyse is the amount of help that the white male top manager provides to their fellow executives. The research will be conducted using quantitative techniques.

Topic 6: Analysis of the Effectiveness of an Affect-Based Model to Portray Recipients Responses to Organisational Change Events

Research Aim: The study will use the Affect-Based Model developed by Oreg et al. (2016) to analyse if it is useful in documenting and portraying the recipient responses to organisational change events. The research will use factors of valence and activation to assess the effectiveness of the model. The study will be conducted using quantitative techniques.

Topic 7: Evaluating the Relationship between the personality of a CEO and Employee Motivation

Research Aim: This research will investigate the relationship between a CEO’s personality and employee motivation. The core of this study will be to assess whether a CEO’s character possesses the power to influence employee motivation or not. Case studies from various companies will be used in this study.

Topic 8: Assessing the Role of Managers in Bringing and Implementing Technological Change in an Organisation

Research Aim: This research will focus on how managers implement technological change in their organisations. Change management is challenging as not all employees are open to accepting change. This research will focus on various ways through which managers successfully implement technological change in their companies.

Topic 9: An Analysis of Organisational Change Management: Why Employees Resist Change?

Research Aim: This research will focus on why employees resist change in organisations, i.e., why employees dislike change. Different causes and factors will be discussed in this study, and the research will conclude why employees do not wholeheartedly accept the change.

Knowledge Management Dissertation Topics

The importance of knowledge management for organisations can’t be understated because this aspect of management enhances the workforce’s capabilities and overall productivity. It leads to a competitive advantage and provides the basis for differentiating an organisation from its competitors. Some interesting dissertation topics under this field are;

Topic 1: Examining the Impact of Enterprise Social Networking Systems (ESNS) on Knowledge Management and Organisational Learning

Research Aim: The research will investigate the effect of ESNS on knowledge management processes and organisational learning. The research will use knowledge creation and sharing to play the mediating role in analysing the proposed relationship. The proposed study will use empirical research methods.

Topic 2: A Review of Knowledge Management Research

Research Aim: The research paper will use a systematic literature review technique for the proposed study. The research will review the last twenty years of knowledge management literature to assess the presence of bias in explaining knowledge integration over research by exploring knowledge differentiation processes.

Topic 3: The Impact of the Internet of Things (IoT) on Innovation and Knowledge Management Capacity

Research Aim: The purpose of this research will be to investigate the plausible relationship between knowledge management systems, open innovation, knowledge management capacity, and innovation capacity in firms. The research will be conducted using empirical techniques to draw reliable conclusions.

Topic 4: The Impact of Strategic Knowledge Management on MNC and their Subsidiaries Performance

Research Aim: The research will develop a model to test the possibility of a relationship between strategic knowledge management (SKM) processes and organisation performance compared between multinational companies and their subsidiaries. The research will also analyse the impact of relational context on knowledge creation and transfer.

Topic 5: Analyzing the Relationship between Knowledge Management Practices and Knowledge Worker Performance - The Mediating Role of Organisational Commitment

Research Aim: The study will analyse the role of knowledge management practices to address the issues of insufficient organisational commitment and knowledge workers’ performance in the UK’s public sectors. The proposed study will use quantitative research techniques to fulfil its aim and objectives.

Topic 6: The Relationship between Knowledge Management Processes and Sustainable Competitive Advantage in Private Business Schools in the UK

Research Aim: The proposed research will explore the impact of knowledge management processes on sustainable completive advantages by using knowledge-based view (KBV) and resource-based view (RBV) as mediators in the relationship. The research will be conducted using quantitative techniques of data collection (i.e. questionnaire) and analysis (i.e. structural equation modelling).

Topic 7: The Impact of Strategic Knowledge Management on Manufacturing Firm’s Performance

Research Aim: The purpose of the study will be to empirically investigate the relationship between the availability and use of IT solutions for strategic knowledge management and a manufacturing firm’s performance, which will be measured in unit production. The research will use the resource-based view and the knowledge-based theory to develop a conceptual framework to analyze this relationship’s effect.

Topic 8: Evaluating how Knowledge Management Impacts Company Performance: A Case Study of Sainsbury

Research Aim: This research will discuss the basic concepts of knowledge management. The study will also discuss the impact knowledge management has on a company’s performance, i.e. how it helps companies achieve their goals. The main focus of this research work will be on Sainsbury’s knowledge management framework.

Topic 9: Knowledge Management as a Core Competency? Evaluating the Application and Benefits of Knowledge Management

Research Aim: This research will uncover how companies utilise knowledge management as their core competency and how it benefits their business operations. This study’s main focus will be on applying the various concepts of knowledge management and their implication for businesses.

Topic 10: Exploring the Managerial Concerns and Issues in Knowledge Management and Their Impact on Organisations

Research Aim: This research will explore the managerial concerns and issues related to knowledge management. The study will also focus on assessing the impact of these issues on businesses and how they can influence day-to-day operations. This will be an evidence-based study where evidence from different companies and various situations will be evaluated.

Leadership and Management Information System Dissertation Topics

Leadership drives the organisational agenda and is regarded as one of the most influential factors in streamlining organisations’ processes. Good leadership results in better performance of any organisation because it gives direction to the business activities under the market conditions and requirements.

Similarly, management information systems are pivotal to any organisation’s success and successfully implementing them can benefit the organisation in many ways. Following are some dissertation topics under the subject of leadership and management information systems;

Topic 1: The Role of Information Systems (IS) in Enterprise Architecture and its Impact on Business Performance

Research Aim: This study will examine the relationship between IS Enterprise Architecture and business performance using technical alignment and IS capabilities mediators. This research will be conducted using quantitative techniques to fulfil its aim.

Topic 2: Exploring The Relationship between Ethical Leadership and Employee Knowledge Sharing

Research Aim: This research will use social learning theories and self-determination to investigate the relationship between ethical learning and employee knowledge sharing. The study will be conducted using empirical research techniques.

Topic 3: Analysing the Impact of Relationship Leadership and Social Alignment on Information Security Systems Effectiveness in Private Organisations

Research Aim: This research will use social capital theory as its theoretical foundation to explore the impact of relational leadership on social alignment between business and IT executives. The relational model will study the factors of integrated knowledge, information security system effectiveness, and organisational performance. This research will use empirical techniques.

Topic 4: Examining the Relationship between Operating Room (OR) Leadership and Operating Staff Performance

Research Aim: This research will analyse the relationship between Operating Room leadership and operating staff performance. This will be done using emotional intelligence and collaboration variables to assess staff performance, using recovery numbers. The relationship will also be examined through the mediating role of leadership principles. The data will be collected and assessed using quantitative research techniques.

Topic 5: The Role of Transformational Leadership as a Mediating Variable in the DeLone and McLean Information Success Model.

Research Aim: The research will use the DeLone and McLean Information Success Model to analyse if productivity software implemented in an organisation can improve its performance. However, the research will also evaluate the model and propose modifications to include transformational leadership as a mediating factor in the information success model. The research will be quantitative in nature.

Topic 6: Assessing the Role of Leadership in an Organisation to Help Adopt Advanced Technological Systems

Research Aim: This research will assess the role of leadership in an organisation to help companies realise the importance of innovative, technologically advanced systems. Many companies today are still naive to the ever more important role of technology. Thus this research will aim to help companies adopt innovative technological systems through leadership. The research will be evidence-based in nature.

Topic 7: Evaluating How Changing Business Leadership Impacts Technological Organisational Performance

Research Aim: Changing leadership in organisations can prove a disaster if not handled properly. The transition process is extremely challenging, and companies should have the capability to handle this phase. This research will explore how their decision to change leadership impacts technological and organisational performance and how to optimise the process. This research will be quantitative in nature.

Topic 8: Can Information Systems in Organisations Be Considered a Competitive Advantage?

Research Aim: Information systems, if implemented successfully, benefit organisations immensely. The impact that an information system has and its results help companies stay ahead of their competitors. This research will assess how companies can turn their information systems into a competitive advantage, and most importantly, whether they or not information systems should be considered a competitive advantage.

Topic 9: Understanding the Leadership Challenges of Implementing and Managing an Advanced Information System in an Organisation

Research Aim: This research will help explain the challenges that managers and the entire leadership of an organisation face when implementing an advanced information system. Bringing a change in a company is challenging, and throw in a technology to implement, the process becomes even more challenging. This study will explore in detail all related challenges through quantitative research.

Topic 10: Do all Business Processes in an Organisation need Information System Management?

Research Aim: It is often argued that not all business processes require information systems. However, when talking about today’s world and the technological advancements taking place, it is recommended that business processes in organisations adopt the technology. This research will be a comparative analysis of whether companies are successful and profitable with information systems or without them.

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Organisational Culture and International Business Dissertation Topics

Organisational culture shapes the work ethics and helps in defining the professional image of organisations. Organisational culture plays a huge role in international business.

Organisations that adopt the country’s culture they are operating in are known to run their operations more successfully. The following topics are related to organisational culture and international business and help students choose an appropriate topic according to their interests.

Topic 1: The Impact of Organisational Culture of Collaborative Networks Influence on IT Governance Performance in Large Enterprises

Research Aim: This research will explore the influence of collaborative networks’ organisational culture on IT governance performance. The study will use a case study to analyse multinationals as they have a wide working network. The purpose of the research will be to determine whether or not organisational culture helps businesses effectively use IT in business operations. The research will be conducted using mixed methods research.

Topic 2: Analysing the Relationship between Supervisor’s Job insecurity and Subordinates’ Work Engagement

Research Aim: The purpose of this research is two-fold. The research will analyse the relationship between the supervisor’s job insecurity and subordinates’ work engagement using a mediator and a moderator. The research will first examine the mediating role of subordinate’s pro-social voice between supervisor job insecurity and subordinates’ work engagement. Next, the research will examine the moderating role of organisational culture between the supervisor’s job insecurity and sub-ordinates pro-social voice. The research will be conducted through quantitative techniques.

Topic 3: Analysing the Impact of Individual Perception of Organisational Culture on the Learning Transfer Environment

Research Aim: The research will be conducted empirically to assess the relationship between culture (as perceived by employees) and the work environment based learning factors (i.e. learning transfer environment [LTE]) in the organisation). LTE is measured using feedback and coaching factors that received resistance or openness to chance, personal outcomes, and supervisor and peer support.

Topic 4: The Role of Organisational Culture on the Development of Psychological Distress in the Workplace

Research Aim: The purpose of the study will be to analyse how organisational culture may cause the symptoms of psychological distress in the workforce. The study will use corporate culture and work organisation conditions as base factors to relate them to employees’ psychological distress. The research will be conducted using quantitative research techniques.

Topic 5: Analysing the Role of Leadership and Organisational Culture

Research Aim: The research will examine the relationship between organisational culture, leadership and employee outcomes. The paper will focus on the mediator of leadership processes and their impact on the relationship between culture and employee outcomes. The study will be conducted using quantitative research techniques.

Topic 6: The Role and Relationships among Strategic Orientations, Cultural Intelligence, International Diversification and Performance of Organisations

Research Aim: The research will aim to understand the drivers of the international expansion of globalised firms. The research will explore the relationship between strategic orientations and cultural intelligence as drivers and international diversification and firm performance. Strategic orientations used in the study include international market orientation (IMO) and entrepreneurial orientation (IEO). The study will be conducted using quantitative research techniques.

Topic 7: Dynamics of Corruption Culture Distance to Core Values

Research Aim: The research will examine how corporate bribery is impacted by cultural distance between multinational enterprises (MNEs) in their home and host countries. The research will also analyse the organisational distance to core value between MNE’s entry into the host country and its headquarters. The research will use empirical data collection and analysis techniques.

Topic 8: Examining Organisational Export Performance by International Business Competencies

Research Aim: The study aims to explore the relationship between international business competencies and export performance. The research will also analyse export performance by singular analysis or combined analysis of the competencies. The research will be conducted using empirical data.

Topic 9: Does Organisational Culture Influence the Leadership Type that a Company Should Adopt?

Research Aim: This research will argue whether companies should hire leaders concerning their culture or not. Organisational culture and leadership are interconnected. Thus companies that do not operate according to their culture struggle to grow exponentially. This research will aim to focus on the possible relationship between leadership and organisational culture. The research will be evidence-based.

Topic 10: Organisational Culture and International Business Competition: Are they Interrelated?

Research Aim: Organisational culture plays a huge role in making a company competitive internationally. When a business’s culture is motivating to all employees and identifies the right culture for its employees, there is every likelihood of rapid growth for both the company and the employees. The research will explore how the two concepts are interrelated.

Important Notes:

As a management student looking to get good grades, it is essential to develop new ideas and experiment with existing management theories – i.e., to add value and interest to your research topic.

The management field is vast and interrelated to many other academic disciplines like operations management , business , business administration , MBA , human resource management and more. That is why creating a management dissertation topic that is particular, sound, and actually solves a practical problem that may be rampant in the field is imperative.

We can’t stress how important it is to develop a logical research topic based on your entire research. There are several significant downfalls to getting your topic wrong; your supervisor may not be interested in working on it, the topic has no academic creditability, the research may not make logical sense, there is a possibility that the study is not viable.

This impacts your time and efforts in writing your dissertation , as you may end up in the cycle of rejection at the initial stage of the dissertation. That is why we recommend reviewing existing research to develop a topic, taking advice from your supervisor, and even asking for help in this particular stage of your dissertation.

Keeping our advice in mind while developing a research topic will allow you to pick one of the best management dissertation topics that fulfil your requirement of writing a research paper and adds to the body of knowledge.

Therefore, it is recommended that when finalizing your dissertation topic, you read recently published literature to identify gaps in the research that you may help fill.

Remember- dissertation topics need to be unique, solve an identified problem, be logical, and be practically implemented. Please look at some of our sample management dissertation topics to get an idea for your own dissertation.

How to Structure your Management Dissertation

A well-structured dissertation can help students to achieve a high overall academic grade.

A Title Page
Acknowledgements
Declaration
Abstract: A summary of the research completed
Table of Contents
Introduction : This chapter includes the project rationale, research background, key research aims and objectives, and the research problems. An outline of the structure of a dissertation can also be added to this chapter.
Literature Review : This chapter presents relevant theories and frameworks by analysing published and unpublished literature on the chosen research topic to address research questions . The purpose is to highlight and discuss the selected research area’s relative weaknesses and strengths while identifying research gaps. Break down the topic and key terms that can positively impact your dissertation and your tutor.
Methodology : The data collection and analysis methods and techniques employed by the researcher are presented in the Methodology chapter, which usually includes research design , research philosophy, research limitations, code of conduct, ethical consideration, data collection methods, and data analysis strategy .
Findings and Analysis : Findings of the research are analysed in detail under the Findings and Analysis chapter. All key findings/results are outlined in this chapter without interpreting the data or drawing any conclusions. It can be useful to include graphs, charts, and tables in this chapter to identify meaningful trends and relationships.
Discussion and Conclusion : The researcher presents his interpretation of results in this chapter and states whether the research hypothesis has been verified or not. An essential aspect of this section is establishing the link between the results and evidence from the literature. Recommendations with regards to implications of the findings and directions for the future may also be provided. Finally, a summary of the overall research, along with final judgments, opinions, and comments, must be included in the form of suggestions for improvement.
References : Make sure to complete this by your University’s requirements
Bibliography
Appendices : Any additional information, diagrams, and graphs used to complete the dissertation but not part of the dissertation should be included in the Appendices chapter. Essentially, the purpose is to expand the information/data.

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What Are The Most Trending Research Topics In Strategic Management?

Table of Contents

As a rapidly evolving field, strategic management research is always looking for new and innovative ways to improve our understanding of business strategy.

One of the most trending research topics in strategic management is Business Model Innovation. In recent years, business model innovation has grown exponentially as companies strive to remain competitive in an ever-changing market landscape. Businesses of all sizes are leveraging technology and data to create new and innovative solutions to their customers’ needs.

1) Business Model Innovation

In recent years, business model innovation has become a popular topic among researchers in strategic management. The concept of “business model innovation” refers to the process of creating an entirely new way of doing business that is more effective than existing models.

Researchers are interested in exploring how companies can use this approach to stay ahead of their competitors and create sustainable competitive advantage.

2) Corporate Social Responsibility (CSR)

CSR has long been an important topic in strategic management but it has recently gained increased attention from researchers. CSR involves the idea that companies should have an ethical obligation to address issues such as climate change, poverty alleviation, gender equality, and social justice.

Researchers are interested in exploring how businesses can integrate CSR into their core strategies while also maximizing their profits.

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3) International Business Strategies

With the globalization of markets and digital technology, international business strategies have become increasingly important for companies looking to expand into foreign markets or tap into global talent pools.

Studies on international business strategies involve investigating how firms can effectively manage cross-border operations while still maintaining their competitive advantage over local rivals.

4) Data-Driven Decision Making

Data analytics have become increasingly important tools for managers who need to make informed decisions quickly and accurately. Studies on data-driven decision making involve exploring how data-driven insights can be used to inform corporate strategy while mitigating potential risks associated with data misuse or mismanagement.

What Are The Leading Suggestions For Future Research In Strategic Management Literature?

It is important for strategic management literature to continuously evolve to keep up with the ever-changing business landscape. Strategic management research often investigates topics such as strategic planning, innovation, and organizational change.

There are many areas of research that can be explored in this field to better understand how organizations can remain competitive and successful.

Organizational Change and Innovation

One of the most important topics of research within the field of strategic management is organizational change and innovation. This research examines how organizations can successfully navigate changes while staying competitive in their respective industries.

Studies that focus on organizational change often investigate how different leadership styles or team structures impact the organization’s ability to make successful changes.

Research into innovation looks at how organizations can create new products or services to stay ahead of the competition and remain profitable.

Strategic Planning

Strategic planning is another key area for future research in strategic management literature. Strategic planning focuses on understanding an organization’s environment and developing a plan to reach its goals.

Research into this topic could look at different approaches to strategic planning, such as scenario planning or SWOT analysis, or explore how different tools, such as software applications, can be used effectively for long-term strategy development.

Globalization and Sustainability

Globalization has had a huge impact on businesses around the world, and it presents both opportunities and challenges for organizations looking to remain competitive in a globalized economy.

Research into globalization could examine how businesses are adapting their strategies to operate across multiple markets, or explore how they are leveraging technology to become more efficient operations throughout their supply chains.

Additionally, sustainability has become an increasingly important factor in business decisions as companies strive to balance economic growth with environmental stewardship. Studies into sustainability could look at how organizations are integrating sustainable practices into their operations or exploring ways they can reduce their carbon footprint without sacrificing profits.

Emerging Trends In Strategic Management Research

Strategic management research is a field that has continuously evolved over the years to meet the changing needs of businesses. With the advent of new technologies, strategies are continually being adapted and refined to maximize efficiency and effectiveness.

One trend gaining traction in strategic management research circles is predictive analytics. Predictive analytics is a powerful tool for understanding customer behavior and predicting future outcomes based on past data.

By leveraging predictive analytics, businesses can anticipate customer needs, identify potential opportunities and risks, optimize marketing campaigns, and better forecast future performance.

Predictive analytics also brings greater accuracy to decision-making processes, enabling companies to make more informed decisions in a timely manner and identify areas for improvement.

Another emerging trend in strategic management research is the use of artificial intelligence (AI). AI-driven systems are helping companies automate mundane tasks such as data entry or analysis, freeing up resources for more important functions such as strategy development.

AI can also help companies better understand customers by providing insights into their preferences and behaviors. For example, AI-driven systems can detect patterns in customer buying habits that may otherwise have gone unnoticed.

This information can then be used to shape marketing strategies or develop new products or services tailored specifically to certain customers’ needs.

Finally, another key trend in strategic management research is digital transformation. Digital transformation refers to the process of leveraging digital tools such as cloud computing, mobile applications, virtual reality, blockchain technology, etc., to improve organizational processes and create better customer experiences.

Companies that embrace digital transformation are able to reduce costs while delivering superior products or services with higher levels of speed and accuracy than ever before possible.

By investing in digital transformation initiatives such as automation or machine learning algorithms, organizations can stay competitive in an increasingly crowded marketplace.

The Role Of Corporate Social Responsibility In Strategic Management

Corporate social responsibility (CSR) is a term used to describe how businesses can balance their responsibility to shareholders, employees, customers, and the environment.

CSR activities include investing in renewable energy, reducing emissions, introducing ‘green’ policies and practices, providing training to employees and local communities, and working towards sustainable development goals.

Many organizations now find that incorporating CSR into their strategic management plans is not only beneficial for the company but also has a positive impact on society.

The Role of CSR in Strategic Management

Organizations looking to incorporate CSR into their strategic management plans must consider how this will fit into their overall objectives and what impact it will have on their bottom line.

The key considerations are financial resources available for investment in CSR activities; employee engagement; public perception of the organization’s commitment to sustainability; the impact on customer loyalty; regulatory requirements; competitive advantage; and overall profitability.

Financial Resources for Investment

Organizations need to consider how much money they can allocate for CSR initiatives. It is important to understand that some forms of investment may not provide an immediate return but may yield long-term benefits such as increased customer loyalty or improved brand recognition.

It is therefore important that organizations invest in projects that align with their core values and objectives while ensuring they are financially viable.

Employee Engagement

Organizations need to ensure that all employees understand why they are taking part in any CSR initiatives and how this fits into the overall strategy.

This can be achieved through internal communications explaining the purpose of each project, providing opportunities for employees to volunteer or become involved in activities related to corporate social responsibility, as well as recognizing individual contributions made by staff members.

Doing so increases employee engagement with the organization’s mission while also demonstrating a commitment to its values.

Customer Loyalty & Public Perception

Another consideration when incorporating CSR into strategic management plans is public perception of the organization’s commitment to sustainability. Organizations should ensure that any campaigns or initiatives are communicated effectively both internally and externally so that stakeholders understand why these activities are taking place and what benefit they bring both to the organization itself as well as society at large.

The result will be an increase in customer loyalty due to customers associating with an organization that is seen as genuinely committed to making a positive difference in society through its actions rather than simply paying lip service with adverts or campaigns which do not demonstrate any tangible commitment beyond words alone.

Business Models And Their Impact On Strategic Management

In today’s business world, having a solid business model is essential for success. A business model is the framework that an organization uses to create value and generate revenue.

It outlines how a company will acquire customers, how it plans to make money, and how it will sustain itself in the long-term. Having a well-defined business model can have an immense impact on strategic management and help a company achieve its goals.

The Role of Strategic Management

Strategic management is the process of planning for the future of an organization. It involves identifying long-term objectives, setting strategies, and allocating resources in order to maximize potential growth opportunities.

Strategic management helps organizations focus on their core competencies in order to remain competitive in their respective markets. Furthermore, it allows organizations to identify new opportunities, reduce risks, and develop plans that will guide them through difficult times. The goal of strategic management is to ensure that decisions made today are beneficial for the future of the organization.

Impact of Business Models on Strategic Management

Business models play an important role in strategic management because they provide guidance on how best to optimize resources and achieve organizational goals. By outlining key activities such as customer acquisition, monetization strategies, and cost structures, business models provide a clear roadmap for how an organization should move forward with its operations.

They also allow organizations to evaluate their current performance levels against industry benchmarks and determine what steps need to be taken in order for them to reach their desired outcomes. Business models are essential for successful strategic planning as they provide structure and direction.

Furthermore, business models can help organizations identify areas where there may be potential problems or gaps that need addressing, such as customer retention or pricing optimization issues, and develop solutions accordingly.

By understanding their current position within the market landscape through their business model analysis, companies can better plan for future growth prospects by leveraging existing strengths while mitigating risk factors associated with any weaknesses exhibited by their competitors or industry trends at large.

The Impact Of The Global Pandemic On Strategic Management

The global pandemic has had a huge impact on strategic management. From corporate strategy to supply chain management, the pandemic has changed the way companies do business and how they plan for the future.

The first area where we have seen an impact from the pandemic is in corporate strategy. Many companies were forced to rethink their long-term strategic plans as a result of COVID-19.

In many cases, companies had to pivot quickly to respond to changing customer needs and preferences or in order to take advantage of new opportunities created by the pandemic.

Companies also had to reevaluate their organizational structures in order to remain efficient and effective during these challenging times.

Another area where we have seen an impact from the pandemic is in supply chain management. As countries around the world implemented restrictions on travel and trade, many companies were forced to find alternative sources for essential supplies or parts.

This has led to increased costs due to delays or disruptions in supply chains, as well as increased complexity due to different country regulations or standards.

Additionally, some companies have begun looking into localizing production or utilizing localized suppliers in order to reduce costs and ensure consistency of quality over time.

Finally, strategic planning has also been impacted by the pandemic due to increased uncertainty surrounding future economic conditions and customer demand levels. This uncertainty has caused many companies to delay or cancel planned projects until more information becomes available about how long-term trends may play out over time.

Additionally, it has become increasingly important for companies to track customer sentiment so that they can be ready for changes in market dynamics that could affect their business model or operations down the road.

The Impact Of The Gig Economy On Strategic Management

The gig economy has been drastically changing how businesses operate, particularly in terms of strategic management. This form of work, which includes freelance and contract-based jobs as well as temporary assignments, has created a new way for companies to expand their workforce. But how exactly does the gig economy impact strategic management?

Cost Savings Benefits

One major benefit of using the gig economy is its potential for cost savings. Companies can save money by contracting out certain tasks instead of hiring full-time employees.

For example, rather than having to pay employee benefits or contribute to their retirement plans, they can simply hire contractors and freelancers who are willing to work on a per-project basis. This saves companies money in the long run and allows them to quickly adjust their labor force as needed.

Productivity Benefits

The gig economy also provides increased productivity benefits for businesses. Contractors and freelancers are often highly specialized in their areas of expertise and have experience working in remote environments with limited supervision from their employers.

This can help ensure that projects are completed quickly and efficiently, allowing businesses to focus more on strategic initiatives such as innovation or customer service rather than mundane tasks such as data entry or customer support.

Additionally, because most gig workers are self-motivated, they tend to be more productive than traditional employees who may require more oversight or guidance from supervisors.

Flexibility Benefits

Finally, the gig economy provides businesses with increased flexibility when it comes to hiring new personnel. Rather than having to go through a lengthy recruitment process and commit to long-term contracts with new employees, businesses can hire contractors or freelancers on a short-term basis without any long-term commitments or risks involved.

This allows them to scale up their labor force quickly when needed without having to worry about losing talent if business conditions change suddenly.

The Impact Of Artificial Intelligence On Strategic Management

Artificial intelligence (AI) is a rapidly growing technology with the potential to revolutionize many aspects of our lives, including business management. In particular, AI can be used to help inform strategic decisions and enhance the capabilities of executives and managers.

The Potential Benefits of AI in Strategic Management

The use of AI in strategic management offers many potential benefits. By leveraging predictive analytics, AI systems can provide executives and managers with insights into customer behavior, industry trends, and other key data points that would otherwise be difficult to uncover or analyze. This can help organizations make better decisions about their long-term strategies and objectives.

Additionally, AI-driven decision support systems can help executives and managers identify opportunities for innovation or process improvement that they may have overlooked or underestimated without the assistance of an AI system.

AI can also be used to automate certain tasks related to strategic management, such as forecasting market trends or analyzing customer feedback. Automation has the potential to free up time for executives and managers so they can focus more on developing strategies rather than mundane tasks.

Finally, AI systems can also be used to monitor progress against strategic objectives so that organizations can quickly adjust course if necessary.

Current Applications of AI in Strategic Management

There are already several ways that artificial intelligence is being applied in strategic management today. For instance, some organizations are using machine learning algorithms to analyze customer feedback from surveys or social media posts in order to gain insights into customer sentiment and preferences. This type of analysis can then be used by executives and managers to develop better strategies for marketing campaigns or product development initiatives.

Additionally, predictive analytics are being used by some companies to forecast market trends or anticipate changes in consumer behavior so that executives and managers can stay ahead of the curve when it comes to developing strategies based on these forecasts.

Finally, natural language processing techniques are being leveraged by some organizations in order to extract useful information from large amounts of unstructured data such as reports or emails sent by employees or customers.

The Role Of Cultural Diversity In Strategic Management

Strategic management is a crucial part of any business, as it helps guide decisions and set the direction for the company. In today’s world, cultural diversity plays an important role in strategic management.

Businesses that embrace cultural diversity have a better understanding of their customers’ needs and can better serve them.

Additionally, they can use this understanding to develop innovative strategies that will help them remain competitive in their respective markets. Let’s take a closer look at how cultural diversity can be leveraged in strategic management.

Creating Culturally Diverse Teams

One way to leverage cultural diversity in strategic management is to create cross-cultural teams within your organization. Having people from different cultures with different perspectives on your team will allow you to identify problems more quickly and come up with creative solutions that may not have been considered before.

Additionally, having people from different cultures on your team will give you a better understanding of how various cultures think and behave, which can be invaluable when developing strategies for international markets.

Capitalizing On Cultural Differences

Another way to leverage cultural diversity in strategic management is by capitalizing on the differences between cultures. Different cultures have different ways of looking at problems, so if you are able to effectively combine these different perspectives, you can develop strategies that are tailored specifically for each culture or market.

This level of customization allows businesses to gain an advantage over their competitors by offering products or services that are tailored specifically for each culture or region they are targeting.

Using Cultural Data To Your Advantage

Finally, leveraging cultural data can also be beneficial when it comes to strategy development. By utilizing data related to demographics, purchasing trends and behaviors, businesses can gain insights into how various cultures view their products or services and what they need from them in order to make informed decisions about their marketing strategies and product offerings.

This type of data can provide valuable insights into customer preferences and behaviors in different countries or regions, allowing businesses to adjust their strategies accordingly and ensure they remain competitive in the global market.

The Role Of Organizational Design In Strategic Management

Strategic management involves the planning, organizing, directing and controlling of organizational resources to achieve goals and objectives. It is a complex process that requires more than just an understanding of the organization’s products and services.

It is also important to consider the design of the organization itself. Organizational design plays a major role in how effective a company’s strategy will be in achieving its goals.

What Is Organizational Design?

Organizational design involves the structure, systems, processes, culture, and values that are used to direct an organization’s operations. While it should not be confused with strategic management, organizational design is essential for successful strategic management since it provides the framework within which strategies can be implemented. The right organizational design can help ensure that resources are used effectively to achieve goals and objectives.

The Role of Organizational Design in Strategic Management

Organizational design must align with a company’s strategy for it to be successful. This means that companies must have a clear understanding of their strategy before designing their organization so that they can create an effective structure for achieving their goals and objectives. A well-designed organizational structure will support the implementation of strategies by ensuring that resources are allocated efficiently and effectively according to the strategic plan.

In addition, organizational design helps clarify roles and responsibilities in order to ensure efficient decision-making processes and communication among different departments or teams within an organization. This ensures that everyone involved understands their specific tasks and how they fit into the overall plan for achieving goals and objectives. Furthermore, it allows organizations to better manage change as they grow or adjust their strategies over time as needed.

The Role Of Supply Chain Management In Strategic Management

Supply Chain Management (SCM) is an important component of business strategies. It is the key to success for any organization that wants to remain competitive and successful in a global market. SCM integrates the processes, methods, and technologies used by different organizations within an industry to provide end-to-end services from raw materials to final product/service delivery.

The Role of Supply Chain Management in Strategic Management

Supply chain management plays a critical role in helping organizations reach their strategic objectives. The main purpose of SCM is to ensure that all parts of the supply chain are aligned with the organization’s strategic goals and objectives.

To achieve this, SCM must integrate different processes such as procurement, manufacturing, transportation, inventory control, warehousing, customer service and distribution. These processes must be managed effectively and efficiently to make sure that the organization meets its desired outcomes.

Supply Chain Management also helps organizations reduce costs associated with production, logistics and distribution by leveraging technology such as computerized inventory systems and mobile applications for tracking shipments.

Additionally, using modern technologies such as blockchain can help optimize supply chain operations by increasing visibility into raw material sourcing, manufacturing processes, shipping costs and other elements related to delivering products/services on time.

Furthermore, SCM increases transparency across the entire supply chain which helps organizations better manage risk associated with suppliers or customers not meeting expectations or due dates on orders.

By incorporating supply chain management into their overall strategy, organizations can increase efficiency while also reducing costs. This allows them to become more competitive in their markets while providing higher quality products/services at lower prices than their competitors.

Additionally, utilizing SCM can help improve customer satisfaction levels by ensuring orders are delivered on time which reduces the chances of customers canceling orders due to delays or poor service quality.

Finally, SCM provides a platform for collaboration between suppliers which helps build stronger relationships between companies while also improving coordination across the entire supply chain network – from raw materials sourcing through final product delivery.

Strategic management research is a constantly evolving and innovating field. It’s important to understand the latest developments and trends, as well as consider potential future directions that may offer further insight into this crucial discipline.

As we have discussed in this post, there are many key areas within strategic management that are at the cutting edge of emerging research topics; from corporate social responsibility to business models, artificial intelligence, cultural diversity, organizational design, supply chain management and more.

These all represent highly fertile topics of exploration and study at all levels of strategic management. Indeed, setting out the right path for research into these topics could ultimately yield essential insights that will inform effective strategic decision-making and consequently benefit businesses on an ongoing basis.

References

https://www.investopedia.com/terms/s/strategic-management.asp

https://en.wikipedia.org/wiki/Strategic_management

https://miro.com/blog/strategic-management-process/

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Rethinking cluster under coopetition strategy: an integrative literature review and research agenda

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Published: 24 April 2024

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Adriana Fumi Chim-Miki ORCID: orcid.org/0000-0001-7685-2718 1 , 2 ,
Rosana L. Coelho Fernandes ORCID: orcid.org/0009-0007-6026-7857 2 &
Jefferson Marlon Monticelli ORCID: orcid.org/0000-0002-1605-7090 3

This study aimed to integrate the dimensions and elements of intra-cluster coopetition, identify the emergence of a complementary theoretical perspective to cluster theory and create an integrative research agenda to support the rethinking cluster approach based on coopetition. It is an integrative Systematic Literature Review that generates insights to move the topic forward. Results showed coopetition as context, process, or outcome. The research focus was grouped into six dimensions of intra-cluster coopetition: Strategic Adjustment, Perceived Benefits, Mediated Coopetition, Social Interaction, Coopetitive Orientation, and Temporality of Coopetition. Four hundred eighty-six elements used by scholars created a second-order coding to represent the variables of coopetition in clusters. From the integrative literature overview, a theoretical framework emerges with four dimensions: Conditional factors, Policies, Market commonality, and Formal supporting structure. These dimensions act as drivers, markets, or intensifiers of the intra-cluster coopetition strategy. At the same time, the dimensions suffer the influence of external, internal, and ecosystem contexts. Our literature review builds theory to advance cluster coopetition research and complement the Porterian perspective. The framework suggests the main elements to manage clusters under the coopetition strategy. These findings rethink cluster theory and deliver the business co-evolution perspective, considering the cluster as a business ecosystem with an open system based on coopetition. Findings offer an inductive-deductive pattern system to further research that represents the evolutionary trend of the topic itself.

Co-opetition Reloaded: Rethinking the Role of Globalization, Supply Chains, and Mechanism Design Theory

Business Model Design and Value Co-creation: Looking for a New Pattern

New Business Models: Examining the Role of Principles Relating to Transactions and Interactions

Avoid common mistakes on your manuscript.

1 Introduction

Coopetition is the interplay among organizations that complement each other through partnerships while competing for competitive advantage and market share (Bengtsson and Kock 2014 ). Studies highlighted several benefits of coopetition for organizations mainly result from the ability to obtain scarce resources, stimulate innovation, reduce costs, provide opportunities for technological growth, and increase innovation, competitiveness and sustainability (Estrada et al. 2016 ; Crick et al. 2020 ; Ferasso et al. 2022 ; Ramjaun et al. 2023 ). On the other hand, there is also research on threats, risks, and disadvantages of coopetition (Cygler and Sroka 2017 ; Estrada et al. 2016 ; Mantovani and Ruiz-Aliseda 2012 ; Ritala et al. 2008 ).

Scholars point out that coopetition is a paradigm to update competitiveness theories and a strategy subfield directed to shared goals (Yami et al. 2010 ; Köseoğlu et al. 2019 ). Theoretical Roots of coopetition are diverse but predominately of Game Theory, Resource-Based View (RBV), and Network Theory (Klimas et al. 2023 ). Coopetition emerges from a strategic relational view (Minà and Dagnino 2016 ), which means it is aligned with the Extended-RBV proposed by Barney ( 2018 ) that considers the relationships as a strategic resource to achieve sustainable competitive advantage. Köseoğlu et al. ( 2019 ) suggested that process and strategy are coopetition components used in strategic and tactical dimensions.

Coopetition has a multidimensional and multifaceted nature, which can be horizontal, that is, between direct competitors; vertical, for example, among the firm and its providers; or mixed, i.e., along a value chain (Czakon and Sołtysik 2016 ). Sometimes, coopetition is a deliberate strategy purposely designed with formal agreements structured by the players. Other times, it is a response to a market circumstance as an emerging behavior, an unintentional strategy (Czakon et al. 2020a , b ; Bengtsson and Kock 2014 ). Some contexts are more favorable to coopetition since it is an intrinsic behavior, such as the tourism destination (Della and Aria 2016 ; Kylanen and Mariani 2012 ), business ecosystems or innovation ecosystems (Lehtonen et al. 2020 ) and local productive arrangements or clusters (Dana et al. 2013 ).

1.1 Why coopetition and cluster?

According to Dana et al. ( 2013 ), coopetitive relationships between partners evolve inside clusters, helping clustered firms leverage sustainable coopetitive advantage. Porter ( 1998 ) defines clusters as geographic concentrations of interrelated companies that compete but cooperate, linked by common and complementary elements, such as suppliers, service providers, companies from related sectors, and even institutions, such as universities, trade associations, think tanks, government, etc. The cluster Porterian concept confirms that coopetition is an inherent behavior of clusters. Although the coopetition perspective was not a theoretical background of Porter’s theory ( 1998 ), he highlighted the interplay of competition and cooperation along cluster dimensions and among different participants within the productive arrangements that positively affect the partners’ productivity.

Porterian Theories are the main background of the cluster theory despite many underlying perspectives and theories supporting the intra and inter-cluster strategies. According to Porter ( 1998 ), the complementarity between the support institutions and the clusterized firms defines the cluster boundaries. That means the network defines the cluster. Stead and Stead ( 2019 ) suggested that the Porterian paradigm had an invaluable contribution to the strategic management field but needs to evolve to explain the current business environment. In this sense, scholars have been rethinking the cluster approach, for example, Harris ( 2021 ), Lazzeretti et al. ( 2019 ), and Tracey and Clark ( 2003 ).

Among the assumptions of the Rethinking Cluster approach, coopetition is pointed out as the strategy to foster economic advantage, allowing shared information, knowledge, markets, and marketing intelligence networks, as well as supply and distribution chains (Ferasso et al. 2022 ; Sellitto and Luchese 2018 ; Dana et al. 2013 ). The coopetition networks assume an essential role in constructing social capital that facilitates inter-organizational behavior typically characterized by competition. Coopetition provides forces which balance in symbiotic intra-cluster management, whose interplay requires a proactive attitude towards cooperation, building trust, and commitment (Felzensztein et al. 2018 ).

Coopetition in clusters is a spotlight topic among scholars due to the growing use of this strategy in various industries (Feraso et al. 2022 ), besides the importance of clusters for regional economic and social development (Porter 1998 ). Most studies analyzed coopetition at the individual, intra-organizational, inter-organizational, and inter-network levels (Czakon et al. 2020a , b ) or the level of society (Oliveira-Ribeiro et al. 2022 ). However, in the cluster, coopetition occurs at the intra and inter-cluster levels with particular conditions that can provide a complementary view to the Cluster theory (Porter 1991 ). This complementarity can help to build the Rethinking Cluster approach, but it is necessary to identify the status of intra-cluster coopetition knowledge and create a research agenda.

1.2 Rethinking cluster from coopetition theoretical lens: a critical integrative review

We developed an integrative systematic integrative literature review (SLR) on cluster coopetition to answer three research questions:

(Q1) What dimensions and elements of intra-cluster coopetition? (Q2) What complementary framework emerges from the cluster coopetition to cluster theory? (Q3) What dynamics of the research agenda can help the rethinking cluster from a coopetition perspective?

Our article has a twofold purpose. Firstly, the study aims to integrate the dimensions and elements of intra-cluster coopetition to identify the emergence of a complementary theoretical perspective to cluster theory. Second, this study seeks to create an integrative research agenda to support the rethinking cluster approach based on relational strategies based on coopetition.

Systematic reviews are essential for summarizing evidence accurately and reliably, providing information about the theory and practice for any discipline, and leading to a research agenda (Liberati et al. 2009 ; Tranfield et al. 2003 ). Our research reduces one literature gap and contributes to advancing cluster and coopetition theories. Systematic Literature Reviews (SLR) exist on coopetition but do not focus on clusters. For example, the literature review of Gernsheimer et al. ( 2021 ) focuses on antecedents, execution, interaction, results, and coopetition levels. Boucken et al. (2015) examined innovation strategy, supply chains, management, and the benefits and risks of coopetition. Dorn et al. ( 2016 ) organized the literature according to the nature of competition, governance and management, the results, and the characteristics of players and environments. Bengtsson and Raza-Ullah ( 2016 ) compared different conceptualizations of coopetition and levels and schools of thought. They reviewed the literature according to drivers, processes, and outcome structures. Devece et al. ( 2019 ) classified coopetition studies by theory, methods, and objectives. They identified two independent research trends: mathematical modeling studies using game theory and case study research on coopetition tension. Yadav et al. ( 2022 ) published a bibliometric review that updated the list of primary areas and dynamics of coopetition studies. Klimas et al. ( 2023 ) provided an integrative overview of the theoretical roots of competition, showing ten theories mainly related to strategic thinking.

Our SLR complements the previous systematic reviews and goes beyond. The study’s originality lies in (1) we focus on cluster coopetition to highlight the overlap of cluster and coopetition theoretical perspectives; (2) we identify drivers of intra-cluster coopetition to rethink cluster strategies; (3) We build theory to advance cluster coopetition research revisiting the Porterian perspective; (4) we provide an integrative research agenda to support the development of intra-cluster coopetition strategic management research.

2 Review method and literature screening

Our Integrative Systematic Literature Review (SLR) performed a process of identification, selection, and structured evaluation with a transparent and reproducible evidence assessment, as Tranfield et al. ( 2003 ) indicated. The search process followed the PRISMA and SPIDER protocols. PRISMA items guide the Identification, Screening, Eligibility, and Inclusion stages in SLR (Moher et al. 2009 ). In turn, the SPIDER method is a search strategy that comprises a Sample, Phenomenon of Interest, Project, Design, Evaluation, and type of Research (Cooke et al. 2012 ). Searches occurred in Jun/2023 and Dec/2023 in the Web of Science (WoS) and Scopus databases, the two largest world databases of social sciences research. We performed two searches to identify articles published in English between 1996 and December 2023 covering the emergence of the coopetition perspective. Including articles in Early Access, 102 were extracted from Scopus and 113 from Web of Science. However, there were 61 overlaps and 154 articles in the screening phase. Figure 1 shows the results of the searches and exclusions due to overlaps and other criteria.

Two researchers independently evaluated all articles to define their relevance to the final sample to ensure greater rigor and reliability in the screening process. In the case of different choices, we established a consensus. This procedure led to the exclusion of 97 articles, as they studied: statistical clusters (15 articles), virtual clusters (1), sectorial analysis (20), network analysis or group of firms (14), cooperatives (2), productive or supply chains (5), ecosystems or tourism destinations (6), not related with coopetition (24), literature reviews (12), and one article was not available. Finally, 54 articles remained since they fit the SLR scope. Following the SPIDER protocol, we previously defined the variables of the Content analyses in the articles, namely the study’s objectives, level of analysis, methodological design, coopetition variables, main results, contributions, and future research pointed out by the authors (Fig. 1 ).

Methodological design based on PRISMA and SPIDER protocols. Source : Elaborated by the authors based on Cooke et al. ( 2012 ) and Moher et al. ( 2009 )

3 Review results

3.1 an overview of studies on coopetition in clusters.

Table 1 indicated that cluster coopetition studies started in 2003, although coopetition literature emerged in 1996. That means a gap of seven years to crossline both perspectives: coopetition and the Porterian cluster. Until 2012, there was only one article for most of the years. Since 2013, the annual production has grown. However, the timeline confirmed that cluster coopetition is a theme that is still understudied.

The authors with more articles published on cluster coopetition are Crick (Crick et al. 2020 ; Crick and Crick 2021 , 2022 ), Dana (Dana and Granata 2013 ; Dana et al. 2013 ), and Felzensztein (Felzensztein et al. 2018 , 2019 ). Dana and Felzensztein published articles with the words ‘coopetition and cluster’ in the title, which indicates a direct focus on the subject. The first publication of Dana was in 2013, focusing more on clusters than coopetition, while Felzensztein started in 2018 and explored coopetition more. In turn, Crick focuses more on coopetition, specifically in wine clusters. The top four countries with more clusters studied on the coopetition lens were Brazil (9), New Zealand (8), Germany (4) and France (4). Regarding the affiliations’ authors, the Top most productive countries in cluster coopetition studies were Brazil (8), France (8), the UK (7), and New Zealand (6). Italy and the United States had surprising results. Even though Italy is the birthplace of the geographic concentration of companies as a business success factor, the country has only one publication on coopetition in a cluster (See Maso and Lattanzi 2014 ). In turn, the United States, despite being the country of the cluster concept creator, had only one article examining USA Clusters (see Crick and Crick 2021 ) and two published by USA researchers together with Singapore and Turkey (See Yuan et al. 2021 ; Harmancioglu and Tellis 2018 ).

Brazil and New Zealand have many clusters studied and researchers studying the topic. New Zealand is probably due to a research program analyzing the country’s clusters. According to Molina and Yoong ( 2003 ), this Program is part of the public policy to promote regional economic growth. The Pilot Program of Business Clusters was created in 2000 to assist firms in internationalization through collaborative networks. This program was a branch of the “New Zealand Updating Competitive Advantage Project” started in 1991 and was headed by Michael Porter, and for that reason, it became known as “Project Porter.” It pointed to the need for a new competitive economic order worldwide but in harmony with the country’s social aspirations (Molina and Yoong 2003 ). In Brazil, the reason for spotlighting the country in publications on coopetition in clusters with 25% of the sample papers is similar to New Zealand. The Brazilian government, since 2004, has a public policy that created a Permanent Working Group for Local Productive Arrangements, coordinated by the Ministry of Industry, Foreign Trade, and Services. The Brazilian public policy of clusters is toward achieving economic and regional development to reduce social and regional inequalities.

Different journals published these 54 articles on cluster coopetition covering management, knowledge, innovation, social networks, organization, business, commerce, service, research, agribusiness, marketing, entrepreneurship, and tourism. Empirical studies are predominant, with approximately 92% of publications and only five theoretical studies from Min et al. ( 2008 ), Hu and He ( 2013 ), Ketchen et al. ( 2004 ), M’Chirgui ( 2005 ), and Poisson-de-Haro and Myard ( 2018 ). Table 1 also showed a diversification of studied clusters using a wide range of research techniques with a prevalence of qualitative methodology. Only 28% are quantitative research. The topic follows the same research path on coopetition, which started with case studies as a more frequent technique (Gernsheimer et al. 2021 ).

The empirical papers analyzing clusters of the wine industry have more publications (8 articles), with multiple and longitudinal case studies in Argentina, Chile, France, and, mainly, New Zealand (Molina and Yoong 2003 ; Dana and Granata 2013 ; Dana et al. 2013 ; Granata et al. 2017 ; Felzensztein et al. 2019 ; Crick et al. 2020 ; Crick and Crick 2021 , 2022 ). Another high number of publications on cluster coopetition was in maritime activities (7 articles), including oil and marine services in Norway (Smiljic 2020 ), knowledge-intensive service activities on inducing innovation in maritime cluster in Portugal (Monteiro 2016 ), yacht industry in an emerging economy in Taiwan (Chung and Cheng 2019 ); salmon industry at Chile (Felzensztein et al. 2018 ); shipbroking industry in Denmark (Nowińska 2019 ), nautical tourism in Portugal (Monteiro et al. 2017 ), and nautical industry in Italy (Maso and Lattanzi 2014 ).

The furniture cluster in Brazil (Barros et al. 2016 ; Sellitto and Lucchese 2018) and Indonesia (Hartono and Sobari 2016 ) comes third in the research with three publications. Scholars preferred to analyze the intra-cluster level of analysis (87% of publications). Three articles performed an analysis inter-cluster (Harmancioglu and Tellis 2018 ; Cusin and Loubaresse 2018 ; Wolff et al. 2020 ), probably due to the difficulty of analyzing various clusters that are usually in different stages of development. Due to multi-dimensional studies, the literature on cluster coopetition has a high dispersion of variables, elements, and contributions.

3.2 Theoretical roots of cluster coopetition

Before the emergence of coopetition as a significant business strategy, firms relied on the separate concepts of competition and cooperation to characterize their relationships (M’Chirgui 2005 ). Until the mid-1980s, the analysis of inter-organizational relations predominantly focused on competition influenced by economic theories. In the latter half of the 1980s, some researchers began delving into studying cooperation between firms. In the 1990s, the first attempts were made to explore the interplay between cooperation and competition strategies. These strategies, namely cooperation and coopetition, go beyond the traditional competitive paradigm, giving rise to novel forms of intra-organizational governance and broadening the range of options for inter-organizational collaborations (Brandenburger and Nalebuff 1995 ; Padula and Dagnino 2007 ).

The neologism “coopetition”, coined from the fusion of cooperation and competition, first surfaced in literature through Cherington ( 1913 ) to explain the discourse of the Sealshipt Oyster System CEO. In describing the intricate network involving 35,000 oyster dealers, Pickett emphasized that they were not in direct competition but engaged in cooperative efforts to enhance business collectively. The concept gained early mention but garnered significant attention in later years, with its resurgence attributed to managerial practices (Cherington, 1976 ). R. Hunt published the idea again in the Los Angeles Times in 1937 but did not receive notoriety (Yami et al. 2010 ). However, the term became popular only decades later through managerial practices.

The managerial genesis of the term “coopetition” is often attributed to Ray Noords, the founder and CEO of Novell, who introduced it in the 1980s. Noords highlighted the need to compete and cooperate simultaneously, emphasizing the evolving dynamics of markets and firm configurations (Bengtsson and Kock, 2000 ). In the subsequent decade, “coopetition” transitioned from managerial discourse to an academic concept, becoming a subject of theoretical exploration. Brandenburger and Nalebuff ( 1995 ), in their influential article, employed game theory as a theoretical foundation to support the notion of “Sleeping with the enemy”—encouraging firms to learn how to collaborate with their rivals (Coy 2006 ).

Several theories can explain the theoretical roots of cluster coopetition. Based on our Integrative Literature Review, we classified these theories according to two criteria that follow theoretical perspectives: first, related to coopetition dynamics, i.e. coopetition as a process, context, or result; second, related to geographical coverage considering external, internal, and regional ecosystem conditions (Fig. 2 ). The relationship between coopetition dynamics and the geographical coverage of clusters is relevant to understanding the firm interplay coexisting in a particular territory.

Theoretical roots of cluster coopetition. Source : Elaborated by the authors

First, considering coopetition as a process related to cluster external conditions, we identified articles that used dynamic capabilities, networks, and resource-based view (RBV) to present different cases. For instance, dynamic capabilities have been used to explain how coopetition promotes collective purchases, shared distribution expenses, shared production, and education of consumers and other beer producers in microbreweries in Brazil (da Silva et al., 2023 ). Networks form the foundation for cultivating competitive advantages by elucidating the means to access and expand knowledge and resources beyond the confines of the firm through coopetitive strategies. For example, Chaudhry et al. ( 2023 ) explore the coopetition within networks of competing micro-sized, independent, family restaurants owned by entrepreneurs from ethnic minorities. RBV has a broad application in the literature on coopetition. Examining coopetition as a process within the external conditions of the cluster, RBV enabled the investigation of intercluster dynamics among rival global clusters, focusing on monthly counts of patents, startups, and new product commercialization (Harmancioglu and Tellis 2018 ).

Second, when regarding coopetition as a process tied to internal cluster conditions, we identified four theoretical perspectives: game theory, institutional theory, RBV and transaction-cost theory (TCT). From the game theory standpoint, scholars examine coopetition as a win-win game, exploring the equilibrium between value creation (targeting shared benefits) and value appropriation (aiming for individual gains). For instance, Ramjaun et al. ( 2023 ) analyzed the United Kingdom craft brewing sector. They discussed how competing small enterprises can reduce their material supply costs through increased efficiencies, bargaining power and economies of scale. Xu et al. ( 2023 ) developed research focused on institutional support’s moderating role in promoting interfirm coopetition on firm innovativeness within a cluster. Dana and Granata ( 2013 ) explored the Waipara case study in New Zealand to comprehend the evolution of wine production clusters over time, focusing specifically on the coopetition dynamics among cluster members. Barros et al. ( 2016 ) analyzed the relationship between firms in the furniture production cluster in Brazil. They found opportunistic behaviour and a lack of trust among participants. At the same time, firms know the benefits of cooperation, such as access to information and improvement of products, but do not apply in the cluster.

Third, relating coopetition as a process in regional ecosystem conditions, RBV is the prevailing theoretical perspective because it allows mobilizing resources and technologies as resources that can become the basis for creating a competitive advantage (Quintana-Garcia and Benavídes-Velasco, 2004 ). For example, Ge and Liu ( 2022 ) explored how actors of the industrial innovation ecosystem focused on China’s solar photovoltaic industry can catch up so rapidly without radical technological innovation through resource orchestration.

Fourth, approaching coopetition as a context, five theoretical perspectives guide most studies focused on the cluster external conditions: game theory, institutional theory, networks, RBV, and transaction-cost theory (TCT). Li and Jiang ( 2012 ) analyzed the mechanism of coopetition evolution based on Game theory. They identified that the cooperation strategy promotes a better equilibrium for the oligopolies among industrial clusters. König ( 2023 ) examined co-located industrial clusters and identified that changes in the institutional setting (for example, the regulatory environment) lead to more collaboration between competitors. Andrey ( 2013 ) studied entrepreneurial coopetition related to interpersonal relations and territorial embeddedness. The results clarified spatial networking boundaries considering different spatial, temporal, social, and cognitive factors. Crick et al. ( 2020 ) examined New Zealand wine producers participating in diverse value co-creation activities, encompassing wine hospitality and tourism, such as accommodation and restaurants, extending to wine sales, including those at cellar doors. Their findings revealed that competing businesses in the product markets necessitate the management of complementary resources both within and across clusters. TCT centres on a highly precarious business scenario, as competitors operate based on individual business incentives that could give rise to opportunistic behaviour, bounded rationality, and a restricted pool of potential partners. For instance, Cusin and Loubaresse ( 2018 ) researched a French cluster called Inno’vin. They underscore the significance of competition within the intercluster context and delineate the primary challenges associated with inter-cluster coopetition, explicitly focusing on the role of asymmetry.

Fifth, detailing the cluster internal conditions in coopetition viewed as a context, we identified four prominent theoretical streams: game theory, institutional theory, and networks. Mucha-Kus et al. ( 2021 ) researched Energy Communities in Poland, including energy clusters and cooperatives. These authors observed that members collaborate concurrently within a competitive environment to attain shared benefits. Ralandison ( 2021 ) observed two clusters of small and medium-sized enterprises involved in the essential oil industry in Madagascar. They proposed a model of paradox management inside and between the organizations to deal with integrated coopetition. Networks are the foundation for cultivating competitive advantages, elucidating how to access and expand knowledge and resources beyond the firm through coopetitive relationships. For instance, Chai and Yang ( 2011 ) evaluated the impact of social networks on building control mechanisms of a Chinese service cluster. They developed a framework to explain how social networks “Guanxi” could be encouraged by the cluster’s geographical proximity and the government’s intervention.

Sixth, we identified studies focused on coopetition as a context that explores regional ecosystem conditions. In this line, Hückstädt ( 2022 ) recognized that for cluster researchers to accomplish their shared research objectives, fulfil their overarching role in integrative knowledge production, and ensure the sustainability of their collaboration, they must engage in close cooperation. Simultaneously, they compete with each other for scientific recognition or third-party funding.

Seventh, RBV has consolidated studies that address cluster external conditions and coopetition as a result. For example, Ferasso et al. ( 2022 ) explained how strategies and knowledge are used within a medium-low-tech industrial cluster to achieve competitive advantages. Eight, networks and strategic learning have discussed cluster internal conditions. Darbi and Knott ( 2023 ) discussed strategy as a practice in a cluster of small informal businesses in Ghana. They demonstrated how extensive cooperation among competing firms evolved into a normalized practice within the cluster, embedded as a cultural assumption. Monteiro ( 2016 ) researched activities centered around knowledge-intensive business services that promote co-opetition dynamics capable of catalyzing innovation within the maritime cluster in Algarve, Portugal.

Finally, a few articles related to cluster coopetition consider regional ecosystem conditions as a result. Shen and Liu ( 2023 ) focused on an open innovation business ecosystem composed of 20 industry clusters in the Yangtze River Delta region to investigate the direct impact of partner matches on different business model innovations. The results showed the demand to develop dynamic capabilities between firms that cover a broad spectrum of cross-organizational innovation capacities. This includes strengthening organizational learning capabilities, creating interactive network platforms to enhance coordination capabilities, and participating in integrative activities to cultivate a collective mindset. As a result of the interplay between cooperative and competitive strategies, research typically differentiates between dyadic coopetition and network coopetition. However, cluster coopetition studies have disregarded regional ecosystem conditions, making this approach incomplete.

3.3 Coopetition dynamics

We synthesized the literature contributions in three groups: related to coopetition as context, process, or result. The immediate focus on coopetition results does not necessarily indicate appropriation of competitive advantages. Analysis of the context and process is also necessary to provide a better understanding of the cluster coopetition perspective.

3.3.1 Coopetition as a context

Coopetition is a context-dependent strategy (Czakon et al. 2020a , b ) that involves firms providing learning opportunities to stakeholders such as suppliers, clients, and others (Ritala and Hurmelinna-Laukkanen 2009 ). Coopetiton positioned as a network contributing value through environmental interaction is presented within a broader chain that adds value to the firm, incorporating elements like customers, suppliers, substitutes, and complements referred to as “The Value Net” (Brandenburger and Nalebuff 2011 ; Lado et al. 1997 ). This strategic approach relies on the ability of firms to collaboratively create and capture value to individually secure a significant share of that value (Gnyawali and Park 2011 ).

Some analyses of coopetition focused on the interplay among firms considering the context, i.e., an environment capable of adding value to companies (Monticelli et al. 2019 ). From this analysis perspective, the scholars revealed many assumptions of coopetition in clusters. For instance, gender and education affect coopetition (Santos et al. 2021 ); the micro-foundations of dynamic capabilities (da Silva et al. 2023 ); insight into coopetition in the entertainment industry (Yuan et al. 2021 ); expanding the coopetition theoretical framework in functional areas (Sellitto and Luchese 2018 ); understanding of coopetition embedded as a cultural context (Darbi and Knott 2023 ); confirming propositions about the effects of the internal and external environment of small and medium-sized companies on coopetition (Monticelli et al. 2018 ); analyze the relationships between actors and benefits in attracting customers (Barros et al. 2016 ); demonstrate the importance of local authorities supporting for interplay with foreign competitors (Maso and Lattanzi 2014 ); geographical proximity as a non-prerequisite for coopetition (Nowińska 2019 ); confirming synergies of coopetition in wine clusters and its context (Dana et al. 2013 ); indicating public and private policies to accelerate growth from coopetition (Leite et al. 2009 ); game model to supply chains (Min et al. 2008 ); and the influence of regulatory and support institutional contexts on the intracluster coopetition relationship (Xu et al. 2023 ; König 2023 ).

3.3.2 Coopetition as a process

Coopetition encompasses the simultaneous application of competitive and cooperative strategies among rival firms operating across various domains and levels of interaction (Ann Peng et al. 2018 ; Monticelli et al. 2019 ). The process is characterized as the dynamic progression of change that defines the equilibrium and intensity of cooperative and competitive interactions (Dahl 2014 ). Environmental shifts have the potential to either undermine firms or prompt varied behaviours and responses to a firm’s strategy, influencing the effectiveness of a coopetitive approach (Padula and Dagnino 2007 ). The optimization of coopetition is often contingent on the levels of market commonality and resource asymmetry between firms. Market commonality tends to be more pertinent to competitive dynamics, while resource asymmetry is typically more relevant to cooperative aspects (Hung and Chang 2012 ).

Articles analyzing the coopetition process provided significant learning. This group of studies has more contributions, indicating coopetition relationships, their main formative factors, dynamics, network management, the influence of time, and its orientation towards knowledge sharing, R&D projects, and innovation. Under this perspective of coopetition as a process, the literature presented contributions related to the dynamics of interaction, strategy, and knowledge sharing in medium-low technology clusters (Ferasso et al. 2022 ); understanding of coopetition relationships (Wolff et al. 2020 ), their causality (Bispo et al. 2020 ) analysis of how coopetition happens in clusters (Hoetoro 2014 ); the effects on coopetition networks under the leans of club‑theoretical perspective (Hückstädt 2022 ) and the management of coopetition intrinsic conflict in clusters (Mathews 2018 ). Coopetition is a dynamic process, so under this perspective, scholars’ contributions showed the mutability of clusters over time and their influence on coopetition relationships (Felzensztein et al. 2018 ).

Also, the insertion of the concept of coopetition into the initial model by Kim and Wicks (Chin et al. 2017 ); stages driven by specific environmental factors and it is facilitated by the social capital (Granata et al. 2017 ); potential elements to guide the process of coopetition in RandD projects (Nemeh and Yami 2016 ); main factors in the formation of coopetition involving complex systems (Hartono and Sobari 2016 ); construction of a benign competitive mechanism to promote innovation (Hu and He 2013 ); evolution of coopetition through equilibrium in the price competition game based on the Cournot model identifying the best strategy for oligopolies in the industrial cluster (Li et al. 2012 ); control mechanisms, and which reputation on the social network is crucial for intra-cluster coopetition (Chai and Yang 2011 ); knowledge sharing in clusters during the initiation and incubation stage (Molina and Yoong 2003 ); process of collaborative procurement among craft beer producers (Ramjaun et al. 2023 ); management of complementary relationships within and across clusters to enhance value co-creation activities (Crick et al. 2020 ); and dynamic co-opetition of industrial cluster evolution (Itoga et al. 2014 ).

3.3.3 Coopetition as a result

Coopetition is a strategy to maximize outcomes through joint efforts (Ann Peng et al. 2018 ; Monticelli et al. 2019 ). Both coopetition and collaboration stem from shared interests, prioritizing collective benefits over maximizing individual gains. However, it’s important to note that the resulting gains may be distributed unevenly between the involved parties (Padula and Dagnino 2007 ). Instances of disagreement can emerge, particularly regarding the allocation of outcomes. The returns from the relationship may not always align proportionally with the investments made by participants, considering factors such as learning and the bargaining power within the strategic relationship (Gnyawali and Ryan Charleton 2018 ).

Coopetition is a strategy to maximize outcomes through joint efforts (Ann Peng et al. 2018 ; Monticelli et al. 2019 ). Gernsheimer et al. ( 2021 ) highlighted that coopetition from the results perspective had been investigated mainly concerning innovation, firm performance, and, more recently, organizational learning and sustainability. We confirmed Gernsheimer’s et al. ( 2021 ) findings in studies on cluster coopetition but included results related to internationalization, public policies, and leadership. In clusters, scholars studied the positive relationship between absorptive capacity and coopetition level (Begnini et al. 2022 ); the integrative view of coopetition to R&D projects (Smiljic 2020 ); improvements of internationalization by coopetition (Felzensztein et al. 2019 ); benefits of coopetition strategy to the performance (Chung and Cheng 2019 ); coopetition dynamics for marketing products and startups (Harmancioglu and Tellis 2018 ); reduction of the uncertainty of the innovation process, public policies to sustainability, visibility of the sector and its stakeholders (Poisson-de-Haro and Myard 2018 ); advantages of inter-cluster coopetition and the intervention by public and private players (Cusin and Loubaresse 2018 ); coopetitive advantages to productivity and innovation (Monteiro 2016 ).

Some authors focused on the effects on performance from coopetition producing internal knowledge, innovation capacity and performance of Knowledge Intensive Business Services (Monteiro 2016 ), coopetition and leadership for differentiation and internationalization (Dana and Granata 2013 ). Also, the negative effect of cluster coopetition was studied as a result. For instance, the damage to extremely novel revolutionary innovation (Bouncken and Kraus 2013 ) and the negative impacts of coopetition on store performance in the retail and service clusters (Teller et al. 2016 ).

3.4 Dimensions and elements of coopetition in clusters

We use an open coding procedure, hence an inductive analytical approach (Mosonyi et al. 2020 ). In the articles, we identified the research focus. Results showed 45 different focuses in the 54 articles. We aggregated them into six dimensions based on a consensus among three coopetition scholars to reduce the subjective nature of the grouping process. In the sequence, we extracted 486 elements related to cluster coopetition used in the articles. Aggregating elements in previously defined dimensions followed a deductive pattern, generating second-order coding. They represent the variables of coopetition in clusters. Some elements are synonymous or have the same purpose; thus, we grouped them. Other times, the same element is in more than one category, depending on the perspective used by the author. This finding confirmed the complex, fragmented and multidimensional nature of the coopetition highlighted, for instance, by Gernsheimer et al. ( 2021 ).

Figure 3 summarizes the research dimensions derived from the focus on coopetition addressed by the authors: Strategic Fit, Perceived Benefits, Mediated Coopetition, Social Interaction, Coopetitive Orientation, and the Temporality of Coopetition. Also, we synthesize the themes that were studied more and their respective authors in each dimension (Fig. 3 ). The Strategic Fit dimension was the biggest, encompassing 18 research focuses. Followed by Perceived Benefits and Social Interactions, each with eight research focuses. Our results revealed a gap in studies focusing on the risks of coopetition in clusters. Coopetitive relationships trigger tensions, distrust, and opportunism, which are challenges to ensuring coopetition results (Gernsheimer et al. 2021 ). The agenda of scholars in coopetition included these challenges but not the agenda of scholars in cluster coopetition. Also, the mediate coopetition needs more studies since cluster governance is a type of mediation among cauterized firms.

3.4.1 Strategic fit dimension

Strategic Fit Dimension is the alignment of objectives among competitors who collaborate in certain areas with shared goals seeking to capture the benefits of coopetition (Czakon et al. 2020a , b ). The literature pointed out that it is necessary to establish previous guidelines to minimize collaboration problems between competitors (Min et al. 2008 ; Hu and He 2013 ; Nemeh and Yami 2016 ; Ferasso et al. 2022 ). The main variables to study the Strategic Fit at clusters in the coopetition studies were networks, shared information, multilevel interdependencies, R&D investment, innovation projects, support agencies, macrodynamic capabilities, patent collaborations, co-production, and co-commercialization.

3.4.2 Perceived benefits dimension

The final goal of collaboration between competitors is the perceived benefits of this relationship, understood as the results of coopetition (Chim-Miki and Batista-Canino 2016; Czakon et al. 2020a , b ). The RSL of Gernsheimer et al. ( 2021 ) found that such benefits were mainly investigated related to innovation and firm performance, but recent studies also focused on organizational learning and sustainability. We identified that the benefits of coopetition in clusters are perceived in access to capital, government support, strengthening the productive arrangement and its firms (Barros et al. 2016 ), the opportunity for joint activities, training management, and human resources, innovation performance (Poisson-de-Haro and Myard 2018 ; Nemeh and Yami 2016 ), improvement in production and market activities (Yuan et al. 2021 ). Therefore, the investigation of the perceived benefits of coopetition in clusters has some differences in the direction of research on coopetition, as pointed out by Gernsheimer et al. ( 2021 ). Innovation and performance are benefits also pursued by clustered firms, but the joint actions are aimed at strengthening the entire productive arrangement and sustainable regional growth besides the firms. The cluster is a way to achieve sustainability, as it can reduce economic asymmetries (Chung and Cheng 2019 ). Our results also suggested that organizational learning as a perceived benefit of cluster coopetition is a gap in the literature.

Research dimensions according to the addressed focus of coopetition. Source : Elaborated by the authors

3.4.3 Mediated coopetition dimension

Mediated coopetition is the intermediation performed by a third party to build trust, structure, and facilitate collaboration among competitors (Hidalgo et al. 2022 ; Gernsheimer et al. 2021 ; Dana and Granata 2013 ). In articles published on cluster coopetition, mediated coopetition occurs through a public agency or a public policy (Barros et al. 2016 ; Maso and Lattanzi 2014 ). The main elements used to study cluster-mediated coopetition were governance, the culture of cooperation, crise management, workforce quality (Barros et al. 2016 ), training programs, communication, consultancy, financial management, public policy, fiscal policies, investment opportunities, media network (Maso and Lattanzi 2014 ). Cluster-mediated coopetition is an underexplored theme. Only two published articles address the topic, focusing on coopetition mediated by a public agent. Therefore, there is a literature gap regarding coopetition mediation by a private agent, although many clusters have an independent and private outsourced manager, as highlighted by Dana and Granata ( 2013 ). This manager is not directly involved in the competitive relationship between members, which helps minimize the tension while overseeing the interests of the clusterized firms and cluster (Dana and Granata 2013 ; Monticelli et al., 2018 ).

3.4.4 Social interaction dimension

The social interaction dimension is characterized by two types of relationships: internal, among the clustered firms to promote integration among players and their objectives, and external, among the clustered firms and other institutions to stimulate its growth and the capture of competitive advantages (Dana and Granata 2013 ; Dana et al. 2013 ). It is a social network influenced by the sociocultural cluster (Chai and Yang 2011 ) and becomes a social-structural phenomenon (Darbi and Knott 2023 ). Understanding what the environment is like and how the various actors interact has been recognized as the critical element to stimulate co-competitive relationships, minimize the risks and natural mistrust of the dichotomy of collaboration between competitors and the differential to accelerate the positive results arising from this relationship (Dana and Granata 2013 ; Dana et al. 2013 ; Czakon et al. 2020a , b ). The critical point for social interaction is local solid norms, which facilitate both the integration of coopetitive strategies by company managers and conflict management (Mathews 2018 ) since managing coopetition is seen as tension management (Czakon et al. 2020a , b ). Darbi and Knott ( 2023 ) suggested immersive cooperation among clusterized firms became a usual practice embedded as a culture. Scholars used diverse elements associated with the social interaction dimension of intra-cluster coopetition, such as the cluster environment and its advantages (Hu and He 2013 ); coopetitive relationships (Hoetoro 2014 ); strategy, including internationalization; and management and human resources (Leite et al. 2009 ; Dana and Granata 2013 ; Dana et al. 2013 ; Hu and He 2013 ; Mathews 2018 ).

3.4.5 Coopetitive orientation dimension

Coopetitive orientation is intrinsic motivation or the ability to collaborate with rivals (Czakon et al. 2020a , b ). The coopetitive orientation focuses on balancing collaboration and competition, coopetition challenges, and trust-generating mechanisms in cluster studies. The article by Cusin and Loubaresse ( 2018 ) analyzes the coopetitive orientation at intra-cluster in a context of asymmetry, addressing elements of coverage area, cluster expansion, differentiation, regional identity (Felzensztein et al. 2019 ), attractiveness, visibility (Cusin and Loubaresse 2018 ); cluster life cycle (Hartono and Sobari 2016 ); cluster integration; number, satisfaction, and loyalty of clusterized firms; joint projects and actions (Nemeh and Yami 2016 ; Smiljic 2020 ); complementarity (Sellitto et al. 2018); stability of the management team, and relational proximity (Mathews 2018 ). At the intra-cluster level, this dimension represents factors that form and influence coopetition but can also include inhibitors.

3.4.6 Coopetition temporality dimension

The dimension temporality of coopetition focuses on the dynamics of inter-organizational relationships that continually reconfigure the relational interdependencies as partnerships evolve (Kylanen and Mariani 2012 ; Chim-Miki and Batista-Canino 2017 ). In cluster studies, scholars associated the temporality of coopetition with the evolution, maturation, and degree of consolidation of cooperative relationships over time (Dana et al. 2013 ; Dana and Granata 2013 ; Granata et al. 2017 ). For instance, Felzensztein et al. ( 2018 ) demonstrated that clusters change over time, and inter-collaboration and social networks are determined by internal conditions (degree of competition, for example) and external conditions (economic crisis, for example). These set of effects generate changes in intra-cluster collaboration as a cluster matures. Monteiro ( 2016 ) highlighted that coopetition relationships should be built and managed over time by improving the strategies toward innovations and technological diversity.

Indeed, the coopetitive orientation, social interaction, and mediated coopetition lead companies to develop a strategic fit to achieve the perceived benefits of coopetition in clusters, but the existence of risks of opportunism, conflicts of interest, and perception of injustice in the division of gains (Raza-Ullah et al. 2014 ; Bouncken et al. 2018 ; Crick 2020 ), for example, can prevent the achievement of positive results. All these relationship dynamics can also suffer from the influence of time.

4 A framework and research agenda to develop intra-cluster coopetition

4.1 building theory from the review: advancing cluster coopetition research.

To provide a framework from the literature-systematized and integrative overview of the main intra-cluster coopetition elements (Fig. 4 ). We created subgroups (macro dimensions) according to the authors’ approach: Factors, conditions, Policies, Market commonality, and Formal supporting structure. Figure 3 confirms coopetition as the ‘cluster glue.’ It is the intrinsic behavior and primary strategy since they are interrelated and concentrated firms that must cooperate despite their individual interests.

Framework of the coopetition strategy at the intra-cluster level

The Policy dimension included driver elements for the intra-cluster coopetition strategy (Fig. 4 ). They are external cluster conditions, such as public policies to promote regional development based on clusters, tax policies, governance models, intermediation of external businesses, and partnership programs. In contrast, the dimensions of conditional factors and market commonality are internal cluster conditions. The degree of complementarity and interdependence of the clusterized firms, the ability to share resources, reduce costs and take advantage of co-location synergy to improve their bargaining power, and talent retention are conditioning elements of intra-cluster coopetition. The market commonality indicates competition among clusterized firms related to customers, suppliers, and resources, such as capital, human talents, technology support, etc. The balance of market commonality impacts the creation of networks for joint market-oriented strategies, such as co-marketing, co-branding, co-commerce, and internal business (B2B). Also, it can reduce adverse effects, such as opportunism or market uncertainty. Finally, the intensifying elements of the intra-cluster coopetition strategy are the conditions of the regional ecosystem of the cluster. This dimension represents the formal cluster’s support organizations that enhance innovation networks, training, technological and information sharing, and collaborative research networks.

The cluster coopetition framework can be seen as a revisited Porterian theory (Table 2 ). The sum of intra-cluster coopetition strategy elements pointed out by the literature complements Porterian theory showing common and complementary factors and institutions, governance, and public policies (Porter 1998 ). The determinants of regional advantage according to the Diamond Model are (1) firm strategy, structure and rivalry; (2) demand conditions; (3) factor conditions; and (4) related and supporting industries. In turn, the determinants of cluster coopetitive advantage are (1) Market commonality, (2) Policies, (3) Factors conditions, and (4) Formal supporting structure. However, for Porter, “chance” and “government” are two factors that influence the four determinants of the Diamond model. In the evolutionary framework of this Porterian reinterpretation from the perspective of coopetition in clusters, the factors that influence it are contextual, internal, and external to the cluster and the ecosystem in which it is inserted. Both chance and government are present in the contextual cluster factors.

The coopetition networks define the cluster boundaries from the business and organizational links. The clusters’ organisational structure minimises competition problems without imposing vertical or formal networks (Porter 1998 ). They promote alliances, shared goals, and the coexistence of competition and cooperation. Therefore, coopetition is a core behaviour of clusters, and it is their strategic management.

4.2 Research agenda: a set of future approaches to intra-cluster coopetition perspective

Our literature review followed Post et al. ( 2020 ) indications: integrative theorizing and creating a research agenda to advance the field. In the reviewed articles, we identified 35 future research questions suggested by the authors, which still need to be answered according to our analysis. We label the questions according to the focus on public policy or management practices representing the internal and external cluster context (Table 3 ).

Besides the indications of the research questions, a research agenda can be shaped for intra-cluster coopetition considering the relationships between the six identified dimensions. A set of future approaches to the intra-cluster coopetition perspective guides the re-thinking cluster toward an integrated perspective on the dynamics of coopetition (Fig. 5 ).

Conceptual map for future research on intra-cluster coopetition perspective.

Source : Elaborated by the authors

Coopetition is a multidimensional and multilevel phenomenon. Its dimensions should be considered together (Köseoğlu et al. 2019 ), as the context, process, and result are inseparable. From the literature review, considering the previous studies and the trends, a set of future approaches to deepen the intra-cluster coopetition perspective emerges. Figure 5 indicates a connected research framework to generate an evolution of intra-cluster coopetition based on its dynamics. The strategic fit is the core of intra-cluster coopetition relationships. It is part but goes beyond what Porter ( 1998 ) highlighted as the complementarity between the support institutions and the clusterized firms that define the cluster boundaries. Nevertheless, most cluster studies have focused on the sources of strategic fit, leaving knowledge gaps on the factors that reduce the coupling among clusterized firms and between the firms and the cluster.

Coopetitive orientation is an antecedent behavior that facilitates strategic fit (Czakon et al. 2020a , b ). The willingness or predisposition to cooperate should be studied from various angles, such as the firm’s previous experience in alliances and the background of cluster managers in joint projects or networks (Cusin and Loubaresse 2018 ). The level of coopetition willingness across the cluster cycle-of-life phases and in different sectors also needs more understanding to create adequate strategies for each context.

Social interaction is a dimension that gains status at the intra-cluster level, but it has been little studied in all coopetition levels. Some studies suggest a positive effect of social ties on the consolidation of coopetition networks and the generation of mutual trust (Felzensztein et al. 2018 ). In coopetition, social ties can be related to belonging to a place or group, cultural similarity, or local behavior (Oliveira-Ribeiro et al. 2022 ; Chaudhry et al. 2023 ). Thus, it is necessary for more studies on the influence of the city, country, culture, and local social capital on intra-cluster coopetition networks to improve the strategic fit for joint projects and cooperative R&D.

Just as the strategic fic is the core, the mediated coopetition is the intra-cluster management model. It can be generated by the regulatory environment and institutional configuration (König 2023 ), by some firms that act as central nodes in the coopetition networks (Ge and Liu 2022 ) or by the cluster governance mechanisms (Ramjaun et al. 2023 ). Besides, a cluster assumes the existence of governance (Porter 1998 ). In the evolution of strategic management suggested by Stead and Stead ( 2019 ), which also complements Porterian theory, coopetition becomes an ecosystem behavior and extends across multisectoral and multistakeholder relationships. However, to obtain competitive advantages for the cluster and clusterized firms, it is necessary to manage this open system properly to minimize the intrinsic tension of coopetition (Dana and Granata 2013 ). Therefore, more studies are needed on the role of government, business associations, public policies, and other formal institutions constituting the mediation mechanisms of intra-cluster coopetition.

The benefits are the outputs and the competitive advantages of the coopetition strategy. It is the primary motivator for firms to cooperate (Leite et al. 2009 ; Sellitto and Luchese 2018 ). The literature still needs studies with models or tools for monitoring coopetition results. It is necessary to verify the positive effects at the cluster and firm level, including mechanisms that consider the different firm’s sizes since they have different levels of value created and appropriated (Ritala et al. 2008 ). Also, it is necessary to understand how the benefits of coopetition contribute to cluster sustainability, which includes studies on innovative capacity and knowledge generation intra-cluster.

The temporality of the coopetition and the risks are two dimensions that influence the entire intra-cluster strategy. Studies need to identify risks and create mechanisms to minimize them. Few studies addressed coopetition risks in the literature. In some conditions, the cluster network consolidation tends to grow over time (Dana et al. 2013 ; Dana and Granata 2013 ) and improve coopetition outputs (Monteiro 2016 ). However, only some longitudinal studies provide insights into understanding the coopetition strategies along the cluster cycle life. Three aspects can mature over time: the partners, the cluster management, and the regional context where the cluster is part. Studies need to verify these dynamics and their influence on intra-cluster coopetition.

5 Conclusions and contributions

Thus, as the second contribution, we proposed a theoretical framework from the literature-systematized and integrative overview with our dimensions: Conditional factors, Policies, Market commonality, and Formal supporting structure. These dimensions act as drivers, markets, or intensifiers of the intra-cluster coopetition strategy. At the same time, the dimensions suffer the influence of external, internal, and ecosystem contexts (Fig. 3 ). The framework suggests the main elements to manage clusters under the coopetition strategy. These findings rethinking cluster theory (Porter 1998 ) and build the business co-evolution perspective of Stead and Stead ( 2019 ). The cluster is a business ecosystem with an open system based on coopetition. Nevertheless, Porter ( 1998 ) states that the complementarity among clusterized firms and supporting institutions can provide cluster boundaries; in the rethinking cluster, there are no boundaries. Cluster coopetition is multilevel and multi-stakeholders, so it is impossible to establish boundaries; however, it is essential to develop a mechanism to manage the network, mediated coopetition, and monitor the outputs as feedback to engage the players and improve the strategy fit.

Our third contribution is to open new paths to rethinking clusters from a coopetition perspective from a dynamic viewpoint. We suggest a set of approaches to advancing the intra-cluster coopetition perspective. The systematization of this SLR, based on six coopetition dimensions, captured the dynamics among them, orienting the frameworks towards an integrated perspective on intra-cluster coopetition issues. Coopetitive orientation, social interaction, and mediated coopetition lead companies to develop a strategic fit to achieve the perceived benefits of coopetition. However, it is necessary to advance research on Coopetition Risks and temporality of coopetition. The research agenda of cluster scholars barely pointed out particular coopetition risks despite the dark side of coopetition being discussed in strategy studies. The categories were created based on studied themes plus emerging trends extracted from indications for future research. Thus, it was an inductive-deductive pattern system that represented the evolutionary trend of the topic itself.

Our research had limitations; although it was an in-depth analysis, it focused on articles published on the Web of Science and Scopus, not including doctoral thesis and other scientific bases. We suggest an additional literature review covering more databases. Also, complement the theoretical review with empirical approaches that consider the view from within the cluster, that is, clustered firms and cluster managers, to identify the elements of intra-cluster coopetition. Cluster coopetition is an essential strategy for the sustainable development of firms, regions, and countries. It is necessary to study how coopetition influences the new re-shoring strategies and new industrial policies. For this, the theme needs more research to develop a coopetition strategy to support the development of public policies, the cluster digital transformation, and management practices toward rethinking clusters.

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Conceptualization: Adriana Fumi Chim-Miki and Rosana Lacerda Coelho Fernandes; Methodology: Adriana Fumi Chim-Miki and Rosana Lacerda Coelho Fernandes; Formal analysis and investigation: Rosana Lacerda Coelho Fernandes, Adriana Fumi Chim-Miki, and Jefferson Marlon Monticelli; Writing - original draft preparation: Rosana Lacerda Coelho Fernandes and Adriana Fumi Chim-Miki; Writing - review and editing: Adriana Fumi Chim-Miki and Jefferson Marlon Monticelli; Funding acquisition: Adriana Fumi Chim-Miki; Resources: Adriana Fumi Chim-Miki; Supervision: Adriana Fumi Chim-Miki and Jefferson Marlon Monticelli.

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Chim-Miki, A.F., Fernandes, R.L.C. & Monticelli, J.M. Rethinking cluster under coopetition strategy: an integrative literature review and research agenda. Manag Rev Q (2024). https://doi.org/10.1007/s11301-024-00434-z

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Disruptive Digital Technologies, Data and AI: Implications for Innovation, Entrepreneurship and Strategic Decision-Making

This SMS Extension brings together scholars and practitioners interested in digitization, innovation, entrepreneurship, AI and technology, for a discussion of cutting-edge research on the topic.

Digital technologies have transformed a wide range of industries, and digital companies are playing an increasingly important role in the economy. This has created an interest in understanding implications of how this forms our understanding of strategic management (Adner, Puranam and Zhu, 2019; Greenstein, Lerner and Stern, 2010), and opportunities for entrepreneurship (Ewens, Nanda and Rhodes-Kropf, 2018). Such differences are only being amplified with the growth of AI which is greatly impacting how firms compete, and also new opportunities.

This SMS Extension brings together scholars interested in studying digitization, innovation, entrepreneurship, AI and technology, for a discussion of cutting-edge research on the topic. While these topics are garnering considerable attention, research is only beginning to be published on this topic, and scholars benefit from co-locating to discuss and develop papers on this topic. The event will also involve practitioners/managers from southeastern Europe, including a number of local digital platform companies which have developed a unique approach, developing a local solution to technology problems, while inspired by ventures elsewhere.

Additionally, the extension brings the SMS global community to a new and topically-relevant location, where they can interact with local faculty (from Serbia and other universities in the region) as well as local business leaders and government leaders. The government of the Republic of Serbia has recently made an official commitment to positioning Serbia as a leading hub for cutting-edge scientific research and technology transfer in the fields of machine learning and AI, leveraging what have been traditionally strong human capital expertise in domains such as engineering, coding and computer science. This has been supported by a number of recent investments in AI-related initiatives, including the establishment of the Institute for Artificial Intelligence Research and Development of Serbia.

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Management Researcher Unveils Surprising Insights into Startup Inventions

April 17, 2024

The study delves into the intricate web of invention dynamics, exploring the influence exerted by patents from startups and established firms. Through meticulous analysis of patent citations, which serve as markers of influence and inspiration for future innovations, Jacobs and her co-author, Francisco Polidoro Jr. (Professor, The University of Texas at Austin), uncovered intriguing patterns.

The research reveals that startup patents receive an average of 6% more citations than technologically similar patents from established firms. This surprising finding prompts a deeper investigation into the factors driving the outsized influence of startup inventions. The research also underscores the pivotal role of university endorsements. These endorsements not only boost startups’ credibility and visibility but also highlight the potential for fruitful collaboration between academia and industry in fostering innovation.

Additionally, the study highlights the phenomenon of limited appropriation of inventions by startups, which typically have fewer resources than established firms, leaving room for other firms to capitalize on untapped potential. This trend spurs other firms to build more on innovations from startups.

Lastly, startups’ limited resources make the threat of patent litigation less credible. Instead, patent litigation by startups might draw even more attention to their innovations. Hence, the study finds that startups’ litigiousness further amplifies the influence of their inventions.

While startups’ increased citation rate signifies industry recognition and potential for standard-setting, it also presents a challenge for startups in capturing the total value of their inventions. This delicate balance between influence and value capture is a crucial consideration for startups navigating the competitive landscape of emerging industries.

The researchers emphasize the significance of these findings as a crucial step in understanding the dynamics of innovation within emerging industries. The study opens avenues for further research to explore the mechanisms underlying these differences and their implications for startups, established firms, and the broader industry landscape.

In a rapidly evolving technological landscape, Jacobs’ research offers invaluable insights for organizations and policymakers alike. By unraveling the complex interplay between startups and established firms in shaping the future of industries, this study paves the way for informed decision-making and strategic innovation initiatives. However, one thought remains clear—the collaborative efforts of startups, established firms, and academic institutions are essential for driving the next wave of technological advancements and industry evolution.

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