| name | smj-topic-selection |
| description | Use when scoping or pressure-testing whether a research question is a genuine *strategy* question fit for the Strategic Management Journal (SMJ). Decides fit and sharpens the question; it does not build the theory or run analysis. |
Topic Selection & Scope Fit (smj-topic-selection)
When to trigger
- You have data or a hunch but are unsure SMJ is the right outlet
- A reviewer or colleague said "this feels like a management paper, not a strategy paper"
- The question is interesting but the dependent construct is not clearly about performance or advantage
- You are choosing between SMJ and an OB/HRM/general-management outlet
The SMJ fit test
SMJ asks fundamentally one family of question: why do firms differ, and why do some sustain superior performance or competitive advantage? This is the journal's stated scope — research whose questions, evidence, and conclusions are relevant to strategic management and engaging to strategy scholars. A fitting paper connects its core construct to that question. Run the four-part test:
- Strategy DNA. Does the dependent (or focal) construct concern firm performance, competitive advantage, value creation/capture, or a strategic outcome (entry, scope, alliance, M&A, governance, innovation, nonmarket position)? If the DV is purely individual attitudes or generic org behavior, fit is weak.
- Firm-level (or higher) lens. SMJ's natural unit is the firm, business unit, or the strategic dyad/alliance — even when mechanisms run through managers. Pure micro-OB belongs elsewhere.
- Theoretical stakes for strategy. Would the answer change how strategy scholars think about resources/capabilities, governance, competitive dynamics, corporate strategy, or strategic leadership?
- Identifiable empirics. Can the strategic choice and its performance consequence be studied without hopeless endogeneity? (If the choice is obviously co-determined with performance and you have no leverage, reconsider.)
Pick the right SMS journal
The Strategic Management Society sponsors three Wiley journals — route deliberately before defaulting to SMJ:
- SMJ (founded 1980) — broad strategy; competitive advantage and firm performance.
- SEJ (Strategic Entrepreneurship Journal, est. 2007) — strategy at the entrepreneurship interface (new venture, opportunity, founder/firm emergence).
- GSJ (Global Strategy Journal, est. 2011) — international/global and cross-border strategy.
If the question's primary engine is founding/entry, SEJ fits; if internationalization/global, GSJ fits; otherwise SMJ. Sending an entrepreneurship- or internationalization-core paper to SMJ is a common, avoidable desk-reject.
Domain map (where SMJ papers live)
| Domain | Example focal questions |
|---|
| Resources & capabilities | When do VRIN resources / dynamic capabilities yield rent? (Wernerfelt, 1984, SMJ; Teece, Pisano & Shuen, 1997, SMJ) |
| Competitive dynamics & strategy formulation | How do firms position, signal, and respond to rivals? |
| Corporate strategy & scope | Diversification, vertical integration, divestiture, BU portfolios |
| Alliances & M&A | Partner selection, governance, integration, acquisition returns |
| Corporate governance | Boards, ownership, incentives as drivers of strategic choice |
| Innovation & technology strategy | R&D, search, ambidexterity, platform/ecosystem strategy |
| Nonmarket strategy | Political, regulatory, CSR/ESG strategy and firm advantage |
| Strategic leadership / TMT | Upper echelons, CEO/TMT, behavioral strategy |
Sharpening the question
- State it as: "How / when / why does [strategic choice or condition] affect [performance or advantage outcome] for [unit], and through what mechanism?"
- Name the boundary condition up front — SMJ rewards contingency (when X matters more/less).
- Identify the counterfactual: what would the firm's outcome be absent the choice? This previews the identification problem.
Checklist
Anti-patterns
- A question that is generic "management" (job satisfaction, generic leadership) with no strategy outcome — SMJ's #1 scope rejection
- "Firm performance" as an afterthought DV bolted onto an OB study
- Atheoretical "X predicts performance" framing with no mechanism or boundary
- A topic so broad ("does strategy matter?") that no clean test exists
- Choosing SMJ for prestige when the natural home is an OB/HRM/general outlet — or an SMS sibling (SEJ for entrepreneurship, GSJ for global strategy)
Output format
【Question】How/when/why [strategic choice] → [performance/advantage] for [unit]
【Strategy fit】Strong / Borderline / Weak — reason
【Domain】resources | competitive dynamics | corporate strategy | alliances/M&A | governance | innovation | nonmarket | strategic leadership
【Boundary condition】...
【Identification risk】selection into the choice / reverse causality / unobserved heterogeneity
【Right SMS journal】SMJ / SEJ / GSJ / (elsewhere: __)
【Closest SMJ anchors】[2–3 papers]
【Next step】smj-theory-development
Templates & resources
