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The aim of this paper is to extend recent reflection on the evolution of strategic management by analyzing the field's object of study: strategy. We show how the concept of strategy has formed the backbone of the development of strategic management as an academic field and how consensus regarding it has evolved in the academic community during the stages of its historical development. We also address changes in the structure of the definition as it evolved through the growth of internal consistency, the centrality degree of the key terms that have shaped it, and how this evolution fostered the emergence of new research topics during the development of the discipline.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this study is to gain new insight into the true nature of the relationship between product diversification and performance, as well as to explore the roles the home country environment and time can play on this relationship. Design/methodology/approach -The study reviews a large part of the research that has addressed the relationship between product diversification and performance over the last four decades.Findings -This study identifies the main views (models) that can help scholars to adequately understand, both theoretically and empirically, the potential effect of product diversification on performance: the premium diversification model; the discount diversification model; and the U-inverted model. The study confirms a wide diversity of results. Drawing from the institutional-based view, it is argued that a significant part of this heterogeneity stems from the effect of two factors that have often been ignored: the home country environment and time period. The review of recent empirical research seems to provide some support for the central argument that the value firms achieve through product diversification may be contingent both on the specific home country environment (environmental dependency) and time period (time dependency) under study. Originality/value -This study yields an alternative explanation to the inconsistency in findings that goes beyond strictly theoretical and methodological reasons. It shows that the arguments related to different views (or models) need to be considered "environment-dependent" and "time-dependent". It concludes by proposing a framework to guide future research.

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Strategic management is a relatively youthful discipline that has steadily matured over the past fifty years. The field has become consolidated over this period, while simultaneously expanding the range of topics analyzed and research methodologies used. Different theories and approaches, addressing different research topics, have been developed to explain the reasons underlying firms’ competitive advantage and success. In this paper, we posit the existence of two pendulums in constant motion that, on the one hand, reflect the tension that has historically existed between the focus on internal firm factors and external environmental attributes respectively and, on the other hand, the tension between a more macro level of analysis, i.e., the firm and its environment, and a more micro level one, i.e., individuals and their relations within the firm. The frontier of research in strategic management is shaped by the simultaneous movement of both pendulums.

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The paper presents the dynamics of the strategic management scientific community network during knowledge creation and dissemination through the Strategic Management Journal from 1980 to 2009. The paper describes the evolution of the participant countries' position within the network structure. We present the different stages that the network goes through, the vertices' transformation into nodes and hubs, and the statistical significance level of cooperation between the country in the core position and the countries in the semi-periphery and periphery positions during their evolution and growth.