PERSPECTIVE: Ranking the Technology Innovation Management Journals*

A citation analysis of the 10 leading technology and innovation management (TIM) specialty journals is conducted to gain insights into the relative ranking of the journals. The journals are ranked based on number of citations, citations adjusted for publication frequency, citations corrected for age, citations corrected for self‐citation, and an overall score. The top 50 journals in management of technology based on citation analysis are listed. Overall, the top 10 journals based on citation analysis are Journal of Product Innovation Management, Research Policy, Research‐Technology Management, Harvard Business Review, Strategic Management Journal, Management Science, Administrative Science Quarterly, R&D Management, IEEE Transactions on Engineering Management, and Academy of Management Review. The top 10 specialty journals in the technology innovation management specialty are Journal of Product Innovation Management, Research Policy, Research‐Technology Management, R&D Management, IEEE Transactions on Engineering Management, Technological Forecasting and Social Change, International Journal of Technology Management, Technovation, Technology Analysis & Strategic Management, and Journal of Engineering and Technology Management. It is found that many of the TIM journals, although focused on TIM, have additional foci based on traditional management disciplines. Each of the 10 leading TIM specialty journals is considered from the perspective of traditional management disciplines; how the journals relate to each other and the related implications of these findings are considered.     

The first decade of the Asia Academy of Management

This paper briefly reviews the history of the Asia Academy of Management, the official sponsor of the Asia Pacific Journal of Management. It is suggested that establishing the Asia Academy of Management is a response to the new challenges of the academic institutional environment, both in Asia and in the mainstream management research community. Judging from the achievements in terms of reputation in the region, publication citations, school rankings, and internal organizational development, this new venture has added significant value to the global academic community. The challenges facing the Asia Academy, however, include the need to attract more interested parties to actively involve in its activities, more genuine cooperation among Asian and non-Asian institutions, and a need to affirm the contributions of Asian management studies.

Venture capital in China: Past,present, and future

This article reviews the literature on venture capital in China and examines where China’s venture capital industry has been and where it is likely to go in the future. Since the 1980s, venture capital in China has grown steadily alongside the robust national economy. The future is likely to offer even greater opportunities, as entrepreneurs are encouraged and property rights improve. However, there will also be a period of transition as the market continues to mature and as new legal structures and commercial arrangements emerge. Venture capital in China has many interesting differences from that in Western countries. The venture capital industry is shaped by the institutional context and China is no exception to this. This article also examines some specific differences between the system in China and that of the United States. Future prospects for venture capital are also appraised as China continues its transition to a market economy.

Twenty Years of the Journal of Product Innovation Management: History, Participants, and Knowledge Stock and Flows

The Journal of Product Innovation Management (JPIM) serves as a marketplace for science‐based, innovative ideas that are produced and consumed by scholars and businesspeople. Now that JPIM has existed for 20 years, two intriguing questions emerge: (1) How has the journal evolved over time in terms of knowledge stock, that is, what are the characteristics of the growing stock of knowledge published by JPIM over the years; and (2) how has the journal evolved in knowledge flow, that is, how is JPIM influenced by other scientific publications and what is its impact on other journals? In terms of knowledge stock, over 35% of the articles published over the 20 years investigate processes and metrics for performance management. The next most frequently published area was strategy, planning, and decision making (20%), followed by customer and market research (17%). The dominant research method used was a cross‐sectional large‐sample survey, and the focus most usually is at the project level of the firm. The large majority of JPIM authors (60%) have a marketing background, with the remaining 40% representing numerous functional domains. Academics at all levels publish in JPIM, and though most authors hail from North America, the Dutch are a significant second group. JPIM was analyzed from a knowledge‐flow perspective by looking at the scientific sources used by JPIM authors to develop their ideas and articles. To this end a bibliometric analysis was performed by analyzing all references in articles published in JPIM. During 1984–2003 JPIM published 488 articles, containing 10,314 references to journals and 6,533 references to other sources. Some 20% of these references (2,020) were self‐references to JPIM articles. The remaining 8,294 journal references were to articles in 287 journals in the fields of management (25%), marketing (24%), and management of technology (14%). However, it should be pointed out that many domains were dominated by a limited number of journals. The second component of knowledge flow concerns the extent to which the ideas developed in JPIM are consumed by other authors. Again, bibliometric analysis was used to analyze data from the Social Sciences Citation Index (SSCI) about citations to JPIM in other journals. For the period 1984–2005, the SSCI registered 7,773 citations to JPIM in 2,067 articles published in 278 journals (including the 2,020 self‐citations in JPIM). The functional areas most frequently citing JPIM are management of technology (25%), marketing (15%), management (14%), and operations management and management science (9%). Again, several domains were found to be dominated by a limited number of journals. At the level of individual journals the analysis shows a growing impact of JPIM on management of technology journals. The knowledge‐flow analysis demonstrates how JPIM functions as a bridge between the knowledge from various domains and the body of knowledge on management of technology. It suggests a growing specialization of the field of technology innovation management, with JPIM being firmly entrenched as the acknowledged leading journal.     

Japanese horizontal keiretsu and the performance implications of membership

Our study investigates the effect of Japanese horizontal keiretsu group membership on firm risk and return. Like prior studies, our results show that horizontal keiretsu membership has a negative effect on firm profitability. However, we find that horizontal keiretsu networks are likely to increase the gap between targeted and realized returns, which we call the outcome–aspiration gap. Moreover, in contrast to prior studies, our results indicate that keiretsu membership does not enable member firms to reduce risks by smoothing profitability. Instead, our findings provide evidence that is counter to the conventional notion that Japanese horizontal keiretsu allows their member firms to trade off profits for reduced risk.

Competitive dynamics research: An insider’s odyssey

This paper introduces competitive dynamics research, a body of work that has emerged in the strategic management field over the last two decades. I will focus on my scholarly pursuit—both the substance and the process—during the early years of my faculty career. I will use my twelve core publications written during this period to outline the entire research program, highlight the makeup of each of the four sub-streams of the program, and show how these streams are linked. I will also share my personal learning in the process of building this research program. The paper aims to convey some firsthand experience for researchers and scholars, especially those starting in their careers and international scholars who are interested in publishing in major U.S.-based journals, so they can construct their own research programs and cope with the manifold process challenges in research and publishing.

Erratum: correction to “technological capability,strategic flexibility,and product innovation” (K. Zheng Zhou,and F. Wu)

The original article to which this Erratum refers was published in Strategic Management Journal Vol. 31, No. 5 (May 2010) Originally published in Strategic Management Journal, Volume 31, Number 5 (May 2010). Copyright © 2010 John Wiley & Sons, Ltd.     

Erratum: correction to “Family Ownership and Acquisition Behavior in Publicly‐Traded Companies” (D. Miller,I. Le Breton‐Miller and R. H. Lester)

The original article to which this Erratum refers was published in Strategic Management Journal Vol. 31, No. 2 (February 2010) Originally published in Strategic Management Journal, Volume 31, Number 2 (February 2010). Copyright © 2010 John Wiley & Sons, Ltd.     

Change and continuity in Japanese corporate governance

Previous studies on Japanese corporate governance were largely based on the agency theory framework, and can be seen as attempts to understand the unique monitoring mechanisms in the Japanese context. This paper briefly reviews prior research and then discusses the recent changes in the environment that have been affecting Japanese corporate governance. Our central argument is that there is both change and continuity in Japanese Corporate Governance. We also present emerging research from an institutional theory perspective. In this line of research, corporate governance is treated as part of a nation’s institutional framework and hence, researchers need to understand unique institutional arrangements that affect corporate governance practices and their change or continuity.

Influential Journals, Institutions and Researchers in Real Estate

A threshold citation approach is used to measure the research influence of academic real estate journals, institutions and individual researchers. Real Estate Economics followed by The Journal of Real Estate Finance and Economics and Journal of Real Estate Research are the most influential real estate journals. Almost 63% of heavily cited works in core real estate journals are published in real estate journals. Twenty-one percent of the heavily cited works are published in Real Estate Economics . An overwhelming 80% of the citations of the 21 most heavily cited papers in real estate come from articles published in real estate journals. Even when real estate articles are published in top-tier finance and economics journals, the majority of the citations associated with these articles come from top real estate journals. This provides strong evidence of the existence of a distinct real estate research discipline. As compared to prior studies, an expanded universe of institutions is found to influence real estate research. Research-extensive universities generating high-quality economics, statistics and finance research influence the real estate discipline. The individuals that are most influential, however, are generally those with substantial real estate discipline specific research.     

The influence of management journals in the 1980s and 1990s

It is difficult to get a clear picture of the relative influence of management journals because previous studies have focused on a single sub‐area in the field over a relatively restricted number of years, and/or have used inconsistent criteria to judge journal influence. Therefore, the purpose of this study is to examine journal influence using citations from 28 journals over the past two decades. The findings show that the top seven journals accounted for 61 percent of all of the citations in the journals included, and that the three journals that showed the greatest increase in influence over the past 20 years were AMJ, AMR, and SMJ. Copyright © 2005 John Wiley & Sons, Ltd.     

The first twenty years of the Strategic Management Journal

The Strategic Management Journal (SMJ) has now entered its third decade of publication and consistently ranks among the most influential journals in management. While several authors have examined the impact of SMJ vis‐à‐vis other management publications, few studies have examined the internal changes in the publication over time, particularly with regard to the diversity and content of the journal. The current study finds that there has been a significant shift in the number of authors, publication lags, reference lists, and page lengths in SMJ over the past 20 years, while the diversity of authorship has stayed relatively constant. There has also been a marked rise in the proportion of empirical papers being published. The implications of these results are discussed. Copyright © 2002 John Wiley & Sons, Ltd.     

Erratum: Multipoint competition,strategic similarity and entry into geographic markets L. Fuentelsaz,J. Gómez. Strategic Management Journal, 2006; 27; 477–499

The original article to which this Erratum refers was published in Strategic Management Journal Vol. 27, No. 5, pp 477–499, 2006. DOI: 10.1002/smj.529 A paragraph in Spanish on page 481 of the Strategic Management Journal Vol. 27, No. 5, pp 477‐499, 2006, DOI: 10.1002/smj529 was incorrectly included. The publisher apologises for this error.     

Opportunities and challenges for academic returnees in China

A growing number of Western-educated management PhD graduates are starting their academic career in Chinese business schools. While opportunities are abundant for these returnees, they also face the choice between developing internationally transferable assets and building locally embedded competences. Some possible solutions are discussed, at both personal and institutional levels.

The development of entrepreneurship in China

In this paper, we provide an overview of the extant research on the development of entrepreneurship in China. This research focus is a relatively recent phenomenon since China’s market transition started from late 1978. We review the literature over the 26 years from 1980 through 2005, as published in 11 leading English-language academic journals. We identify 68 articles from this review and analyze them based on the research subjects, methods, and firm types. From this review, and integrating with research on market transitions, we propose a three-stage model of market transitions that has important implications for entrepreneurship research in transition economies.

In Search of the Classics: A Study of the Impact of JPIM Papers from 1984 to 2003*

The Journal of Product Innovation Management (JPIM) was launched in 1984 and over its first two decades of existence evolved into the leading journal in the field of innovation and the management of technology. During these 20 years JPIM contributed to the field by publishing 488 academic papers. This paper is a follow‐up study to an earlier study that looked at how JPIM evolved in terms of knowledge stock and knowledge flows during the first two decades (published in JPIM, March 2007). That paper looked at what was published during the first 20 years, which sources were cited, and which journals cited JPIM papers. This study takes a closer look at the impact of JPIM on the field of innovation and the management of technology by identifying the most classic papers published in JPIM during its first two decades of existence. This study used multiple research methods to identify 64 candidate potential classics from the 488 papers published in the first 20 years of JPIM's existence, to analyze how they differ from the other 424 papers published in the journal, and to investigate authors' motivations for writing these papers. Finally, using survey responses from the Product Development and Management Association (PDMA) membership and other academics in innovation and new product development, the research then determines which 5 of the 64 candidate papers are considered to be the “most classic” papers published and the factors driving that determination. The findings show that classic papers are those presenting a “pioneering idea” in the field that creates buzz in both the academic and practitioner worlds. High numbers of citations are indeed the outcome of these endeavors, but being a classic requires more than having high numbers of citations. Authors of the true classics generally have worked hard to disseminate their research, usually to both academics and practitioners, perhaps also contributing to the network buzz created by their findings. While one of the five most classic papers represented the first investigation into a particular stream of research, the other four were culminations of a significant body of research, providing a distinct summary of known information on a topic at the time they were published and a clear road forward for future research on the topic. These bodies of knowledge have yet to be superseded by other culminating papers.     

Changes in the intellectual structure of strategic management research: a bibliometric study of the Strategic Management Journal, 1980–2000

The aim of this paper is to identify the works that have had the greatest impact on strategic management research and to analyze the changes that have taken place in the intellectual structure of this discipline. The methodology is based on the bibliometric techniques of citation and co‐citation analysis which are applied to all the articles published in the Strategic Management Journal from its first issue in 1980 through 2000. Copyright © 2004 John Wiley & Sons, Ltd.     

Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view

The emergence of knowledge-intensive society has changed the nature of business competition. Knowledge management becomes an important managerial task and formulating a sound innovation strategy is an integral part of strategic management. Adopting an institution-based view, this article argues that the institutional environment in the Asia Pacific region plays a multi-faceted role behind firms’ knowledge management and innovation strategy. Specifically, institutions impose rules for legitimacy, serve as a source of knowledge, and allocate incentives and resources for innovation. We believe that future research drawing on the institution-based view has significant potential to advance our understanding of knowledge management and innovation strategy in Asia Pacific firms.

What's next in key account management research? Building the bridge between the academic literature and the practitioners' priorities

This research contrasts the academic literature on key account management (KAM) with the topics in this subject that are most critical to practitioners. Sixty four academic articles published in 17 journals, and ninety practitioners' articles appearing in the Velocity Magazine — published by the Strategic Account Management Association — were content analyzed and classified under ten ‘topic’ categories. Similarities and differences in the results for academics and practitioners are discussed. In addition, two specific topics were identified as being extremely important to managers but still under-researched by academics: the role of senior management in KAM, and the importance of internal alignment in determining KAM success.     

Organizational slack and firm performance during economic transitions: two studies from an emerging economy. Justin Tan and Mike W. Peng. Strategic Management Journal 24(13) 2003, 1249–1263

The original article to which this erratum refers was published in Strategic Management Journal 24 (13): 1249–1263 (2003).