We revisit the dialogue on efficiency and power in organizational economics and social and political sciences and explore its role in five strategy perspectives and their privileged four strategy practice mottos; satisficing, strategizing, economizing, and innovating. We draw critically on...

Economics and management literatures fail to properly articulate the interrelationship between enterprise-level appropriability/value capture strategies and the acquisition and sustainability of economy-wide co-created value. We propose a developmental industrial strategy that aims to help...

Dynamic capabilities (DCs) are said to allow firms to create, extend, or modify their resource base in a reliable manner (Helfat et al., 2007). This poses a challenge as it requires DCs to enable firms to achieve change but to do so in a reasonably stable manner. This paper addresses this...

States, state agencies, multilateral agencies, and other non-market actors are relatively under-studied in strategic management and organization science. While important contributions to the study of public actors have been made within the agency-theoretic and transaction-cost traditions, there...