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Identifying the intellectual structure of fields: introduction of the MAK approach

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Abstract

This study introduces MAK approach to investigate intellectual structure of fields which combines text-net analysis (TNA), latent dirichlet allocation (LDA), and co-citation analysis. Researchers have previously deployed co-citation analysis to reveal the intellectual structure of fields. However, in these applications, the research has two technical limitations—small representativeness in datasets analyzed and the primary consideration for dated documents—towards the co-citation analysis. These limitations impede the formation of a larger picture in the structure. The present study seeks to eliminate these limitations by utilizing TNA and LDA methods as topic modeling approaches for 38,368 journal articles as references with 125,154 appearances in 2680 articles published between 1980 and 2019 in the Strategic Management Journal (SMJ). We suggest researchers should embrace MAK approach as complementary approach to research, with its focus on the intellectual structures of the field. We provide a workflow to show potential research applications and address advantages and limitations associated with the two new methods.

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Source: Blei et al. (2003) and Debortoli et al. (2016)

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Correspondence to Mehmet Ali Köseoglu.

Appendix: Labels used in the TISA analysis with their meaning, clusters and citation numbers in the SM intellectual structure

Appendix: Labels used in the TISA analysis with their meaning, clusters and citation numbers in the SM intellectual structure

Cluster 1Red, Cluster 2Green, Cluster 3Blue, Cluster 4Yellow, Cluster 5Purple in Fig. 8 Ordered by cluster number.

Labels

Cited Articles

Clusters

Citation Number

R9637

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.

1

250

R17220

Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization science, 3(3), 383–397.

1

211

R90

Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152.

1

293

R9635

Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10–11), 1105–1121.

1

118

R11647

March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.

1

184

R33007

Levinthal, D. A., & March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14(S2), 95–112.

1

166

R35658

Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(S2), 109–122.

1

126

R2543

Henderson, R. M., & Clark, K. B. (1990). Architectural innovation: The reconfiguration of existing. Administrative Science Quarterly, 35(1), 9–30.

1

141

R23969

Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research policy, 15(6), 285–305.

1

164

R19200

Henderson, R., & Cockburn, I. (1994). Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management Journal, 15(S1), 63–84.

1

123

R11679

Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(S2), 27–43.

1

97

R21745

Levitt, B., & March, J. G. (1988). Organizational learning. Annual Review of Sociology, 14(1), 319–338.

1

137

R6823

Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13(S1), 111–125.

1

106

R3853

Rosenkopf, L., & Nerkar, A. (2001). Beyond local search: boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management Journal, 22(4), 287–306.

1

74

R30487

Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: Capability lifecycles. Strategic Management Journal, 24(10), 997–1010.

1

63

R28925

Ahuja, G., & Katila, R. (2001). Technological acquisitions and the innovation performance of acquiring firms: A longitudinal study. Strategic Management Journal, 22(3), 197–220.

1

72

R27026

Katila, R., & Ahuja, G. (2002). Something old, something new: A longitudinal study of search behavior and new product introduction. Academy of Management Journal, 45(6), 1183–1194.

1

70

R13149

Jaffe, A. B., Trajtenberg, M., & Henderson, R. (1993). Geographic localization of knowledge spillovers as evidenced by patent citations. the Quarterly journal of Economics, 108(3), 577–598.

1

70

R8052

Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339–351.

1

67

R17177

Zander, U., & Kogut, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organization Science, 6(1), 76–92.

1

64

R567

Levinthal, D. A. (1997). Adaptation on rugged landscapes. Management Science, 43(7), 934–950.

1

78

R34442

Hansen, M. T. (1999). The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44(1), 82–111.

1

66

R32281

Haleblian, J., & Finkelstein, S. (1999). The influence of organizational acquisition experience on acquisition performance: A behavioral learning perspective. Administrative Science Quarterly, 44(1), 29–56.

1

64

R35064

Hoetker, G. (2007). The use of logit and probit models in strategic management research: Critical issues. Strategic Management Journal, 28(4), 331–343.

1

75

R36599

Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193–206.

2

193

R35548

Wiersema, M. F., & Bantel, K. A. (1992). Top management team demography and corporate strategic change. Academy of Management Journal, 35(1), 91–121.

2

79

R28959

Tushman, M. L., & Anderson, P. (1986). Technological discontinuities and organizational environments. Administrative Science Quarterly, 439–465.

2

138

R32519

DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 147–160.

2

176

R15749

Meyer, J., & Rowan, B. (1977). Institutionalized Organizations: Formal Structure as Myth and Ceremony. American Journal of Sociology, 83(2), 340–363.

2

84

R35578

Finkelstein, S., & Hambrick, D. C. (1990). Top-management-team tenure and organizational outcomes: The moderating role of managerial discretion. Administrative Science Quarterly, 484–503.

2

63

R12411

Lieberman, M. B., & Montgomery, D. B. (1988). First-mover advantages. Strategic Management Journal, 9(S1), 41–58.

2

116

R37794

Mitchell, W. (1989). Whether and when? Probability and timing of incumbents’ entry into emerging industrial subfields. Administrative Science Quarterly, 208–230.

2

79

R28355

Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 149–164.

2

126

R30445

Prahalad, C. K., & Bettis, R. A. (1986). The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, 7(6), 485–501.

2

111

R12822

Caves, R. E., & Porter, M. E. (1977). From entry barriers to mobility barriers: Conjectural decisions and contrived deterrence to new competition. Quarterly Journal of Economics, 91(2), 241–261.

2

85

R33532

Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82(5), 929–964.

2

121

R18139

Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32(3), 543–576.

2

78

R8604

Dess, G. G., & Beard, D. W. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 52–73.

2

100

R35805

Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management Journal, 18(S1), 187–206.

2

93

R21886

Child, J. (1972). Organizational structure, environment and performance: The role of strategic choice. Sociology, 6(1), 1–22.

2

64

R35664

Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9(2), 284–295.

2

67

R4346

Staples, C. L. (2007). Board globalisation in the world’s largest TNCs 1993–2005. Corporate Governance: An International Review, 15(2), 311–321.

2

70

R6008

Porac, J. F., Thomas, H., & Baden-Fuller, C. (1989). Competitive groups as cognitive communities: The case of Scottish knitwear manufacturers. Journal of Management Studies, 26(4), 397–416.

2

63

R34792

Mintzberg, H., Raisinghani, D., & Théorêt, A. (1976). The structure of” unstructured” decision processes. Administrative Science Quarterly, 246–275.

2

68

R22474

Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(9), 934–948.

2

87

R2501

Burgelman, R. A. (1983). A process model of internal corporate venturing in the diversified major firm. Administrative Science Quarterly, 223–244.

2

66

R24065

Tversky, A., & Kahneman, D. (1979). Prospect theory: an analysis of decision under risk. Econometrica, 47(2), 263–292.

2

89

R33845

Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660–679.

3

162

R24966

Lane, P. J., & Lubatkin, M. (1998). Relative absorptive capacity and interorganizational learning. Strategic Management Journal, 19(5), 461–477.

3

76

R9102

Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1), 85–112.

3

104

R27538

Mowery, D. C., Oxley, J. E., & Silverman, B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17(S2), 77–91.

3

91

R16309

Powell, W. W., Koput, K. W., & Smith-Doerr, L. (1996). Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Administrative Science Quarterly, 116–145.

3

102

R1148

Gulati, R. (1998). Alliances and Networks. Strategic Management Journal, 19(4), 293–317.

3

80

R9807

Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481–510.

3

127

R26852

Uzzi, B. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 35–67.

3

89

R30515

Khanna, T., Gulati, R., & Nohria, N. (1998). The dynamics of learning alliances: Competition, cooperation, and relative scope. Strategic Management Journal, 19(3), 193–210.

3

69

R5941

Hamel, G. (1991). Competition for competence and interpartner learning within international strategic alliances. Strategic Management Journal, 12(S1), 83–103.

3

90

R17039

Kogut, B. (1988). Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9(4), 319–332.

3

90

R3356

Hennart, J. F. (1988). A transaction costs theory of equity joint ventures. Strategic Management Journal, 9(4), 361–374.

3

73

R5737

Williamson, O. E. (1991). Comparative economic organization: The analysis of discrete structural alternatives. Administrative Science Quarterly, 269–296.

3

125

R9300

Anand, B. N., & Khanna, T. (2000). Do firms learn to create value? The case of alliances. Strategic Management Journal, 21(3), 295–315.

3

72

R1118

Kale, P., Dyer, J. H., & Singh, H. (2002). Alliance capability, stock market response, and long-term alliance success: the role of the alliance function. Strategic Management Journal, 23(8), 747–767.

3

69

R26851

Gulati, R. (1995). Social structure and alliance formation patterns: A longitudinal analysis. Administrative Science Quarterly, 619–652.

3

63

R29442

Gulati, R., & Singh, H. (1998). The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Administrative Science Quarterly, 781–814.

3

73

R16323

Stuart, T. E., Hoang, H., & Hybels, R. C. (1999). Interorganizational endorsements and the performance of entrepreneurial ventures. Administrative Science Quarterly, 44(2), 315–349.

3

74

R25799

Heckman, J. J. (1979). Sample selection bias as a specification error. Econometrica: Journal of the Econometric Society, 153–161.

3

102

R182

Shaver, J. M. (1998). Accounting for endogeneity when assessing strategy performance: does entry mode choice affect FDI survival?. Management Science, 44(4), 571–585.

3

68

R30838

Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of international business studies, 19(3), 411–432.

3

68

R33326

Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360.

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228

R26159

Fama, E. F., & Jensen, M. C. (1983). Separation of ownership and control. The Journal of Law and Economics, 26(2), 301–325.

4

92

R922

Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57–74.

4

93

R35809

Teece, D. J. (1982). Towards an economic theory of the multiproduct firm. Journal of Economic Behavior & Organization, 3(1), 39–63.

4

94

R911

Fama, E. (1980). Agency Problems and the Theory of the Firm. Journal of Political Economy, 88(2), 288–307.

4

77

R904

Jensen, M. C. (1986). Agency costs of free cash flow, corporate finance, and takeovers. The American Economic Review, 76(2), 323–329.

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94

R25636

Amihud, Y., & Lev, B. (1981). Risk reduction as a managerial motive for conglomerate mergers. The Bell Journal of Economics, 605–617.

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76

R33071

Coase, R. H. (1937). The nature of the firm. Economica, 4(16), 386–405.

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R8822

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R8883

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R8890

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R23814

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Köseoglu, M.A. Identifying the intellectual structure of fields: introduction of the MAK approach. Scientometrics 125, 2169–2197 (2020). https://doi.org/10.1007/s11192-020-03719-8

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