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<style face="normal" font="default" size="100%">Stewardship Climate Scale: An Assessment of Reliability and Validity</style>

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<style face="normal" font="default" size="100%">Linking the formal strategic planning process, planning flexibility, and innovativeness to firm performance</style>

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<style face="normal" font="default" size="100%">Social Issues in the Family Enterprise</style>

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<style face="normal" font="default" size="100%">Balancing Natural Environmental Concerns of the Internal and External Stakeholders in Family and Non-family Businesses</style>

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<style face="normal" font="default" size="100%">A study of Schumpterian (radical) vs. Kirznerian (incremental) innovations in knowledge intensive industries</style>

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<style face="normal" font="default" size="100%">Untitled</style>

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<style face="normal" font="default" size="100%">Internal Corporate Venturing in Multi-General Family Businesses</style>

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<style face="normal" font="default" size="100%">Overcoming the Liability of Theoretical Newness: The Case for Stewardship Theory</style>

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<style face="normal" font="default" size="100%">Addressing Natural Environmental Concerns from Within: Investigating the Role of Internal Stakeholders in Family and Non-Family Businesses</style>

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<style face="normal" font="default" size="100%">Culture of Family Commitment and Strategic Flexibility: The Moderating Effect of Stewardship</style>

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<style face="normal" font="default" size="100%">Disabled Enterpreneurs: A Model of Entrepreneurial Intention</style>

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<style face="normal" font="default" size="100%">Founding family influence and the moderating effects of product market competition on firm performance: Implications for corporate governance</style>

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<style face="normal" font="default" size="100%">The Impact of Firm Natural Environment Policy on the Market Orientation to Innovation Relationship in SMEs</style>

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<style face="normal" font="default" size="100%">Leveraging family-based brand identity to enhance firm competitiveness and performance.</style>

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<style face="normal" font="default" size="100%">A Model Of Entrepreneurial Intentions Within The Persons With Disabilities Population</style>

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<style face="normal" font="default" size="100%">A Model Of The Impact Of Disability Attributes On Career Utility And Entrepreneurial Intentions.</style>

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<style face="normal" font="default" size="100%">Strategic Planning And Flexibility As Governance Control Mechanisms In Family And Non-Family Firms.</style>

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<style face="normal" font="default" size="100%">Being the boss and working for a boss: Upsides and downsides.</style>

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<style face="normal" font="default" size="100%">Between a strategic rock and a hard place: Planning and flexibility in family and non-family firms.</style>

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<style face="normal" font="default" size="100%">Dynamic strategic planning: Achieving strategic flexibility through formalization.</style>

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<style face="normal" font="default" size="100%">Family Culture and Strategic Flexibility: The Moderating Effects of Stewardship</style>

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<style face="normal" font="default" size="100%">Fueling innovation through information technology in SMEs</style>

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<style face="normal" font="default" size="100%">Integration of value chain position and Porters (1980) competitive strategies in the market orientation conversation: An examination of upstream and downstream activities.</style>

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<style face="normal" font="default" size="100%">Leveraging family-based brand identity to enhance firm competitiveness and performance</style>

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<style face="normal" font="default" size="100%">Measuring legitimacy of startups: The development of constructs and their parameters.</style>

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<style face="normal" font="default" size="100%">Navigating the Competitive Landscape: The Mediating Role of Innovation in Strategic Planning Capabilities</style>

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<style face="normal" font="default" size="100%">Overcoming liability of newness through legitimacy: A stakeholder salience perspective</style>

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<style face="normal" font="default" size="100%">The Road to Legitimacy: A Study of Startups and their Established Competitors in the Australian Wine Industry</style>

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<style face="normal" font="default" size="100%">Market orientation, strategy, and performance in the forest industr</style>

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<style face="normal" font="default" size="100%">Performance implications of temporal orientation and IT in organization-environment alignment</style>

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<style face="normal" font="default" size="100%">Chronicity and innovation as responses to environmental disruptions</style>

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<style face="normal" font="default" size="100%">The evolving role of cooperation among multinational corporations and indigenous organizations in transition economies: A migration away from confrontation</style>

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<style face="normal" font="default" size="100%">The influence of internationalization on time-based competition</style>

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<style face="normal" font="default" size="100%">Innovation and Firm Performance: The Role of Information Technology in Small and Medium-Sized Firms</style>

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<style face="normal" font="default" size="100%">Empirical evaluation of an integrated supply chain model for small and medium sized firms</style>

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<style face="normal" font="default" size="100%">Entrepreneurial firm success: A triadic examination of strategy planning, choice and flexibility</style>

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<style face="normal" font="default" size="100%">Founding family leadership, product market competition, and firm performance among publicly traded firms</style>

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<style face="normal" font="default" size="100%">Gaining and Sustaining Competitive Advantage: The Effects of Strategic Flexibility and Information Technology Among Internationalizing Firms</style>

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<style face="normal" font="default" size="100%">Integrating firm temporal activities with information technology: Innovation and performance implications</style>

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<style face="normal" font="default" size="100%">Market orientation: The role of strategic planning and strategy choice on firm performance</style>

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<style face="normal" font="default" size="100%">The moderating role of strategic flexibility in the strategic planning to innovation relationship: A study of entrepreneurial firms.</style>

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<style face="normal" font="default" size="100%">Applying methodological perspecitives to Stategic Management</style>

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<style face="normal" font="default" size="100%">Consumers and technology: Are we creating relationships or distance?</style>

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<style face="normal" font="default" size="100%">The effects of IT in the value cycleperformance linkage</style>

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<style face="normal" font="default" size="100%">An Examination of Time Pacing, Strategy, and Performance in Born Global Firms</style>

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<style face="normal" font="default" size="100%">Inhibitors and enhancers: The role of internal and external stakeholders in the transition process</style>

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<style face="normal" font="default" size="100%">A resource-based view and market orientation theory examination of the role of "familiness" in family business success</style>

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<style face="normal" font="default" size="100%">Strategic Planning Flexibility and Firm Performance Under Distinct Competitive Strategy Choices</style>

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<style face="normal" font="default" size="100%">Strategic Planning Lessons from Successful Vertically Integrated Food Processors</style>

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<style face="normal" font="default" size="100%">Strategy process insights: Achieving planning discipline and strategic flexibility</style>

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<style face="normal" font="default" size="100%">Strengthening the strategic flexibility-performance relationship: The role of IT among internationalizing firms</style>

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<style face="normal" font="default" size="100%">Time-based strategies and firm performance</style>

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<style face="normal" font="default" size="100%">Adequate measurement isn't just "nice:" A review of measurement practices in management research</style>

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<style face="normal" font="default" size="100%">Competitive Strategy, IT Asset Investment and Firm Performance: Implications for Born Global Firms</style>

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<style face="normal" font="default" size="100%">Development of an integrated supply chain model</style>

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<style face="normal" font="default" size="100%">How and why Norwegian MNCs commit resources abroad: Beyond choice of entry mode</style>

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<style face="normal" font="default" size="100%">The impact of time on the strategy-performance relationship: Implications for managers</style>

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<style face="normal" font="default" size="100%">The influence of internationalization on time-based competition</style>

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<style face="normal" font="default" size="100%">Leadership, competitive environments and firm performance in closely held firms</style>

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<style face="normal" font="default" size="100%">Long- vs. short-term performance perspectives of Western European, Japanese, and U.S. countries: where do they lie?</style>

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<style face="normal" font="default" size="100%">Organization design: The continuing influence of information technology</style>

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<style face="normal" font="default" size="100%">Revisiting the complex relationship between multinational enterprises and organizations in transitions economies through the logic of the Copenhagen Interpretation</style>

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<style face="normal" font="default" size="100%">The second coming of deliberate strategic planning processes: Insights gained from a global industry</style>

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<style face="normal" font="default" size="100%">Strategic thinking in a global industry: Strategy process insights from forest products firms</style>

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<style face="normal" font="default" size="100%">Global integrated supply chain: A theoretical typology</style>

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<style face="normal" font="default" size="100%">The influence of firm internationalization and cycle time on firm performance</style>

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<style face="normal" font="default" size="100%">A longitudinal analysis of country of origin as a predictor of strategic change and performance in global industries</style>

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<style face="normal" font="default" size="100%">A process model of global strategic alliance formation</style>

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<style face="normal" font="default" size="100%">Time pacing behaviors and performance: A three-study exploration</style>

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<style face="normal" font="default" size="100%">A longitudinal analysis of the effects of information technology on firm performance in a global industry</style>

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<style face="normal" font="default" size="100%">The strategy-performance relationship: Time the complementary dimension</style>