Biased interpretation of performance feedback: The role of CEO overconfidenceChristian Schumacher · Steffen Keck · Wenjie TangDiscuss this article →June 2020pp. 1139-1165DOI: 10.1002/smj.3138 ↗
Disentangling the effects of hedge fund activism on firm financial and social performanceMark R. DesJardine · Rodolphe DurandDiscuss this article →June 2020pp. 1054-1082DOI: 10.1002/smj.3126 ↗
Issue InformationAuthors not recordedDiscuss this article →June 2020pp. 963-964DOI: 10.1002/smj.3164 ↗
On the relation between corporate social responsibility and financial performanceAmrou Awaysheh · Randall A. Heron · Tod Perry · Jared I. WilsonDiscuss this article →June 2020pp. 965-987DOI: 10.1002/smj.3122 ↗
Performance implications of incremental transition and discontinuous jump between exploration and exploitationJingoo Kang · Sang‐Joon KimDiscuss this article →June 2020pp. 1083-1111DOI: 10.1002/smj.3119 ↗
Strategic renewal: Beyond the functional resource role of occupational membersKrista L. Pettit · Mary M. CrossanDiscuss this article →June 2020pp. 1112-1138DOI: 10.1002/smj.3115 ↗
The behavioral theory of the (community‐oriented) firm: The differing response of community‐oriented firms to performance relative to aspirationsStephen J. Smulowitz · Horacio E. Rousseau · Philip BromileyDiscuss this article →June 2020pp. 1023-1053DOI: 10.1002/smj.3123 ↗
When one door closes, another door opens … for some: Evidence from the post‐TRIPS Indian pharmaceutical industryShinjinee Chattopadhyay · Janet BercovitzDiscuss this article →June 2020pp. 988-1022DOI: 10.1002/smj.3140 ↗
