Diversification strategy, capital structure, and the Asian financial crisis (1997–1998): evidence from Singapore firmsElizabeth Ngah‐Kiing Lim · Shobha S. Das · Amit DasDiscuss this article →June 2009pp. 577-594DOI: 10.1002/smj.752 ↗
Managing liquidity in research‐intensive firms: signaling and cash flow effects of patents and alliance activitiesEdward Levitas · M. Ann McFadyenDiscuss this article →June 2009pp. 659-678DOI: 10.1002/smj.762 ↗
The effects of strategic and market complementarity on acquisition performance: evidence from the U.S. commercial banking industry, 1989–2001Ji‐Yub (Jay) Kim · Sydney FinkelsteinDiscuss this article →June 2009pp. 617-646DOI: 10.1002/smj.754 ↗
The impact of outsourcing new technologies on integrative capabilities and performanceCarmen WeigeltDiscuss this article →June 2009pp. 595-616DOI: 10.1002/smj.760 ↗
The use of limited dependent variable techniques in strategy research: issues and methodsMargarethe F. Wiersema · Harry P. BowenDiscuss this article →June 2009pp. 679-692DOI: 10.1002/smj.758 ↗
Why top management team characteristics matter when employing a chief operating officer: a strategic contingency perspectiveJeremy J. MarcelDiscuss this article →June 2009pp. 647-658DOI: 10.1002/smj.763 ↗
