During the past two decades, students of strategy have promiscuously borrowed ideas from the disciplines of economics, sociology, and psychology. The result has been an abundance of models ranging from the structure-conduct-performance model to evolutionary economics, from ecological models of strategy to network models of strategy, and cognitive perspectives on strategy to learning models of strategy. The contributions to Volume 15 are organized into five themes: Economics, Institutions, Networks, Technology, and Computation. Together, the contributions show how contemporary strategic management research draws upon root disciplines by interconnecting disciplines or fields within a particular discipline, or by focusing tightly on a particular subfield. All three approaches are essential to a vibrant strategic management - close attention to developments within subfields comprising root disciplines and integration of these developments within strategic management scholarship are essential. Without the former, strategic management risks antiquation; without the latter it risks disintegration. Volume 15 inspires strategy researchers to be rigorous in both disciplinary grounding and integration as well as wary of new ideas speeding their way into the core of study.

During the past two decades, students of strategy have promiscuously borrowed ideas from the disciplines of economics, sociology, and psychology. The result has been an abundance of models ranging from the structure-conduct-performance model to evolutionary economics, from ecological models of strategy to network models of strategy, and cognitive perspectives on strategy to learning models of strategy. The contributions to Volume 15 are organized into five themes: Economics, Institutions, Networks, Technology, and Computation. Together, the contributions show how contemporary strategic management research draws upon root disciplines by interconnecting disciplines or fields within a particular discipline, or by focusing tightly on a particular subfield. All three approaches are essential to a vibrant strategic management - close attention to developments within subfields comprising root disciplines and integration of these developments within strategic management scholarship are essential. Without the former, strategic management risks antiquation; without the latter it risks disintegration. Volume 15 inspires strategy researchers to be rigorous in both disciplinary grounding and integration as well as wary of new ideas speeding their way into the core of study.

During the past two decades, students of strategy have promiscuously borrowed ideas from the disciplines of economics, sociology, and psychology. The result has been an abundance of models ranging from the structure-conduct-performance model to evolutionary economics, from ecological models of strategy to network models of strategy, and cognitive perspectives on strategy to learning models of strategy. The contributions to Volume 15 are organized into five themes: Economics, Institutions, Networks, Technology, and Computation. Together, the contributions show how contemporary strategic management research draws upon root disciplines by interconnecting disciplines or fields within a particular discipline, or by focusing tightly on a particular subfield. All three approaches are essential to a vibrant strategic management - close attention to developments within subfields comprising root disciplines and integration of these developments within strategic management scholarship are essential. Without the former, strategic management risks antiquation; without the latter it risks disintegration. Volume 15 inspires strategy researchers to be rigorous in both disciplinary grounding and integration as well as wary of new ideas speeding their way into the core of study.