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Module Reading List

Strategic Management, 2019/20, Semester 2
Joana Pereira
Tutor information is taken from the Module Catalogue

Core Readings

Gerry Johnson, Richard Whittington, Duncan Angwin, Patrick Regnr, Kevan Scholes (2014), Exploring Strategy: text and cases (11th edition), Prentice Hall.   or access it through library services. 

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Additional readings

L1: Introduction to strategic management

L2: Understanding the competitive environment

  • Porter, M. (2008) The Five Competitive Forces that Shape Strategy, Harvard business review, 86(1), p.78-93.
  • Grundy, T. (2006). Rethinking and reinventing Michael Porter's five forces model. Strategic change. ISSN: 1086-1718; 1099-1697 (online), 15(5), 213-229.
  • Coyne, K., and Horn, J. (2009) Predicting your competitor's reaction. Harvard business review. 87(4): 90-97.
  • Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard business review. ISSN: 0017-8012, 92(11), 64-88.
  • Anderson, P., & Tushman, M. L. (1990). Technological discontinuities and dominant designs: A cyclical model of technological change. Administrative science quarterly. ISSN: 0001-8392, 604-633.

L3: Internal environment: resources and capabilities

  • Grant, R. (1991) The Resource-based theory of competitive advantage: implications for strategy formulation. CMR , 114-133. OCR REQUESTED BY LIBRARY (srj 19/01/2018) 
  • Barney, J.B. 1991. Firm resources and sustained competitive advantage. Journal of management. ISSN: 0149-2063 . 17(1), pp.99-120.
  • Leonard-Barton (1992) Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development, Strategic management journal., 13(S1), pp.111–125.
  • Eisenhardt, K.M., and Martin, J.A. (2000) Dynamic capabilities: what are they? Strategic management journal. , 21(10/11):1105-1121.
  • Priem, R.L. and Butler, J.E. 2001. Is the resource-based 'view' a useful perspective for strategic management research? The Academy of Management review. ISSN: 0363-742526(1), pp.22-40. 

L4: Business level strategy & competitive positioning

  • Bingham, C. B., Eisenhardt, K. M., & Furr, N. R. (2011). Which strategy when. MIT Sloan management review. ISSN: 1532-9194, 53(1), 71-77.
  • Markides, C., & Charitou, C. D. (2004). Competing with dual business models: A contingency approach. Academy of Management Perspectives, 18(3), 22-36. OCR REQUESTED BY LIBRARY (KR 22/01/2019) 
  • Schmidt, G., & van der Rhee, B. (2014). How to position your innovation in the marketplace. MIT Sloan management review. ISSN: 1532-9194, 55(2), 17.
  • Kim, C. and Mauborgne, R. (2005) Blue Ocean Strategy: From Theory to Practice. California management review. ISSN: 0008-1256, 47(3): 105-121.

L5: Business level strategy & business models

  • Teece, D. (2010) Business models, business strategy and innovation. Long Range Planning. ISSN: 0024-6301 43(2): 172-194.
  • Magretta, J. 2002. Why business models matter, Harvard business review, 80(5), p.86-92.
  • Van Alstyne, M., Parker, G., Choudary, S.P. (2016) Pipelines, Platforms, and the New Rules of Strategy, Harvard business review. ISSN: 0017-8012, 94(4), p.54-62
  • Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard business review84(10), 92.
  • Pacheco-de-Almeida, G. 2010. Erosion, time compression, and self-displacement of leaders in hypercompetitive environments. Strategic management journal. 31: 1498-1526.

L6: Corporate level strategy

  • Palich, L.E., Cardinal, L. B., Miller, C. (2000) Curvilinearity in the diversification-performance linkage: an examination of over three decades of research. Strategic management journal., 21, pp. 155-74.
  • Ramachandran, J., Manikandan, K. S., & Pant, A. (2013). Why conglomerates thrive (outside the US). Harvard business review.
  • Kale, P., Singh, H. (200) When to ally and when to acquire? Harvard business review., 23(3), pp. 25-62.
  • Hitt, M. A., King, D., Krishnan, H., Makri, M., Schijven, M., Shimizu, K., & Zhu, H. (2009). Mergers and acquisitions: Overcoming pitfalls, building synergy, and creating value. Business horizons. ISSN: 0007-6813.

L7: Culture, leadership, and strategic change

L8: Strategy as practice, open strategy and innovation


L10: Evaluating strategy

L11: Summary

This list was last updated on 19/03/2019