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Module Reading List

Strategic Management, 2019/20, Semester 1
John March
Tutor information is taken from the Module Catalogue

The core text book will be distributed to you.  This recommended reading list identifies sections of the book which relate to subjects covered in the module.


Additionally, there are a series of newspaper articles, academic articles and case studies which will be distributed to you and that relate directly to the lectures, discussions and cases which will be used.


During the weekends of the course you will be expected to prepare the case studies scheduled.


The core textbook is Understanding Strategic Management by Anthony Henry, second edition (2011),published  by Oxford University Press.  This book is used for the fourth time on this course and has two key attributes: first, it is a reasonably brief, accessible and systematic treatment with the key concepts and analytical tools laid out clearly, second, it recognises the differing perspectives on key areas strategy  and provides a critical approach.  It would be expected that you would read and digest all the specified readings from this text book.


The other text book which has been used in past years on strategy courses at Leeds and is an established and useful source is Exploring Corporate Strategy G. Johnson, K. Scholes and R. Whittington (2005), 7/e, Prentice Hall. You will note that the readings listed below indicate the sections of this book relevant to the different subjects. (NB the references relate to the 7th edition.)  This book is particularly useful when discussing corporate culture, a subject that is not developed to any great extent in the Henry text book.


In addition to the other key readings which will be identified to you during the course, another very useful source is the Harvard Business Review and which is available to you online. Students have online access to this publication which can be accessed through the Library web site -  .  The HBR site itself offers the articles from the last twelve months of editions, but using the Business Source Premier link will give access to the HBR going back to 1922.  This is a useful and informative source of ideas and research and is recommended.  Some examples of relevant articles from the last couple of years include:


  • The Chief Strategy Officer – HBR October 2007


This article describes and analyses the recent development in the appointments of senior executives to play a specific role in developing and executing strategy


  • Strategy and Society – The Link Between Competitive Advantage and Corporate Social Responsibility. – HBR December 2006


Serious discussion and a theoretical approach to competition and corporate social responsibility.


  • A Growing Focus on Preparedness – HBR July/August 2007


A brief article on the current popularity of firms to use scenario planning to prepare for their futures.


  • Strategies to Fight Low-Cost Rivals –HBR December 2006


Consideration of how to address the challenges of low-cost market entrants


  • Can You Say What Your Strategy Is ? HBR April 2008


Articulating strategy in a way which makes an impact



Session 1 - Introduction. What is strategy? And What is Strategic Management ?


Henry (2008) Chapter 1 Pages 2- 31


Whittington R (2001) What is Strategy – and does it matter? Chapters 1 and 2. 2nd Edition, Thomson Learning

Quinn J. (1978) Logical Incrementalism in de Witt and Meyer (1998) P.173 or de Witt and Mayer (3rd Edition, 2004) P.131


Case Study: Robin Hood 


Session 2 -  Organizational Purpose.  Missions, visions or illusions?


Henry (2008) Chapter 1 Pages 11-18, See also Chapter 10.5.2 Pages 327 - 333


Johnson, Scholes and Whittington.   Chapter 4. Pages 207 – 211


Campbell A and Yeung S (1991) Creating a Sense of Mission in de Witt and Meyer (1998) P.874


Case Study: The Body Shop International Parts I and II


Session 3 - The Business Environment.  Adapting to it – or changing it?       


Henry (2008) Chapter 2, Chapter 3 Pages 38 - 93


Johnson, Scholes and Whittington Chapter 2.

Worthington I. & Britton C. (2000)  The Business Environment. Prentice Hall. 3rd Edition. Chapter 1. (See also Chapters 3 and 5.)


Case Study: Marks and Spencer 



Session 4 - Resources and Capabilities. What can you do with what you’ve got ?


Henry (2008) Chapter 4 (on Value Chain) Pages 101 – 117, Chapter 5 Pages 125-138, Chapter 6 (on Performance) Pages 152 -182.



Johnson, Scholes and Whittington, Chapter 3.

Grant R.M.(2005) Contemporary Strategy Analysis Blackwell Publishing 5th Edition. Chapter 5.


Case Study: The Formula One Constructors




Session 5 - Business Level Strategies. Choices – How to compete ?


Henry (2008) Chapter 4 (on SWOT Analysis) Pages 117 – 120, Chapter 7 Pages 182 -206.



Johnson, Scholes and Whittington, Chapter 5.

Porter M (1985) Competitive Strategy in de Witt and Mayer (1998) P.344 or de Witt and Mayer (3rd Edition 2004) P.259

Barney J (1991) Firm Resources and Sustained Competitive Advantage in de Witt and Meyer (1998) P.383 or de Witt and Mayer ( 2004) P.285


Case Study: South West Airlines


Session 6 - Corporate Level Strategies. Choices – What shape and direction for the organization ?


Henry (2008) Chapter 8



Johnson, Scholes and Whittington, Chapter 7


Case Study: The Virgin Group


Session 7 - Implementation. What are the managerial issues ?


Henry (2008) Chapter 10.5.2 (again) (on Culture) Pages 327 – 333 Chapter 10.2 (on Structures) Pages 304 - 313


Johnson, Scholes and Whittington, Chapter 4.

Kruger W (1996) Implementation: The core task of change management in de Witt  and Mayer (3rd Edition 2004) P.206 only in this edition.


Analysis of the culture of your own organization- this exercise will be explained.


Session  8 - Leadership


Henry (2008) Chapter 11


Johnson, Scholes and Whittington, Chapter 10 515-523

Kotter J.P. What Leaders Really Do. Harvard Business Review, 1990


This list was last updated on 03/04/2012