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LUBS5225M
Module Reading List

Strategic Management, 2021/22, Semester 1
Joana Pereira
j.pereira@leeds.ac.uk
Tutor information is taken from the Module Catalogue

Lecture 1 - Introduction to Strategic management

Chapter 1 -  Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, and Kevan Scholes (2020), Exploring Strategy: Text and Cases (12th edition), Pearson Education Ltd.  

Porter, M. (1996). What is strategy? Harvard Business Review, 74(6): 61-78.  

Carroll, P. B., & Mui, C. (2008). Seven ways to fail big. Harvard Business Review, 86(9), p.82-91.

Collis, D. J., & Rukstad, M. G. (2008). Can you say what your strategy is?. Harvard Business Review, 86(4), 82-90.

Sull, D. N & Eisenhardt, K. M. (2012). Simple rules for a complex world. Harvard Business Review, 90(9), p.68-74.

 

Lecture 2 - Understanding the competitive environment

Chapter 2 & 3 -  Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, and Kevan Scholes (2020), Exploring Strategy: Text and Cases (12th edition), Pearson Education Ltd.  

Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78-93.  

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, 92(11), 64-88.

Anderson, P., & Tushman, M. L. (1990). Technological discontinuities and dominant designs: A cyclical model of technological change. Administrative science quarterly, 604-633.

 

Lecture 3 - Internal environment: resources and capabilities

Chapter 4 -  Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, and Kevan Scholes (2020), Exploring Strategy: Text and Cases (12th edition), Pearson Education Ltd.  

Grant, R. (1991) The Resource-based theory of competitive advantage: implications for strategy formulation. CMR, 114-133.

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. 

Derfus, P.J., Maggitti, P.G., Grimm, C.M. and Smith, K.G. (2008). The Red Queen effect: Competitive actions and firm performance. Academy of Management Journal, 51(1), pp.61-80.

D'Aveni, R.A., Dagnino, G.B. and Smith, K.G. (2010). The age of temporary advantage. Strategic Management Journal, 31(13), pp.1371-1385.

 

Lecture 4 - Business level strategy & competitive positioning

Chapter 7 -  Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, and Kevan Scholes (2020), Exploring Strategy: Text and Cases (12th edition), Pearson Education Ltd.  

Bingham, C. B., Eisenhardt, K. M., & Furr, N. R. (2011). Which strategy when. MIT Sloan Management Review, 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.

Schmidt, G., & van der Rhee, B. (2014). How to position your innovation in the marketplace. MIT Sloan Management Review, 55(2), 17.

Treacy, M. and Wiersema, F., 1993. Customer intimacy and other value disciplines. Harvard Business Review, 71(1), pp.84-93.

Lecture 5 - Business level strategy & Business models

Chapter 7 -  Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, and Kevan Scholes (2020), Exploring Strategy: Text and Cases (12th edition), Pearson Education Ltd.  

Kim, C. and Mauborgne, R. (2005) Blue Ocean Strategy: From Theory to Practice. California Management Review, 47(3): 105-121.

Teece, D. (2010) Business models, business strategy and innovation. Long Range Planning.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, 94(4), p.54-62

Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard Business Review, 84(10), 92.

Pacheco-de-Almeida, G. 2010. Erosion, time compression, and self-displacement of leaders in hypercompetitive environments. Strategic Management Journal. 31: 1498-1526

 

Lecture 7 - Corporate level strategy

Chapter 8 & 11-  Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, and Kevan Scholes (2020), Exploring Strategy: Text and Cases (12th edition), Pearson Education Ltd.  

Sull, D., Turconi, S., Sull, C., & Yoder, J. (2018). Four logics of corporate strategy. MIT Sloan Management Review, 59(2), 136-142. 

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.

 

Lecture 9 - Evaluating strategy

Chapter 12 -  Richard Whittington, Patrick Regner, Duncan Angwin, Gerry Johnson, and Kevan Scholes (2020), Exploring Strategy: Text and Cases (12th edition), Pearson Education Ltd.  

Kaplan, Robert S., and David P. Norton. (1996) Using the balanced scorecard as a strategic management system.

OConnell, V., & OSullivan, D. (2016). Are nonfinancial metrics good leading indicators of future financial performance?. MIT Sloan Management Review, 57(4), 21.

Sherman, H. D., & Young, S. D. (2016). Where financial reporting still falls short. Harvard Business Review, 94(7), 17.

 

Lecture 11 - Summary

Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management learning & education, 4(1), 75-91. 

 Martin, R. L. (2014). The big lie of strategic planning. Harvard Business Review, 92(1/2), 78-84.  

This list was last updated on 01/10/2021