A Guide to the Future of Strategy? (2009). Long Range Planning, 42(2), 234–263. https://doi.org/10.1016/j.lrp.2008.12.005
Argyres, N. and McGahan, A. M. (2002). Introduction: Michael Porter’s Competitive Strategy. Academy of Management Executive, 16(2), 41–42. http://ezproxy.lib.le.ac.uk/login?url=http://www.jstor.org/stable/4165838
Barney, J. (1986). ‘Types of Competition and the Theory of Strategy: Toward an Integrative Framework’. Academy of Management Review, 11(4), 791–800. http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4283938&site=ehost-live
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120. http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=5978921&site=ehost-live
Bovel, D. and Martha, J. (2000). FROM SUPPLY CHAIN TO VALUE NET. Journal of Business Strategy, 21(4), 24–28. https://doi.org/10.1108/eb040101
Bowman, C. (2008a). ‘Generic Strategies: A Substitute for Thinking?’ 360, The Ashridge Journal, 6–11. https://www.ashridge.org.uk/getmedia/67b21199-bf30-476d-9e4f-2086876bd6a9/360_Spring_2008.pdf?ext=.pdf
Chaffee, E. E. (1985). Three Models of Strategy. Academy of Management Review, 10(1), 89–98. https://doi.org/10.5465/AMR.1985.4277354
Christensen, C. and Overdorf, M. (2000a). Meeting the Challenge of Disruptive Change. Harvard Business Review, March-April, 67–76. https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
Collins, J. and Porras, J. (1991a). ‘Organizational Vision and Visionary Organizations’. California Management Review, 34(1), 30–52. http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=5616288&site=ehost-live
Cummings, S. (2007). Shifting foundations: redrawing strategic management’s military heritage. Critical Perspectives on International Business, 3(1), 41–62. https://doi.org/10.1108/17422040710722551
Cummings, S. and Daellenbach, U. (2009). A Guide to the Future of Strategy? Long Range Planning, 42(2), 234–263. https://doi.org/10.1016/j.lrp.2008.12.005
Cyert, R. and March, J. (1956). Organizational Factors in the Theory of Oligopoly. Quarterly Journal of Economics, 70, 44–64. http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=7703263&site=ehost-live
Dess, G., Peng, M., and Lei, D. (2013). Strategic Management: Current Issues and Future Directions. Journal of Leadership & Organizational Studies, 20(4), 373–374. https://doi.org/10.1177/1548051812471859
Ezzamel, M. and Willmott, H. (2008). Strategy as Discourse in a Global Retailer: A Supplement to Rationalist and Interpretive Accounts. Organization Studies, 29(2), 191–217. https://doi.org/10.1177/0170840607082226
Gavetti, G and Levinthal, D. A. (2004). The Strategy Field from the Perspective. Management Science, 50(10), 1309–1318. https://doi.org/10.1287/mnsc.1040.0282
Goold, M., Campbell, A. and Alexander, M. (1998). Corporate strategy and parenting theory. Long Range Planning, 31(2), 308–314. https://doi.org/10.1016/S0024-6301(98)00017-X
Grant, R.M. and Jordan, J. (2012a). Extract from Chapter 1 - Closing Case: The King of Shaves. In Foundations of strategy. Wiley.
Grant, R.M. and Jordan, J. (2012b). Extract from Chapter 7 - Diversification at Disney. In Foundations of strategy. Wiley.
Grant, R.M. and Jordan J. & Grant, R. and Jordan J. (2012). Extract from Chapter 4 - The Rise and Fall of Starbucks. In Foundations of strategy. Wiley.
Hamel, G. and Prahalad, C. (1989). Strategic Intent. Harvard Business Review, 67(3), 63–76. https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
Hamel, G. and Prahalad, C. (1993). Strategy as Stretch and Leverage. Harvard Business Review, 71(March-April), 75–84. https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
Hedley, B. (1977). Strategy and the "business portfolio”. Long Range Planning, 10(1), 9–15. https://doi.org/10.1016/0024-6301(77)90042-5
Hill, T. and Westbrook, R. (1997). SWOT analysis: It’s time for a product recall. Long Range Planning, 30(1), 46–52. https://doi.org/10.1016/S0024-6301(96)00095-7
Hitt, M., Tihanyi, L., Miller, T. and Connelly, B. (2006). International Diversification: Antecedents, Outcomes, and Moderators. Journal of Management, 32(6), 831–867. https://doi.org/10.1177/0149206306293575
Hodgkinson, G. P. and Healey, M. P. (2008). Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning. Organization Studies, 29(3), 435–457. https://doi.org/10.1177/0170840607088022
Hoskisson, R. E. (1999). Theory and research in strategic management: Swings of a pendulum. Journal of Management, 25(3), 417–456. https://doi.org/10.1177/014920639902500307
Huff, A. (2001). The Continuing Relevance of Strategy. Human Relations, 54(1), 123–130. https://doi.org/10.1177/0018726701541015
IKEA Case Study. (n.d.). https://blackboard.le.ac.uk/bbcswebdav/xid-3897695_2
Khanna, T. and Palepu, K. (1999). Policy Shocks, Market Intermediaries, and Corporate Strategy: The Evolution of Business Groups in Chile and India. Journal of Economics Management Strategy, 8(2), 271–310. https://doi.org/10.1111/j.1430-9134.1999.00271.x
Kim, W. and Mauborgne, R. (2004). Blue Ocean Strategy. Harvard Business Strategy, September-October, 76–84. https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
Knights, D. and Morgan, G. (1991b). ‘Corporate Strategy, Organizations, and Subjectivity: A Critique’. Organization Studies, 12(2), 251–273. https://doi.org/10.1177/017084069101200205
Kor, Y. and Mahoney, J. (2004). Edith Penrose’s (1959) Contributions to the Resource-based View of Strategic Management. Journal of Management Studies, 41(1), 183–191. https://doi.org/10.1111/j.1467-6486.2004.00427.x
Langley, A. (1988). The roles of formal strategic planning. Long Range Planning, 21(3), 40–50. https://doi.org/10.1016/0024-6301(88)90032-5
Liedtka, J. (2000b). In Defence of Strategy as Design’,. California Management Review, 42(3), 8–30. http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=3150772&site=ehost-live
Mantere, S. and Sillince, J. (2007). Strategic intent as a rhetorical device. Scandinavian Journal of Management, 23(4), 406–423. https://doi.org/10.1016/j.scaman.2007.03.002
McKiernan, P. (1997). Strategy past; strategy futures. Long Range Planning, 30(5), 790–798. https://doi.org/10.1016/S0024-6301(97)00080-0
Miller, A. and Dess, G. (1993). Assessing Porter’s (1980) Model in terms of its Generalizability, Accuracy and Simplicity. Journal of Management Studies, 30(4), 553–585. http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9401103791&site=ehost-live
Mintzberg, H. (1987a). Crafting Strategy. Harvard Business Review, July-August, 66–75. https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
Mintzberg, H. (1987b). The Strategy Concept I: Five Ps For Strategy. California Management Review, 30(1), 11–24. http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4760299&site=ehost-live
Mintzberg, H. (1994). Rethinking strategic planning part I: Pitfalls and fallacies. Long Range Planning, 27(3), 12–21. https://doi.org/10.1016/0024-6301(94)90185-6
Morrison, A. and Wensley, R. (1991). Boxing up or Boxed in?: A Short History of the Boston Consulting Group Share/ Growth Matrix. Journal of Marketing Management, 7(2), 105–129. https://doi.org/10.1080/0267257X.1991.9964145
Paroutis, S. and Pettigrew, A. (2007). Strategizing in the multi-business firm: Strategy teams at multiple levels and over time. Human Relations, 60(1), 99–135. https://doi.org/10.1177/0018726707075285
Porter, M. (1985). How Information gives you competitive advantage. Harvard Business Review, July-August, 149–174. https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
Porter, M. (2008b). The Five Competitive Forces that Shape Strategy. Harvard Business Review, January-February, 78–84. https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
Prahalad, C. K. (2004). The Blinders of Dominant Logic. Long Range Planning, 37(2), 171–179. https://doi.org/10.1016/j.lrp.2004.01.010
Prahalad, C. K. and Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, May-June, 79–91. https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
Prahalad, C. K. and Hamel, G. (2007). Strategy as a field of study: Why search for a new paradigm? Strategic Management Journal, 15(S2), 5–16. http://ezproxy.lib.le.ac.uk/login?url=http://www.jstor.org/stable/2486873
Prahalad, C. K. and Ramaswamy, V. (2004). Co‐creating unique value with customers. Strategy & Leadership, 32(3), 4–9. https://doi.org/10.1108/10878570410699249
Schoemaker, P. (1995). Scenario planning: a tool for strategic thinking. Sloan Management Review, 36(2), 25–36. http://ezproxy.lib.le.ac.uk/login?url=http://search.proquest.com/docview/1302991850?accountid=7420
Stacey, R. (1993). Strategy as order emerging from chaos. Long Range Planning, 26(1), 10–17. https://doi.org/10.1016/0024-6301(93)90228-8
Stonehouse, G. and Snowdon, B. (2007). Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness. Journal of Management Inquiry, 16(3), 256–273. https://doi.org/10.1177/1056492607306333
Weihrich, H. (1982). The TOWS matrix—A tool for situational analysis. Long Range Planning, 15(2), 54–66. https://doi.org/10.1016/0024-6301(82)90120-0
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180. http://ezproxy.lib.le.ac.uk/login?url=http://www.jstor.org/stable/2486175
Whitley, R. (1990). Eastern Asian Enterprise Structures and the Comparative Analysis of Forms of Business Organization. Organization Studies, 11(1), 47–74. http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=5953945&site=ehost-live