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Mintzberg, H. The Strategy Concept I: Five Ps For Strategy. California Management Review 1987;30:11–24.http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4760299&site=ehost-live
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Whitley, R. Eastern Asian Enterprise Structures and the Comparative Analysis of Forms of Business Organization. Organization Studies 1990;11:47–74.http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=5953945&site=ehost-live
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Gavetti, G and Levinthal, D. A. The Strategy Field from the Perspective. Management Science 2004;50:1309–18. doi:10.1287/mnsc.1040.0282
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Grant, R.M. and Jordan, J. Extract from Chapter 1 - Closing Case: The King of Shaves. In: Foundations of strategy. Hoboken, N.J.: : Wiley 2012.
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Cummings, S. Shifting foundations: redrawing strategic management’s military heritage. Critical perspectives on international business 2007;3:41–62. doi:10.1108/17422040710722551
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Cummings, S. and Daellenbach, U. A Guide to the Future of Strategy? Long Range Planning 2009;42:234–63. doi:10.1016/j.lrp.2008.12.005
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McKiernan, P. Strategy past; strategy futures. Long Range Planning 1997;30:790–8. doi:10.1016/S0024-6301(97)00080-0
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Collins, J. and Porras, J. ‘Organizational Vision and Visionary Organizations’. California Management Review 1991;34:30–52.http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=5616288&site=ehost-live
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Hill, T. and Westbrook, R. SWOT analysis: It’s time for a product recall. Long Range Planning 1997;30:46–52. doi:10.1016/S0024-6301(96)00095-7
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Liedtka, J. In Defence of Strategy as Design’,. California Management Review 2000;42:8–30.http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=3150772&site=ehost-live
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Weihrich, H. The TOWS matrix—A tool for situational analysis. Long Range Planning 1982;15:54–66. doi:10.1016/0024-6301(82)90120-0
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Langley, A. The roles of formal strategic planning. Long Range Planning 1988;21:40–50. doi:10.1016/0024-6301(88)90032-5
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Mintzberg, H. Rethinking strategic planning part I: Pitfalls and fallacies. Long Range Planning 1994;27:12–21. doi:10.1016/0024-6301(94)90185-6
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Mintzberg, H. Crafting Strategy. Harvard Business Review 1987;:66–75.https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
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Cyert, R. and March, J. Organizational Factors in the Theory of Oligopoly. Quarterly Journal of Economics 1956;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
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Stacey, R. Strategy as order emerging from chaos. Long Range Planning 1993;26:10–7. doi:10.1016/0024-6301(93)90228-8
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Hodgkinson, G. P. and Healey, M. P. Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning. Organization Studies 2008;29:435–57. doi:10.1177/0170840607088022
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Schoemaker, P. Scenario planning: a tool for strategic thinking. Sloan Management Review 1995;36:25–36.http://ezproxy.lib.le.ac.uk/login?url=http://search.proquest.com/docview/1302991850?accountid=7420
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Goold, M., Campbell, A. and Alexander, M. Corporate strategy and parenting theory. Long Range Planning 1998;31:308–14. doi:10.1016/S0024-6301(98)00017-X
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Paroutis, S. and Pettigrew, A. Strategizing in the multi-business firm: Strategy teams at multiple levels and over time. Human Relations 2007;60:99–135. doi:10.1177/0018726707075285
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Hitt, M., Tihanyi, L., Miller, T. and Connelly, B. International Diversification: Antecedents, Outcomes, and Moderators. Journal of Management 2006;32:831–67. doi:10.1177/0149206306293575
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Khanna, T. and Palepu, K. Policy Shocks, Market Intermediaries, and Corporate Strategy: The Evolution of Business Groups in Chile and India. Journal of Economics  Management Strategy 1999;8:271–310. doi:10.1111/j.1430-9134.1999.00271.x
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Barney, J. ‘Types of Competition and the Theory of Strategy: Toward an Integrative Framework’. Academy of Management Review 1986;11:791–800.http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4283938&site=ehost-live
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Porter, M. The Five Competitive Forces that Shape Strategy. Harvard Business Review 2008;:78–84.https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
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Bowman, C. ‘Generic Strategies: A Substitute for Thinking?’ 360, The Ashridge Journal 2008;:6–11.https://www.ashridge.org.uk/getmedia/67b21199-bf30-476d-9e4f-2086876bd6a9/360_Spring_2008.pdf?ext=.pdf
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Grant, R.M. and Jordan, J. Extract from Chapter 7 - Diversification at Disney. In: Foundations of strategy. Hoboken, N.J.: : Wiley 2012.
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Stonehouse, G. and Snowdon, B. Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness. Journal of Management Inquiry 2007;16:256–73. doi:10.1177/1056492607306333
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Argyres, N. and McGahan, A. M. Introduction: Michael Porter’s Competitive Strategy. Academy of Management Executive 2002;16:41–2.http://ezproxy.lib.le.ac.uk/login?url=http://www.jstor.org/stable/4165838
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Miller, A. and Dess, G. Assessing Porter’s (1980) Model in terms of its Generalizability, Accuracy and Simplicity. Journal of Management Studies 1993;30:553–85.http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9401103791&site=ehost-live
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Wernerfelt, B. A resource-based view of the firm. Strategic Management Journal 1984;5:171–80.http://ezproxy.lib.le.ac.uk/login?url=http://www.jstor.org/stable/2486175
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Hamel, G. and Prahalad, C. Strategic Intent. Harvard Business Review 1989;67:63–76.https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
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Prahalad, C. K. and Hamel, G. The Core Competence of the Corporation. Harvard Business Review 1990;:79–91.https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
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Hamel, G. and Prahalad, C. Strategy as Stretch and Leverage. Harvard Business Review 1993;71:75–84.https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
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Kor, Y. and Mahoney, J. Edith Penrose’s (1959) Contributions to the Resource-based View of Strategic Management. Journal of Management Studies 2004;41:183–91. doi:10.1111/j.1467-6486.2004.00427.x
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Barney, J. Firm Resources and Sustained Competitive Advantage. Journal of Management 1991;17:99–120.http://ezproxy.lib.le.ac.uk/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=5978921&site=ehost-live
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Prahalad, C. K. and Hamel, G. Strategy as a field of study: Why search for a new paradigm? Strategic Management Journal 2007;15:5–16.http://ezproxy.lib.le.ac.uk/login?url=http://www.jstor.org/stable/2486873
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Mantere, S. and Sillince, J. Strategic intent as a rhetorical device. Scandinavian Journal of Management 2007;23:406–23. doi:10.1016/j.scaman.2007.03.002
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Kim, W. and Mauborgne, R. Blue Ocean Strategy. Harvard Business Strategy 2004;:76–84.https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
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Christensen, C. and Overdorf, M. Meeting the Challenge of Disruptive Change. Harvard Business Review 2000;:67–76.https://blackboard.le.ac.uk/webapps/blackboard/content/listContentEditable.jsp?content_id=_810275_1&course_id=_8162_1&mode=reset
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Prahalad, C. K. The Blinders of Dominant Logic. Long Range Planning 2004;37:171–9. doi:10.1016/j.lrp.2004.01.010
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Prahalad, C. K. and Ramaswamy, V. Co‐creating unique value with customers. Strategy & Leadership 2004;32:4–9. doi:10.1108/10878570410699249
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Grant, R.M. and Jordan J., Grant, R. and Jordan J. Extract from Chapter 4 - The Rise and Fall of Starbucks. In: Foundations of strategy. Hoboken, N.J.: : Wiley 2012.
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Bovel, D. and Martha, J. FROM SUPPLY CHAIN TO VALUE NET. Journal of Business Strategy 2000;21:24–8. doi:10.1108/eb040101
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Ezzamel, M. and Willmott, H. Strategy as Discourse in a Global Retailer: A Supplement to Rationalist and        Interpretive Accounts. Organization Studies 2008;29:191–217. doi:10.1177/0170840607082226
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Knights, D. and Morgan, G. ‘Corporate Strategy, Organizations, and Subjectivity: A Critique’. Organization Studies 1991;12:251–73. doi:10.1177/017084069101200205
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A Guide to the Future of Strategy? Long Range Planning 2009;42:234–63. doi:10.1016/j.lrp.2008.12.005
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Dess, G., Peng, M., and Lei, D. Strategic Management: Current Issues and Future Directions. Journal of Leadership & Organizational Studies 2013;20:373–4. doi:10.1177/1548051812471859