1.
Mintzberg, H. The Strategy Concept I: Five Ps For Strategy. California Management Review 30, 11–24 (1987).
2.
Whitley, R. Eastern Asian Enterprise Structures and the Comparative Analysis of Forms of Business Organization. Organization Studies 11, 47–74 (1990).
3.
Gavetti, G and Levinthal, D. A. The Strategy Field from the Perspective. Management Science 50, 1309–1318 (2004).
4.
Huff, A. The Continuing Relevance of Strategy. Human Relations 54, 123–130 (2001).
5.
Chaffee, E. E. Three Models of Strategy. Academy of Management Review 10, 89–98 (1985).
6.
Grant, R.M. and Jordan, J. Extract from Chapter 1 - Closing Case: The King of Shaves. in Foundations of strategy (Wiley, 2012).
7.
Cummings, S. Shifting foundations: redrawing strategic management’s military heritage. Critical perspectives on international business 3, 41–62 (2007).
8.
Hoskisson, R. E. Theory and research in strategic management: Swings of a pendulum. Journal of Management 25, 417–456 (1999).
9.
Cummings, S. and Daellenbach, U. A Guide to the Future of Strategy? Long Range Planning 42, 234–263 (2009).
10.
McKiernan, P. Strategy past; strategy futures. Long Range Planning 30, 790–798 (1997).
11.
Collins, J. and Porras, J. ‘Organizational Vision and Visionary Organizations’. California Management Review 34, 30–52 (1991).
12.
Hill, T. and Westbrook, R. SWOT analysis: It’s time for a product recall. Long Range Planning 30, 46–52 (1997).
14.
Liedtka, J. In Defence of Strategy as Design’,. California Management Review 42, 8–30 (2000).
15.
Weihrich, H. The TOWS matrix—A tool for situational analysis. Long Range Planning 15, 54–66 (1982).
16.
Langley, A. The roles of formal strategic planning. Long Range Planning 21, 40–50 (1988).
17.
Mintzberg, H. Rethinking strategic planning part I: Pitfalls and fallacies. Long Range Planning 27, 12–21 (1994).
18.
Mintzberg, H. Crafting Strategy. Harvard Business Review 66–75 (1987).
19.
Cyert, R. and March, J. Organizational Factors in the Theory of Oligopoly. Quarterly Journal of Economics 70, 44–64 (1956).
20.
Stacey, R. Strategy as order emerging from chaos. Long Range Planning 26, 10–17 (1993).
21.
Hodgkinson, G. P. and Healey, M. P. Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning. Organization Studies 29, 435–457 (2008).
22.
Schoemaker, P. Scenario planning: a tool for strategic thinking. Sloan Management Review 36, 25–36 (1995).
23.
Goold, M., Campbell, A. and Alexander, M. Corporate strategy and parenting theory. Long Range Planning 31, 308–314 (1998).
24.
Hedley, B. Strategy and the "business portfolio”. Long Range Planning 10, 9–15 (1977).
25.
Paroutis, S. and Pettigrew, A. Strategizing in the multi-business firm: Strategy teams at multiple levels and over time. Human Relations 60, 99–135 (2007).
26.
Hitt, M., Tihanyi, L., Miller, T. and Connelly, B. International Diversification: Antecedents, Outcomes, and Moderators. Journal of Management 32, 831–867 (2006).
27.
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 8, 271–310 (1999).
28.
Morrison, A. and Wensley, R. Boxing up or Boxed in?: A Short History of the Boston Consulting Group Share/ Growth Matrix. Journal of Marketing Management 7, 105–129 (1991).
29.
Barney, J. ‘Types of Competition and the Theory of Strategy: Toward an Integrative Framework’. Academy of Management Review 11, 791–800 (1986).
30.
Porter, M. The Five Competitive Forces that Shape Strategy. Harvard Business Review 78–84 (2008).
31.
Bowman, C. ‘Generic Strategies: A Substitute for Thinking?’ 360, The Ashridge Journal 6–11 (2008).
32.
Porter, M. How Information gives you competitive advantage. Harvard Business Review 149–174 (1985).
33.
Grant, R.M. and Jordan, J. Extract from Chapter 7 - Diversification at Disney. in Foundations of strategy (Wiley, 2012).
34.
Stonehouse, G. and Snowdon, B. Competitive Advantage Revisited: Michael Porter on Strategy and Competitiveness. Journal of Management Inquiry 16, 256–273 (2007).
35.
Argyres, N. and McGahan, A. M. Introduction: Michael Porter’s Competitive Strategy. Academy of Management Executive 16, 41–42 (2002).
36.
Miller, A. and Dess, G. Assessing Porter’s (1980) Model in terms of its Generalizability, Accuracy and Simplicity. Journal of Management Studies 30, 553–585 (1993).
37.
Wernerfelt, B. A resource-based view of the firm. Strategic Management Journal 5, 171–180 (1984).
38.
Hamel, G. and Prahalad, C. Strategic Intent. Harvard Business Review 67, 63–76 (1989).
39.
Prahalad, C. K. and Hamel, G. The Core Competence of the Corporation. Harvard Business Review 79–91 (1990).
40.
Hamel, G. and Prahalad, C. Strategy as Stretch and Leverage. Harvard Business Review 71, 75–84 (1993).
41.
Kor, Y. and Mahoney, J. Edith Penrose’s (1959) Contributions to the Resource-based View of Strategic Management. Journal of Management Studies 41, 183–191 (2004).
42.
Barney, J. Firm Resources and Sustained Competitive Advantage. Journal of Management 17, 99–120 (1991).
43.
Prahalad, C. K. and Hamel, G. Strategy as a field of study: Why search for a new paradigm? Strategic Management Journal 15, 5–16 (2007).
44.
Mantere, S. and Sillince, J. Strategic intent as a rhetorical device. Scandinavian Journal of Management 23, 406–423 (2007).
45.
Kim, W. and Mauborgne, R. Blue Ocean Strategy. Harvard Business Strategy 76–84 (2004).
46.
Christensen, C. and Overdorf, M. Meeting the Challenge of Disruptive Change. Harvard Business Review 67–76 (2000).
47.
Prahalad, C. K. The Blinders of Dominant Logic. Long Range Planning 37, 171–179 (2004).
48.
Prahalad, C. K. and Ramaswamy, V. Co‐creating unique value with customers. Strategy & Leadership 32, 4–9 (2004).
49.
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 (Wiley, 2012).
50.
Bovel, D. and Martha, J. FROM SUPPLY CHAIN TO VALUE NET. Journal of Business Strategy 21, 24–28 (2000).
51.
Ezzamel, M. and Willmott, H. Strategy as Discourse in a Global Retailer: A Supplement to Rationalist and Interpretive Accounts. Organization Studies 29, 191–217 (2008).
52.
Knights, D. and Morgan, G. ‘Corporate Strategy, Organizations, and Subjectivity: A Critique’. Organization Studies 12, 251–273 (1991).
53.
A Guide to the Future of Strategy? Long Range Planning 42, 234–263 (2009).
54.
Dess, G., Peng, M., and Lei, D. Strategic Management: Current Issues and Future Directions. Journal of Leadership & Organizational Studies 20, 373–374 (2013).
