MGT 523 Strategic Management: Reading list

Module text(s)

• David, F. R. and David, F. R. (2019). Strategic management : a competitive advantage approach, concepts and cases. 17th edn. Upper Saddle River: Pearson.
• Hill, C. W. L. and Jones, G. R. (2012). Essentials of strategic management. 3rd edn. Australia: South-Western/Cengage Learning.

Key readings

Introduction to Strategic Management

Strategic decision-making

• Rosenzweig, P. (2013). What makes strategic decisions different. Harvard Business Review, vol. 91(11), 88-93.

Competitive advantage

• O'Shannassy, T. (2008). Sustainable competitive advantage or temporary competitive advantage: Improving understanding of an important strategy construct. Journal of Strategy and Management, vol. 1(2), 168-180.

Strategic planning

• Elbanna, S. (2010). Strategic planning in the United Arab Emirates. International Journal of Commerce and Management, vol. 20(1), 26-40.

Internal Analysis 1

Activity-based view (and value chain)

• Sheehan, N. T., & Foss, N. J. (2009). Exploring the roots of Porter's activity-based view. Journal of Strategy and Management, vol. 2(3), 240-260.

Dynamic capabilities

• Mohamud, M. & Sarpong, D. (2016). Dynamic capabilities: towards an organizing framework. Journal of Strategy and Management, vol. 9(4), 511-526.

Internal Analysis 2

SWOT analysis

• Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis–where are we now? A review of academic research from the last decade. Journal of Strategy and Management, vol. 3(3), 215-251.

External Analysis

Scenario analysis

• Postma, T. J., & Liebl, F. (2005). How to improve scenario analysis as a strategic management tool? Technological Forecasting and Social Change, vol. 72(2), 161-173. Request this article

Generic and Growth Strategies

Business alliances

• Kumar, R., & Nathwani, A. (2012). Business alliances: why managerial thinking and biases determine success. Journal of Business Strategy, vol. 33(5), 44-50.

Growth as a strategy

• Fisher, M., Gaur, V., & Kleinberger, H. (2017). Curing the addiction to growth. Harvard Business Review, vol. 95(1), 66-74.

Additional reading: Case Studies

• Balakrishnan, M. S. (2011), Jumeirah Group, UAE, Emerald Emerging Markets Case Studies, vol. 1(1), 1-6.
• Koshy, S. (2011), The Premium Industries Group, Dubai, Emerald Emerging Markets Case Studies, vol. 1(1), 1-2.

International Strategies

Case study: Evaluating opportunities overseas in the higher education market

• Wilkins, S. (2016). Establishing international branch campuses: a framework for assessing opportunities and risks. Journal of Higher Education Policy and Management, vol. 38(2), 167-182.

Location and mode of entry in Middle East FDI

• Rogmans, T. (2013). Location and operation mode decision making in the Middle East: a case study approach. Journal of Strategy and Management, vol. 6(2), 190-206.

Case study: Globalisation and the retail industry

• Corstjens, M., & Lal, R. (2012). Retail doesn't cross borders: Here’s why and what to do about it. Harvard Business Review, April 2012, 104-111.

Maverick Strategies

Innovation

• Pisano, G. P. (2015). You need an innovation strategy. Harvard Business Review, vol. 93(6), 44-54.

Blue Ocean Strategy

• Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, October 2004, 76-84.

Social responsibility; Quality; Implementation and Evaluation

Corporate social responsibility (CSR)

• Rangan, K., Chase, L., & Karim, S. (2015). The truth about CSR. Harvard Business Review, vol. 93(1/2), 40-49.

Quality in strategy

• Srinivasan, A., & Kurey, B. (2014). Creating a culture of quality. Harvard Business Review, vol. 92(4), 23-25.

Balanced scorecard

• Kaplan, R. S., & Norton, D. P. (2005). The balanced scorecard: measures that drive performance. Harvard Business Review, January/February 1992, 71-79.

Case Study of successful business

• Ghobadian, A., & O’Regan, N. (2014). A case study and interview with Jill McDonald CEO and President of McDonald's Northern Europe Division. Journal of Strategy and Management, vol. 7(1), 87-100.

Recommended readings

• Audia, P. and Rider, C. (2005). A garage and an idea: what more does an entrepreneur need? California Management Review, vol. 40(1), pp. 6-28.
• Bartlett, C. and Ghoshal, S. (2002). Building competitive advantage through people. Sloan Management Review, vol. 43(2), pp. 34-41.
• Bower, J. (2001). Not all M&As are alike. Harvard Business Review, vol. 79(3), pp.  93-101.
• Child, J. (2005). Cooperative strategy: managing alliances, networks and joint ventures. Oxford: Oxford University Press.
• Daft, R. (2015). Organization theory and design. 12th edn. Nashville, TN: South-Western.
• Delbridge, R., Grattan, L. and Johnson, G. (eds). (2006). The exceptional manager. Oxford: Oxford University Press.
• Grant, R. (2003). Strategic planning in a turbulent environment: evidence from the oil majors. Strategic Management Journal, vol. 24, pp. 491-517.
• Grant, R. (2015). Contemporary strategy analysis. 9th edn. Blackwell.
• Hambrick, D. and Fredrickson, J. (2005). Are you sure you have a strategy? Academy of Management Executive, vol. 19(4), pp. 51-62.
• Hill, C.W.L. (2013). Case studies in strategic management. 10th edn. Cengage Learning.
• Hoopes, D., Madsen, T. and Walker, G. (2003). Why is there a resource based view? Strategic Management Journal, vol. 24(10), pp. 889-902. Request this article
• Johnson, G., Scholes, K. and Whittington, R. (2017). Exploring corporate strategy. 11th rev. edn. FT Prentice Hall
• Kaplan, R.S and Norton, D.P. (1996). The balanced scorecard: translating strategy into action. HBS Press: USA.
• Kaplan, R.S. and Norton, D.P. (2001). The strategy-focused organization: how balanced scorecard companies thrive in the new business environment. HBS Press: USA.
• Kumar, N. (2006). Strategies to fight low cost rivals. Harvard Business Review, vol. 84(12), pp. 104-113.
• Laurie, D., Doz, Y. and Sheer, C. (2006). Creating new growth platforms. Harvard Business Review, vol. 84(5), pp. 80-90.
• Moore, G. A.  (2008). Dealing with Darwin:  how great companies innovate at every phase of their evolution. Penguin books.
• Pettigrew, A., Thomas, H. and Whittington, R. (eds). (2006). Handbook of strategy and management. London: Sage.
• Porter, M. (1998). The competitive advantage of nations. Basingstoke: Macmillan.
• Pucik, V., Björkman, I., Evans, P. and Stahl, G. (2019). ‘HRM in cross-border mergers and acquisitions’, in A.W. Harzing and A.H. Pinnington (eds). International Human Resource Management. 5th edn. London: Sage.
• Senior, B. and Fleming, J. (2016). Organizational change. 5th edn. London: FT Prentice Hall.
• Stalk, G. (2006). Curveball: strategies to fool the competition. Harvard Business Review, September, pp. 115-122.
• Sull, D.S. (1999). Why good companies go bad. Harvard Business Review, July/August, pp. 42-52.
• Westland, J.C. (2017). Global innovation management: a strategic approach. 2nd edn. Palgrave Macmillan.
• Yip, G.S. and Hult, G.T.M. (2012). Total global strategy. 3rd edn. New York: Prentice Hall.