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Readings for Corporate Strategy, incorporating

international and global strategies

Further reading on organisation scope, transactions,


integration
Cyert, R. & March, J.G eds (1963) A behavioural theory of the firm,
Englewood Cliffs, NJ: Prentice-Hall

Ghoshal, S. & Moran, P., (1996), Bad for practice: A critique of the
transaction cost theory, Academy of Management Review, 21(1), pp.
13-47.

Langlois, R.N. & Robertson, P.L., (1989), Explaining vertical


integration: Lessons from the American automobile industry, Journal
of Economic History, 49(2), pp. 361-75.

Jacobides, M.G. & Billinger, S., (2006), Designing the boundaries of


the firm: From make, buy, or ally to the dynamic benefits of
vertical architecture, Organization Science, 17(2), pp. 249-61.

Markides, C. & Williamson, P. (1994) Related diversification, core


competences and corporate performance, Strategic Management
Journal, 15, 149-165

Markides, C. (1997) To diversify or not to diversify? Harvard


Business Review, Nov/Dec, 93-99

Portfolios and corporate parenting


Campbell, A., Goold, M., & Alexander, M. (1995). Corporate strategy:
The quest for parenting advantage, Harvard Business Review,
March-April, 120-132.

Collis, D, & Montgomery, C. (1998). Creating corporate advantage,


Harvard Business Review, May-June, 71-83.

Goold, M. & Campbell, A. (1998). Desperately seeking synergy,


Harvard Business Review, September-October, 131-143.

Parmgiani, A. & Holloway, S. (2011). Actions speak louder than


modes: Antecedents and implications of parent implementation
capabilities on business unit performance, Strategic Management
Journal, 32: 457-485
On growth strategies
De Noble, A.F., Gustafson, L.T. & Hergert, M., (1988), Planning for
post-merger integration - eight lessons for merger success, Long
Range Planning, 21(4), pp. 82-5.

Cartwright, S. & Schoenberg, R. (2006). Thirty years of mergers and


acquisitions research: Recent advances and future opportunities,
British Journal of Management, 17, S1-S6.

Cowin, K. (1996) Critical success factors for merger in the UK


voluntary sector, Voluntas, 7 (1), 66-86.

Gulati, R. (1998). Alliances and Networks, Strategic Management


Journal, 19: 293-371.

Trautwein, F. (1990) Merger motives and merger prescriptions,


Strategic Management Journal, 11 (4), 283-295

Vaara, E., (2003), Post-acquisition integration as sensemaking:


Glimpses of ambiguity, confusion, hypocrisy, and politicization,
Journal of Management Studies, 40(4), pp. 859-94.

On global strategy
Baden-Fuller, C. & Stopford, J. (1991) Globalisation frustrated,
Strategic Management Journal, 12: 493-507

Bartlett, C.A. & Ghoshal, S (1998) Managing across borders: The


transnational solution, 2nd edition, Boston: Harvard Business School
Press

Ghemawat, P. (2001) Distance still matters: The hard reality of


global expansion, Harvard Business Review, September: 137-14

Grant, R. (1991) Porters competitive advantage of nations: An


assessment, Strategic Management Journal, 12, 535-548

Harzing, A-W (2002) Acquisitions versus greenfield investments:


International strategy and management of entry modes, Strategic
Management Journal, 23: 211-277

Porter, M. (1990) The competitive advantage of nations, New York:


Free Press

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