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The core textbook for this module is Exploring Strategy by Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regnér, P. (2014) 10th Edition, Pearson Education Limited. This book is available in a bewildering number of versions; with access codes to a web-site called ‘mystrategy lab’, which provides numerous on-line resources to support your studies as a customized pack. The book is available in number of different versions (print, PDF, and eText) and available as a text only version or text and cases. You only need the text version. ISBN numbers are: Text only

Text and cases

978-1-292-002552 (print) 978-1-292-00694-9 (PDF) 978-1-292-00693-2 (eText) 978-1-292-00254-5 (print) 978-1-292-00689-5 (PDF) 978-1-292-00688-8 (eText)

The core reading for the module is primarily based on Chapters of this book, but there are a number of further non-essential readings for those students seeking to engage deeper in the subject matter.

Principles in Corporate Strategy Reading List LECTURE 1.

Introduction to Strategy

2.

The Nature of Strategic Management

3.

The Context of Strategy: Macro and Micro Environment

4.

The Context of Strategy: The Role of Resources and Organizational Capabilities – Part 1

5.

The Context of Strategy: The Role of Resources and Organizational Capabilities – Part 2

6.

The Content of Strategy: Generic Strategies

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CORE READING

FURTHER READING*

Module handbook (available on VLE) Johnson et al. (2014) Exploring Strategy, 10th Edition, Pearson Education: Chapter 1 Introducing Strategy, pp. 2–23 Porter, M. (1996) What is Strategy, Harvard Business Review, Nov/Dec, 74(6), pp. 61–78

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Johnson et al. (2014) Exploring Strategy, 10 th Edition, Pearson Education: Chapter 2 The Environment, pp. 32–61

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Johnson et al. (2014) Exploring Strategy, 10 th Edition, Pearson Education: Chapter 3 Strategic Capabilities, pp. 68–97

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Johnson et al. (2014) Exploring Strategy, 10 th Edition, Pearson Education: Chapter 6 Business Strategy, pp. 190–205

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Campbell, A. & Yeung, S. (1991) Creating a Sense of Mission, Long Range Planning, 24(4), pp. 10–20

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Porter, M. (2008) The Five Competitive Forces that Shape Strategy, Harvard Business Review, January, pp.86–104

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Barney, J. (1991) Firm Resources and Sustained Competitive Advantage, Journal of Management, 17(1), pp.99–120. Leonard-Barton (1992) Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development, Strategic Management Journal, 13(S1), pp.111–125

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 7.

The Content of Strategy: Interactive Strategies

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Johnson et al. (2014) Exploring Strategy, 10 th Edition, Pearson Education: Chapter 6 Business Strategy, pp. 205–218

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Porter, M. (1998) Competitive Strategy; Techniques for Analyzing Industries and Competitors, The Free Press, Chapter 2. Kim, W., and Mauborgne, R. (2004) Blue Ocean Strategy, Harvard Business Review, October, pp.76– 85 Eisenhardt, K.M. (1989) Making Fast Strategic Decisions in High-Velocity Environments, Academy of Management Journal, 32(3), pp.543–576

Johnson et al. (2014) Exploring Strategy, 10 th Edition, Pearson Education: Chapter 7 Corporate Strategy and Diversification, pp.  Ansoff, I.H. (1958) Strategies for Diversification, 224–250 Harvard Business Review, pp.113–124  Johnson et al. (2014) Exploring Strategy, 10 th Edition, Pearson Education: Chapter 8 International Strategy, pp. 260–285  Mintzberg, H., and Waters, J.A. (1985) Of Strategies,  Johnson et al. (2014) Exploring Strategy, 10 th Edition, Pearson 9. The Process of Strategy Deliberate and Emergent, Strategic Management Education: Chapter 12 Strategy Development Processes, pp. Journal, 6(3), pp. 257–272 402–424  Johnson et al. (2014) Exploring Strategy, 10 th Edition, Pearson 10. Implementation of Strategy Education: Chapter 13 Organising for Success, pp. 432–458 Notes: *Further reading is not a requirement, but should be used as a supplement to clarify or elaborate on concepts introduced in lectures and/or seminars. 

8.

The Content of Strategy: Corporate Level Strategy

Summary of Further Readings Porter, M. (1996) What is Strategy, Harvard Business Review, Nov/Dec, 74(6), pp. 61–78. (Comprehensive discussion of the concept of strategy and what it actually constitutes) Campbell, A. & Yeung, S. (1991) Creating a Sense of Mission, Long Range Planning, 24(4), pp. 10– 20 (Study on the concept of a mission, its components, and relationship with employees) Porter, M. (2008) The Five Competitive Forces that Shape Strategy, Harvard Business Review , January, pp.86–104 (A reprint and update from the original five forces framework, which is a model to define and characterise industry dynamics) Barney, J. (1991) Firm Resources and Sustained Competitive Advantage, Journal of Management, 17(1), pp.99–120. (Origins of the VRIN –value, rarity, inimitability, and nonsubstitutability– framework, which is used for evaluating the criticality of a firm’s resources) Leonard-Barton (1992) Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development, Strategic Management Journal, 13(S1), pp.111–125. (Provides a paradoxical perspective of a firm’s core capabilities and provides a discussion of when they become a burden i.e. core rigidities) Kim, W., and Mauborgne, R. (2004) Blue Ocean Strategy, Harvard Business Review, October, pp.76– 85 (Provides an alternative approach to competing in established competitive industries/markets by seeking so-called ‘blue oceans’ as opposed to ‘red oceans’) Eisenhardt, K.M. (1989) Making Fast Strategic Decisions in High-Velocity Environments, Academy of Management Journal, 32(3), pp.543–576. (Case study of how firms make strategic decisions in hypercompetitive –high-velocity– environments using the example of the microcomputer industry) Ansoff, I.H. (1958) Strategies for Diversification, Harvard Business Review, pp.113–124 (The original study on how firms can approach diversification and measure its success) Mintzberg, H., and Waters, J.A. (1985) Of Strategies, Deliberate and Emergent, Strategic Management Journal, 6(3), pp. 257–272 (Provides a discussion of the different modes of strategy development that lie between deliberate and emergent approaches)...