[1]
‘Are you sure you have a strategy?’, Academy of Management Executive, 59AD [Online]. Available: http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=19417907&site=ehost-live
[2]
‘The perils of bad strategy. By: Rumelt, Richard, McKinsey Quarterly, 00475394, 2011,  Issue 1’ [Online]. Available: http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=58572247&site=ehost-live
[3]
A. Ovans, ‘What Is Strategy, Again?’, Harvard Business Review, pp. 2–5, 12AD [Online]. Available: https://hbr.org/2015/05/what-is-strategy-again
[4]
G. Johnson, ‘Chapter 1, Introducing strategy’, in Exploring strategy, 11th ed., Harlow: Pearson, 2017, pp. 1–27 [Online]. Available: https://contentstore.cla.co.uk/secure/link?id=e670c571-4b9d-e711-80cb-005056af4099
[5]
R. Dobbs, J. Manyika, J. R. Woetzel, and ebrary, No ordinary disruption: the four global forces breaking all the trends, 1st ed. New York: PublicAffairs, 2015 [Online]. Available: http://site.ebrary.com/lib/uon/Doc?id=11050386
[6]
R. J. Allio and L. Fahey, ‘Joan Magretta: what executives can learn from revisiting Michael Porter’, Strategy & Leadership, vol. 40, no. 2, pp. 5–10, Mar. 2012, doi: 10.1108/10878571211209297.
[7]
John McGee and Howard Thomas, ‘Strategic Groups: Theory, Research and Taxonomy’, Strategic Management Journal, vol. 7, no. 2, pp. 141–160, 1986 [Online]. Available: http://www.jstor.org/stable/2486163
[8]
Richard P. Rumelt, ‘How Much Does Industry Matter?’, Strategic Management Journal, vol. 12, no. 3, pp. 167–185, 1991 [Online]. Available: http://www.jstor.org/stable/2486591
[9]
S. Gibbs, ‘Tesla to open Shanghai electric car factory’, The Guardian, 10AD [Online]. Available: https://www.theguardian.com/technology/2018/jul/10/tesla-to-open-shanghai-electric-car-factory-doubling-its-production
[10]
J. Barney, ‘Firm Resources and Sustained Competitive Advantage’, Journal of Management, vol. 17, no. 1, pp. 99–120, Mar. 1991, doi: 10.1177/014920639101700108.
[11]
‘Dynamic capabilities at IBM: Driving strategy into action’, California Management Review [Online]. Available: http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=25995888&site=ehost-live
[12]
Dororthy Leonard-Barton, ‘Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development’, Strategic Management Journal, vol. 13, pp. 111–125, 1992 [Online]. Available: http://www.jstor.org/stable/2486355?seq=1#page_scan_tab_contents
[13]
J. Kraaijenbrink, J.-C. Spender, and A. J. Groen, ‘The Resource-Based View: A Review and Assessment of Its Critiques’, Journal of Management, vol. 36, no. 1, pp. 349–372, Jan. 2010, doi: 10.1177/0149206309350775.
[14]
G. Hamel and C. K. Prahalad, ‘Strategic Intent’, vol. 67, no. 3, pp. 63–76, 1989 [Online]. Available: https://hbr.org/2005/07/strategic-intent
[15]
David J. Teece, Gary Pisano and Amy Shuen, ‘Dynamic Capabilities and Strategic Management’, Strategic Management Journal, vol. 18, no. 7, pp. 509–533, 1997 [Online]. Available: http://www.jstor.org/stable/3088148?seq=1#page_scan_tab_contents
[16]
David G. Sirmon, Michael A. Hitt and R. Duane Ireland, ‘Managing Firm Resources in Dynamic Environments to Create Value: Looking inside the Black Box’, The Academy of Management Review, vol. 32, no. 1, pp. 273–292, 2007 [Online]. Available: http://www.jstor.org/stable/20159292
[17]
R. A. D’Aveni, G. B. Dagnino, and K. G. Smith, ‘The age of temporary advantage’, Strategic Management Journal, vol. 31, no. 13, pp. 1371–1385, Dec. 2010, doi: 10.1002/smj.897.
[18]
H. Mintzberg, ‘Chapter 4, The positioning school: strategy formation as an analytical process’, in Strategy safari: the complete guide through the wilds of strategic management, 2nd ed., Harlow: Pearson Prentice Hall, 2009, pp. 85–128 [Online]. Available: https://contentstore.cla.co.uk/secure/link?id=d3506492-9797-e711-80cb-005056af4099
[19]
‘Blue Ocean Strategy: FROM THEORY TO PRACTICE.’, California Management Review, 2005 [Online]. Available: http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=17070054&site=ehost-live
[20]
J. A. Parnell, ‘Generic strategies after two decades: a reconceptualization of competitive strategy’, Management Decision, vol. 44, no. 8, pp. 1139–1154, Sep. 2006, doi: 10.1108/00251740610690667.
[21]
H. Mintzberg, B. W. Ahlstrand, and J. Lampel, ‘Chapter 9’, in Strategy safari: the complete guide through the wilds of strategic management, 2nd ed., Harlow: Pearson Prentice Hall, 2009, pp. 97–127.
[22]
S. Clegg, ‘Chapter 2’, in Strategy: theory and practice, 2nd ed., London: Sage, 2017, pp. 61–70.
[23]
M. E. Porter, ‘Chapter 1, Competitive strategy : the core concepts’, in Competitive advantage: creating and sustaining superior performance, New York: Free Press, 1998, pp. 1–30 [Online]. Available: https://contentstore.cla.co.uk/secure/link?id=0cf2e5d5-d596-e711-80cb-005056af4099
[24]
‘Testing the limits of diversification | McKinsey & Company’. [Online]. Available: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/testing-the-limits-of-diversification
[25]
‘Why diversify? Four decades of management thinking.’, Academy of Management Executive, 1993 [Online]. Available: http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=9411302341&site=ehost-live
[26]
A. Campbell and M. Goold, ‘Do You Have a Well-Designed Organization?’, Harvard business Review [Online]. Available: https://hbr.org/2002/03/do-you-have-a-well-designed-organization
[27]
A. Campbell, M. Goold, and M. Alexander, ‘Corporate Strategy: The Quest for Parenting Advantage’, Harvard Business Review [Online]. Available: https://hbr.org/1995/03/corporate-strategy-the-quest-for-parenting-advantage
[28]
‘Re-conceptualizing Bartlett and Ghoshal’s Classification of National Subsid...’, Journal of Management Studies, 2011 [Online]. Available: http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=58120614&site=ehost-live
[29]
P. Ghemawat, ‘Globalization in the Age of Trump’, Harvard Business Review [Online]. Available: https://hbr.org/2017/07/globalization-in-the-age-of-trump
[30]
S. Clegg, ‘Chapter 7’, in Strategy: theory and practice, 2nd ed., London: Sage, 2017, pp. 228–271.
[31]
J. Balogun, ‘Managing Change: Steering a Course between Intended Strategies and Unanticipated Outcomes’, Long Range Planning, vol. 39, no. 1, pp. 29–49, Feb. 2006, doi: 10.1016/j.lrp.2005.02.010.
[32]
Henry Mintzberg and James A. Waters, ‘Of Strategies, Deliberate and Emergent’, Strategic Management Journal, vol. 6, no. 3, pp. 257–272, 1985 [Online]. Available: http://www.jstor.org/stable/2486186?seq=1#page_scan_tab_contents
[33]
J. Balogun and G. Johnson, ‘From Intended Strategies to Unintended Outcomes: The Impact of Change                Recipient Sensemaking’, Organization Studies, vol. 26, no. 11, pp. 1573–1601, Nov. 2005, doi: 10.1177/0170840605054624.
[34]
M. D. Cohen, J. G. March, and J. P. Olsen, ‘A Garbage Can Model of Organizational Choice’, Administrative Science Quarterly, vol. 17, no. 1, Mar. 1972, doi: 10.2307/2392088.
[35]
A. M. Pettigrew, ‘Context and action in the transformation of the firm’, The Journal of management studies, vol. 24, no. 6, pp. 649–670, 1987.
[36]
A. M. Pettigrew, ‘Context and Action in the Transformation of the Firm: A Reprise’, Journal of Management Studies, vol. 49, no. 7, pp. 1304–1328, Nov. 2012, doi: 10.1111/j.1467-6486.2012.01054.x.
[37]
S. Clegg, ‘Chapter 9, Strategy processes’, in Strategy: theory and practice, 2nd ed., London: Sage, 2017, pp. 313–347 [Online]. Available: https://contentstore.cla.co.uk/secure/link?id=2cd933bf-569d-e711-80cb-005056af4099
[38]
S. Clegg, ‘Chapter 12’, in Strategy: theory and practice, 2nd ed., London: Sage, 2017, pp. 429–469.
[39]
Will Gompertz, ‘Chapter 6, from: Artists Think Big Picture and Fine Detail’, in Think Like an Artist: . . . and Lead a More Creative, Productive Life, Penguin, 16AD.
[40]
P. Doig, ‘Chapter 7, Artists Have a Point of View, from: Think Like an Artist: . . . and Lead a More Creative, Productive Life’, in Think like an artist: ... and lead a more creative, productive life, [London]: Penguin Books, 2015, pp. 138–157 [Online]. Available: https://contentstore.cla.co.uk/secure/link?id=a772f1b3-65ac-e711-80cb-005056af4099
[41]
J. Balogun, C. Jacobs, P. Jarzabkowski, S. Mantere, and E. Vaara, ‘Placing Strategy Discourse in Context: Sociomateriality, Sensemaking, and Power’, Journal of Management Studies, vol. 51, no. 2, pp. 175–201, Mar. 2014, doi: 10.1111/joms.12059.
[42]
David Barry and Michael Elmes, ‘Strategy Retold: Toward a Narrative View of Strategic Discourse’, The Academy of Management Review, vol. 22, no. 2, pp. 429–452, 1997 [Online]. Available: http://www.jstor.org/stable/259329?seq=1#page_scan_tab_contents
[43]
T. Greckhamer, ‘The Stretch of Strategic Management Discourse: A Critical Analysis’, Organization Studies, vol. 31, no. 7, pp. 841–871, Jul. 2010, doi: 10.1177/0170840610373196.
[44]
M. Kornberger and S. Clegg, ‘Strategy as performative practice: The case of Sydney 2030’, Strategic Organization, vol. 9, no. 2, pp. 136–162, May 2011, doi: 10.1177/1476127011407758.
[45]
R. Whittington, L. Cailluet, and B. Yakis-Douglas, ‘Opening Strategy: Evolution of a Precarious Profession’, British Journal of Management, vol. 22, no. 3, pp. 531–544, Sep. 2011, doi: 10.1111/j.1467-8551.2011.00762.x.
[46]
J. Hautz, D. Seidl, and R. Whittington, ‘Open Strategy: Dimensions, Dilemmas, Dynamics’, Long Range Planning, vol. 50, no. 3, pp. 298–309, Jun. 2017, doi: 10.1016/j.lrp.2016.12.001.
[47]
J. Holstein, K. Starkey, and M. Wright, ‘Strategy and narrative in higher education’, Strategic Organization, Nov. 2016, doi: 10.1177/1476127016674877. [Online]. Available: http://journals.sagepub.com/doi/abs/10.1177/1476127016674877
[48]
S. Clegg, ‘Chapter 9, Strategy processes : emergence, context, stories’, in Strategy: theory and practice, 2nd ed., London: Sage, 2017, pp. 313–347 [Online]. Available: https://contentstore.cla.co.uk/secure/link?id=2cd933bf-569d-e711-80cb-005056af4099