[1]
Allio, R.J. and Fahey, L. 2012. Joan Magretta: what executives can learn from revisiting Michael Porter. Strategy & Leadership. 40, 2 (Mar. 2012), 5–10. DOI:https://doi.org/10.1108/10878571211209297.
[2]
Balogun, J. 2006. Managing Change: Steering a Course between Intended Strategies and Unanticipated Outcomes. Long Range Planning. 39, 1 (Feb. 2006), 29–49. DOI:https://doi.org/10.1016/j.lrp.2005.02.010.
[3]
Balogun, J. et al. 2014. Placing Strategy Discourse in Context: Sociomateriality, Sensemaking, and Power. Journal of Management Studies. 51, 2 (Mar. 2014), 175–201. DOI:https://doi.org/10.1111/joms.12059.
[4]
Barney, J. 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management. 17, 1 (Mar. 1991), 99–120. DOI:https://doi.org/10.1177/014920639101700108.
[5]
Berger, S. and MIT Industrial Performance Center 2005. How we compete: what companies around the world are doing to make it in today’s global economy. Currency Doubleday.
[6]
Bossidy, Larry 2011. Execution. Random House Business.
[7]
D’Aveni, R.A. et al. 2010. The age of temporary advantage. Strategic Management Journal. 31, 13 (Dec. 2010), 1371–1385. DOI:https://doi.org/10.1002/smj.897.
[8]
David Barry and Michael Elmes 1997. Strategy Retold: Toward a Narrative View of Strategic Discourse. The Academy of Management Review. 22, 2 (1997), 429–452.
[9]
De Geuser, F. et al. 2009. Does the Balanced Scorecard Add Value? Empirical Evidence on its Effect on Performance. European Accounting Review. 18, 1 (May 2009), 93–122. DOI:https://doi.org/10.1080/09638180802481698.
[10]
Dobbs, R. et al. 2015. No ordinary disruption: the four global forces breaking all the trends. PublicAffairs.
[11]
Dororthy Leonard-Barton 1992. Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development. Strategic Management Journal. 13, (1992), 111–125.
[12]
Greckhamer, T. 2010. The Stretch of Strategic Management Discourse: A Critical Analysis. Organization Studies. 31, 7 (Jul. 2010), 841–871. DOI:https://doi.org/10.1177/0170840610373196.
[13]
Henry Mintzberg and James A. Waters 1985. Of Strategies, Deliberate and Emergent. Strategic Management Journal. 6, 3 (1985), 257–272.
[14]
Henry Mintzberg and James A. Waters 1985. Of Strategies, Deliberate and Emergent. Strategic Management Journal. 6, 3 (1985), 257–272.
[15]
HREBINIAK, L.G. 2006. Obstacles to Effective Strategy Implementation. Organizational Dynamics. 35, 1 (Jan. 2006), 12–31. DOI:https://doi.org/10.1016/j.orgdyn.2005.12.001.
[16]
Kornberger, M. and Clegg, S. 2011. Strategy as performative practice: The case of Sydney 2030. Strategic Organization. 9, 2 (May 2011), 136–162. DOI:https://doi.org/10.1177/1476127011407758.
[17]
Kraaijenbrink, J. et al. 2010. The Resource-Based View: A Review and Assessment of Its Critiques. Journal of Management. 36, 1 (Jan. 2010), 349–372. DOI:https://doi.org/10.1177/0149206309350775.
[18]
Mintzberg, H. et al. 2009. Strategy safari: the complete guide through the wilds of strategic management. Pearson Prentice Hall.
[19]
Oomens, M.J.H. and Bosch, F.A.J. van den 1999. Strategic Issue Management in Major European-Based Companies. Long Range Planning. 32, 1 (Mar. 1999), 49–57. DOI:https://doi.org/10.1016/S0024-6301(98)00124-1.
[20]
Strategy as Intent - an Old Solution to a Modern Problem: http://www.criticaleye.com/insights-detail.cfm?id=2752.
[21]
Testing the limits of diversification | McKinsey & Company: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/testing-the-limits-of-diversification.
[22]
Whittington, R. et al. 2011. Opening Strategy: Evolution of a Precarious Profession. British Journal of Management. 22, 3 (Sep. 2011), 531–544. DOI:https://doi.org/10.1111/j.1467-8551.2011.00762.x.
[23]
Whittington, R. et al. 2011. Opening Strategy: Evolution of a Precarious Profession. British Journal of Management. 22, 3 (Sep. 2011), 531–544. DOI:https://doi.org/10.1111/j.1467-8551.2011.00762.x.
[24]
59AD. Are you sure you have a strategy? Academy of Management Executive. (59AD).
[25]
2005. Blue Ocean Strategy: FROM THEORY TO PRACTICE. California Management Review. (2005).
[26]
Dynamic capabilities at IBM: Driving strategy into action. California Management Review.
[27]
Going from global trends to corporate strategy. By: Becker, Wendy M., Freeman, Vanessa M., McKinsey Quarterly, 00475394, 2006,  Issue 3.
[28]
2011. Re-conceptualizing Bartlett and Ghoshal’s Classification of National Subsid... Journal of Management Studies. (2011).
[29]
The perils of bad strategy. By: Rumelt, Richard, McKinsey Quarterly, 00475394, 2011,  Issue 1.
[30]
2006. The Role of Scenario Planning in Exploring the Environment in View of the L... International Studies of Management & Organization. (2006).
[31]
1993. Why diversify? Four decades of management thinking. Academy of Management Executive. (1993).