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战略管理的经典文献
▪Andrews K. (1986). The Concept Of Corporate Strategy. Homewood, Ill: Irwin.
Chapters 2,3,4.
▪Porter, M. What Is Strategy? Harvard Business Review, 1996, 6.
▪Drucker, P. The Theory Of The Business, Harvard Business Review, 1994, 5.
▪Hamel, G. Strategy As Revolution, Harvard Business Review, 1996, 4
▪Hamel, G. & C. K. Prahalad, Strategic Intent, Harvard Business Review, 1989,
3.
▪Hamel, G. & C. K. Prahalad, Strategy As Stretch And Leverage, Strategic Management Journal, 1993, 2.
▪Rumelt, R. Schendel, D., & Teece, D. (1991). Fundamental Research Issues In Strategy And Economics. Strategic Management Journal. Special Issue. Vol. 12.
▪Schoemaker, P. (1990). Strategy, plexity And Economic Rents. Management Science.
Special Issue, Vol. 36 (10), 1178-1192.
▪Christensen, C., Kenneth R. Andrews, Joseph L. Bower, Richard G. Hamermesh, Michael E. Porter, Business Policy: Text And Cases, Richard D. Irwin, Inc., 1982 ▪Mintzberg, H.; Bruce Ahlstrand; Joseph Lampel, Strategy Safari: A Guided Tour Through The Wilds Of Strategic Management, Free Press, 1998.
▪Grant, R. Contemporary Strategy Analysis: Concepts, Techniques, Applications, 4th Ed, Blackwell Publishers Inc., 20XX.
▪Bettis, R.A. (1991). Strategic Management And The Straightjacket: An Editorial Essay, Organization Science, Vol. 2. 315-319.
▪Canella, A. & Paetzold, R. (1994) Pfeffer’S Barriers To The Advance Of Organizational Science: A Rejoinder. Academy Of Management Review, 19(2):
331-341.
▪Gioia, D. & E. Pitre, (1990). Multiparadigm Perspectives On Theory Building.
Academy Of Management Review, Vol. 15. 584-602.
▪Pfeffer J. (1993) Barriers To The Advance Of Organizational Science: Paradigm Development As A Dependent Variable. Academy Of Management Review, 18 (4):
599-620.
▪Ansoff, H.I. (1987). The Emerging Paradigm Of Strategic Behavior. Strategic Management Journal, Vol. 8. 501-515.
▪Daft, R.L. & Lewin, A.Y. (1990). Can Organization Studies Begin To Break Out Of The Normal Science Straightjacket? Organization Science, 1(1).1-9.
▪Hambrick, D. (1994) 1993 Presidential Address: What If The Academy Actually Mattered? Academy Of Management Review, 19(1) 11-16.
▪Macmillan, I. C. (1991). The Emerging Forum Of Business Policy Scholars.
Strategic Management Journal, Vol. 12. 161-165.
▪Besanko, D., David Dranove, Mark Shanley, The Economics Of Strategy, John Wiley & Sons, Inc., 1996
The Art And Practice Of Strategic Management
▪Ness, J. & T. Cucuzza, Tapping The Full Potential Of Abc, Harvard Business Review, 1995, 4
▪Tufano, ., How Financial Engineering Can Advance Corporate Strategy?, Harvard Business Review, 1996, 1
▪Gadiesh, O.; James L. Gilbert, How To Map Your Industry's Profit Pool, Harvard Business Review, 1998, 3
▪Gadiesh, O.; James L. Gilbert, Profit Pools: A Fresh Look At Strategy, Harvard Business Review, 1998, 3
▪Deephouse, D., To Be Different,Or To Be The Same? It's A Question (And Theory) Of Strategy Balance, Strategic Management Journal, 1999, 2
▪Grimm, C. & Smith, K. G. (1997). Strategy As Action. Dallas, Tx: Southwest Publishing.
▪Henderson, B. The Concept Of Strategy, In The Strategic Management Handbook (Kenneth J. Albert Ed.), Mcgraw-Hill Book pany, 1983: 1-3~4.
▪Kaplan, R.; David P. Norton, Having Trouble With Your Strategy? Then Map It, Harvard Business Review, 2000, 5.
▪Hambrick, D. (1983). Some Tests Of The Effectiveness And Functional Attributes Of Miles And Snow’S Strategic Types. Academy Of Management Journal, Vol. 26, 5-26.
▪Hatten, K.J., Schendel, D.E., & Cooper, A.C. (1978). A Strategic Model Of The U.S. Brewing Industry: 1952-1971. Academy Of Management Journal. Vol. 21.
592-610.
▪Barney, J. (1986). Types Of petition And The Theory Of Strategy: Toward An Integrative Framework. Academy Of Management Review. Vol. 11, 791-800.
▪Hambrick, D., I. Macmillan & D. Day (1982). Strategic Attributes And Performance In The Four Cells Of The Bcg Matrix—A Pims –Based Analysis Of Industrial
–Product Businesses. Academy Of Management Journal, Vol. 25, 510-531.
▪Costin, H. Ed., Readings In Strategy And Strategic Planning, Harcourt Brace & pany, 1998.
▪Rowe, A., Richard O. Mason, Karl E. Dickel, Richard B. Mann, Robert J. Mockler, Strategic Management: A Methodological Approach (4th Ed.), Addison-Wesley
Publishing pany, Inc., 1994
▪Luehrman, T., Strategy As A Portfolio Of Real Options, Harvard Business Review, 1998, 5
▪Dixit, A. & R. Pindyck, The Options Approach To Capital Investment, Harvard Business Review, 1995, 3
▪Mintzberg, H.; Joseph Lampel, Reflecting On The Strategy Process, Sloan Management Review, 1999, 3
External And Internal Models Of Strategy
Industry Analysis And Strategy
▪Zajac, E. & Bazerman, M. (1991). Blind Spots In Industry And petitor Analysis: Implications Of Interfirm (Mis)Perceptions For Strategic Decisions. Academy Of Management Review, Vol. 16 (1): 37-56.
▪Porter, M.E. (1981). The Contribution Of Industrial Organization To Strategic Management. Academy Of Management Review. Vol. 6,137-156.
▪Foss, N, Research In Strategy, Economics, And Michael Porter, Journal Of Management Studies, January 1996.
▪Cool, K.O. & Schendel, D.E. (1987). Strategic Group Formation And Performance: U.S. Pharmaceutical Industry. Management Science, 33, 1102-1124.
▪Nath, D.; Thomas S. Gruca, Convergence Across Alternative Methods For Forming Strategic Groups, Strategic Management Journal, 1997, 9: 745-760
▪Peteraf, M.; Mark Shanley, Getting To Know You: A Theory Of Strategic Group Identity, Strategic Management Journal, 1998, Summer Special Issue
▪Porter, M., How petitive Forces Shape Strategy, Harvard Business Review, 1979,
2.
▪Sampler, J., Redefining Industry Structure For The Information Age, Strategic Management Journal, 1998, 4
▪Caves, R. & Ghemawat, P. (1992). Identifying Mobility Barriers. Strategic Management Journal. 13, 1-12.
▪Brush, T., P. Bromiley,. & M. Hendrickx (1999). The Relative Influence Of Industry And Corporation On Business Segment Performance: An Alternative
Estimate. Strategic Management Journal. Vol 20 (6)519-548.
▪Caves R. & Porter, M. (1977). From Entry Barriers To Mobility Barriers. Quarterly Journal Of Economics, 91, 241-261.
▪Chang, S.& H.Singh. (2000). Corporate And Industry Effects On Business Unit petitive Position. Strategic Management Journal. Vol 21 739-752.
▪Mcgahan, A.M. & M. E. Porter (1997). How Much Does Industry Matter, Really?
Strategic Management Journal, Vol. 18, 15-30.
▪Peteraf, M.A. & M. Shanley (1997) Getting To Know You: A Theory Of Strategic Group Identity. Strategic Management Journal, Vol. 18, 165-186.
▪Porter, M. (1979). The Structure Within Industries And panies Performance.
Review Of Economics And Statistics, 61: 214-227.
▪Rumelt, R. (1991). How Much Does Industry Matter? Strategic Management Journal, Vol. 12. 167-185.
▪Powell, R. C. (1996). How Much Does Industry Matter? An Alternative Empirical Test. Strategic Management Journal, Vol. 17, 323-334.
▪Smith K.G., Grimm, C. Young, G., & Wally, S. (1997). Strategic Groups And Rivalrous Firm Behavior: Towards A Reconciliation, Strategic Management Journal, Vol. 18 (2).
▪Barney, J. & Hoskisson R (1990). Strategic Groups: Untested Assertions And Research Proposals. Managerial And Decision Economics, Vol. 11 (3)
▪Harrigan, K. R. (1982). Exit Decisions In Mature Industries. Academy Of Management Journal, Vol. 25. 707-732.
▪Hatten, K. & Schendel, D. Heterogeneity Within An Industry: Firm Conduct In The U.S. Brewing Industry, 1952-1971. Journal Of Industrial Economics. 26, 97-113.
▪Mcgee, J. & Thomas, H.(1989). Strategic Groups: A Further ment. Strategic Management Journal. 10, 105-107.
▪Nayyar, P. (1989). Strategic Groups: A ment. Strategic Management Journal. 10, 101-104.
▪Wiggins R. & Ruefli, R. (1995). Necessary Conditions For The Predictive Validity Of Strategic Groups: Analysis Without Reliance On Clustering Techniques. Academy Of Management Review Vol. 38, 1635-1655.
Resource-Based View And Strategy
▪Rouse, M.; U. S. Daellenbach, Rethinking Research Methods For The Resource-Based Perspective: Isolating Sources Of Sustainable petitive Advantage, Strategic
Management Journal, 1999, 5
▪Collis, D., How Valuable Are Organizational Capabilities?, Strategic Management Journal, 1994, Winter Special Issues
▪Barney, J. (20XX). Is The Resource-Based 'View' A Useful Perspective For Strategic Management Research? Yes. Academy Of Management Review, Vol. 26 (1) ▪Priem, R.L. & Butler, J.E. (20XX). Is The Resource-Based "View" A Useful Perspective For Strategic Management Research? Academy Of Management Review, Vol. 26 (1)
▪Grant, R, (1991). Resource Based Theory Of petitive Advantage: Implications For Strategy Formulation. California Management Review, Vol. 33 (3).
▪Wernerfelt, B., A Resource-Based View Of The Firm, Strategic Management Journal, 1984, 2.
▪Wernerfelt, B., The Resource-Based View Of The Firm: Ten Years After, Strategic Management Journal, 1995, 3.
▪Mosakowski, E., Managerial Prescriptions Under The Resource-Based View Of Strategy: The Example Of Motivational Techniques, Strategic Management Journal, 1998, 12
▪Medcof, J., Resource-Based Strategy And Managerial Power In Networks Of Internationally Dispersed Technology Units, Strategic Management Journal, 20XX,
11.
▪Mahoney, J. T. & Pandian, J. (1992). The Resource-Based View Within The Conversation Of Strategic Management, Strategic Management Journal, Vol. 13, 363-380.
▪Barney, J., How A Firm's Capabilities Affect Boundary Decisions, Sloan Management Review, 1999, 3
▪Barney, J. (1991). Special Theory Forum, The Resource -Based Model Of The Firm: Origins, Implications And Prospects. The Journal Of Management. Vol. 17, 97-98.
▪Conner, K. (1991). A Historical parison Of Resource-Based Theory And Five Schools Of Thought Within Industrial Organization Economics: Do We Have A New Theory Of The Firm? Journal Of Management. Vol. 17, 121-154.
▪Liererman, M.; David B. Montgomery, First-Mover (Dis)Advantages: Retrospective And Link With The Resource-Based View, Strategic Management Journal, 1998, 12 ▪Peteraf, M.A. (1993). The Cornerstones Of petitive Advantage: A Resource-Based View. Strategic Management Journal, 14 (3): 179-192.
▪Miller, D. & Shamsie J. (1996). The Resource-Based View Of The Firm In Two Environments: The Hollywood Film Studies From 1936 To 1965. Academy Of Management Journal, Vol. 39 (3) 519-543.
▪Mcwilliams, A. & Smart, D.L. (1995). The Resource-Based View Of The Firm: Does It Go Far Enough In Shedding The Assumptions Of The S-C-P Paradigm? Journal Of Management Inquiry, 4:309-316.
Environment Vs Organization: An Integration
▪Evans, P. & T. Wurster, Strategy And The New Economics Of Information, Harvard Business Review, 1997, 5
▪Porter, M., Strategy And The Internet, Harvard Business Review, 20XX, 3
▪Tapscott, D., Rethinking Strategy In A Networked World Or Why Michael Porter Is Wrong, Strategy & Business (Strategy-Business) (Third Quarter 20XX) ▪Ghoshal, S. & Westney, D. (1991). Organizing petitor Analysis Systems. Strategic Management Journal. 12, 17-31.
▪Schoenecker, T.; Arnold C. Cooper, The Role Of Firm Resources And Organizational Attributes In Determining Entry Timing: A Cross-Industry Study, Strategic
Management Journal, 1998, 12
▪Jemison, D. (1981). The Contribution Of Organizational Theory To Strategic Management. Academy Of Management Review. Vol. 21.
▪Aktouf O. (1992). Management And Theories Of Organizations In The 1990s: Toward
A Critical Radical Humanism? Academy Of Management Review. Vol. 17 407-431.
▪Bettis, R., Michael A. Hitt, The New petitive Landscape, Strategic Management Journal, 1995, 1
▪Smith, K.G., C. Grimm, M. Gannon, & M.J. Chen, (1991). Organizational Information Processing: petitive Responses And Performance In The Us Domestic Airline
Industry. Academy Of Management Journal, Vol. 34, 60-85.
▪Rugman, A.; Alain Verbeke, Corporate Strategies And Environmental Regulations: An Organizing Framework, Strategic Management Journal, 1998, 4 ▪Hansen, G. & Wernerfelt, B. (1989). Determinants Of Firm Performance: The Relative Importance Of Economic And Organizational Factors. Strategic
Management Journal, 10: 399-411.
▪Oliver, C. (1997). Sustainable petitive Advantage: bining Institutional And Resource-Based Views. Strategic Management Journal, Vol. 18: 697-713.
▪Dean, T.; R. L. Brown; C. E. Bamford, Differences In Large And Small Firm Responses To Environmental Context Strategic Implications From A parative
Analysis Of Business Formations, Strategic Management Journal, 1998, 8 ▪Burt, R. (1997). The Contingent Value Of Social Capital. Administrative Science Quarterly, Vol. 42: 339-365.
▪Burt, R., R. Hogarth,& C. Michaud (2000). The Social Capital Of French And American Managers. Organizational Science. Vol 11(2): 123-147.
▪Galaskiewicz, J. & S. Wasserman. (1993). Social Network Analysis. Sociological Methods & Research. Vol. 22: 3-22.
▪Granovetter, M. (1973). The Strength Of Weak Ties. American Journal Of Sociology.
Vol. 78
▪Nahapiet J. & S. Ghoshal (1998). Social Capital, Intellectual Capital And The Organizational Advantage. Academy Of Management Review, Vol. 23: 242-266.
▪Tsai, W. & S. Ghoshal. (1998). Social Capital And Value Creation: The Role Of Intrafirm Networks. Academy Of Management Journal. Vol 41 (4) 464-478.
▪Teece, D. (1998) Capturing Value From Knowledge Assets. California Management Review. Vol 40 (3).
▪Spender, J.; Robert M. Grant, Knowledge And The Firm: Overview, Strategic Management Journal, 1996, 1: 5-9
▪Tsoukas, H., The Firm As A Distributed Knowledge System : A Constructionist Approach, Strategic Management Journal, 1996, 1: 11-25
Sustained petitive Advantage
▪Ancona, Deborah, Bresman, Henrik, Kaeufer, Katrin, (20XX). The parative Advantage Of X-Teams. Sloan Management Review, Vol. 43 (3).
▪Dierickx , I. & Cool, K. (1989). Asset Stock Accumulation And Sustainability Of petitive Advantage. Management Science, 35: 99-120.
▪Prahalad, C., Gray Hamel, The Core petence Of The Corporation, Harvard Business Review, 1990, 3
▪Stabell, C.; ΦYstein D. Fjeldstad, Configuring Value For petitive Advantage: On Chains, Shops, And Networks, Strategic Management Journal, 1998, 5
▪Bettis R. & Hitt, M. (1995). Technological Transformation And The New petitive Landscape. Strategic Management Journal, Vol. 16: Special Issue.
▪Henderson R. & I. Cockburn. (1994). Measuring petence? Exploring Firm Effects In Pharmaceutical Research. Strategic Management Journal. Vol. 15 63-84.
▪Ross, J., C. Beath, D. Goodhue, Develop Long-Term petitiveness Through It Assets, Sloan Management Review, 1996, 1, Fall: 31-41
▪Collis, D. & C. Montgomery, peting On Resources: Strategy In The 1990s, Harvard Business Review, 1995, 4
▪Barney, J., Assets Stocks And Sustained petitive Advantage: A ment, Management Science, 1989: 1504-1511
▪Black, J.; Kimberly B. Boal, Strategic Resources: Traits, Configurations And Paths To Sustainable petitive Advantage, Strategic Management Journal, 1994: 131-148
▪Barney, J. (1997). Gaining And Sustaining petitive Advantage, Addison-Wesley Publishing pany, Inc.
▪Amit, R. & P. J. H. Schoemaker, Strategic Assets And Organizational Rent, Strategic Management Journal, 1993, 1
▪Amit, R.. & Schoemaker, P.J. (1993). Strategic Assets And Organizational Rent.
Strategic Mangement Journal, 14:33-46.
▪Irvine, I.; Willam A. Sims, Measuring Consumer Surplus With Unknow Hicksian Demands, The American Economic Review, 1998, 1
▪Porter, M., The petitive Advantage Of Nations, Harvard Business Review, 1990,
2.
▪Barney, J., petitive Organizational Behavior: Toword An Organizationally-Based Theory Of petitive Advantage, Strategic Management Journal, 1994, 1 ▪Schendel, D., Introduction To "petitive Organizational Behavior: Toword An Organizationally-Based Theory Of petitive Advantage", Strategic Management
Journal, 1994, 1
▪Robinson, W. T.; Claes Fornell; Mary Sullivan, Are Market Pioneers Intrinsically Stronger Than Later Entrants?, Strategic Management Journal, 1992: 609-624 ▪Barney, J. (1991). Firm Resources And Sustained petitive Advantage. The Journal Of Management. Vol. 17, 99-120.
¨ Barney, J. (1986). Organizational Culture: Can It Be A
Source Of Sustained petitive Advantage? Academy Of Management Review, Vol. 11
(3)
▪Weigelt, K. & Camerer, C. (1988). Reputation And Corporate Strategy: A Review Of Rent Theory And Applications. Strategic Management Journal, 9, 443-454.
▪Kanter, R., Thriving Locally In The Global Economy, Harvard Business Review, 1995, 5
▪Garvin, D., Leveraging Processes For Strategic Advantage, Harvard Business Review, 1995, 5
▪Hay, D., The Efficiency Of Firms: What Difference Does petition Make?, The American Economic Review, 1998, 5
Strategic Change And Impediments To Change
▪Kotter, J., Leading Change: Why Transformation Efforts Fail, Harvard Business Review, 1995, 2
▪Gersick, C. (1994). Pacing Strategic Change. The Case Of A New Venture. Academy Of Managementjournal, 37(1): 9-45.
▪Pascarella, P., Charting A Course For Change, Management Review, 1998, 1.
▪Markides, C., Strategic Innovation, Sloan Management Review, Spring 1997: 9-23.
▪Spender, J., Making Knowledge The Basis Of A Dynamic Theory Of The Firm, Strategic Management Journal, 1996, 1: 45-62
▪Szulanski, G., (1996). Exploring Internal Stickiness: Impediments To The Transfer Of The Best Practice Within The Firm, Strategic Management Journal, Vol. 17 (1).
▪Hamel, G. & C. Prahalad, (1996). peting In The New Economy: Managing Out Of Bounds, Strategic Management Journal, Vol. 17 (3).
▪Lane, P. & M. Lubatkin, Relative Absorptive Capacity And Interorganizational Learning, Strategic Management Journal, 1998, 5
▪Christensen, C. & M. Overdorf, Meeting The Challenge Of Disruptive Change, Harvard Business Review, 2000, 2.
▪Fiegenbaum, A. Sudharshan, D. & Thomas, H. (1987). The Concept Of Strategic Time Periods In Strategic Group Research. Managerial And Decision Economics. 8,
139-148.
▪Gersick, C. (1994). Pacing Strategic Change. The Case Of A New Venture. Academy Of Management Journal, 37 (1): 9-45.
▪Ginsberg, A. (1988). Measuring And Modeling Changes In Strategy: Theoretical Foundations And Empirical Directions. Strategic Management Journal. 9 (6)
559-576.
▪Hambrick, D. M. Geletkanycz & J. Fredrickson, J. (1993). Top Executive mitment To The Status Quo: Some Tests Of Its Determinants. Strategic
Management Journal, 14 (6): 401-419.
▪Mascarenhas, B (1989). Strategic Group Dynamics. The Academy Of Management Journal. 32 (2) 333-352.
▪Miller, D. (1993) The Architecture Of Simplicity. Academy Of Management Review, 18(1): 116-138.
▪Mintzberg, H. & Westley, F. (1992). Cycles Of Organizational Change. Strategic Management Journal, 13: 39-60.
▪Mitchell, W. & K. Singh, (1993) Death Of The Lethargic: Effects Of Expansion Into New Technical Subfields On Performance In A Firm’S Base Business.
Organization Science, 4 (2): 152-180.
▪Quinn, J.B. (1980). Strategies For Change. Homewood, Il: Irwin. Chapters 2,3, & 4.
▪Smith K.G, & Grimm, C (1987). Environmental Variation, Strategic Change And Firm Performance: A Study Of Railroad Deregulation. Strategic Management Journal.
Vol. 8. 363-376.
▪Zajac, E.J. & Shortell, S.M. (1989). Changing Generic Strategies: Likelihood, Direction And Performance Implications. Strategic Management Journal. 10 (5) 413-430.
Execution Of Strategy
Multi-Business Strategy
▪Collis, D. & C. Montgomery, Creating Corporate Advantage, Harvard Business Review, 1998, 3.
▪Campbell, A.; Michael Good; Marcus Alexander, Corporate Strategy: The Quest For Parenting Advantage, Harvard Business Review, 1995, 2
▪Campbell, A. & Marcus Alexander, What's Wrong With Strategy, Harvard Business Review, 1997, 6
▪Jones, T. & W. Earl Sasser, Why Satisfied Customers Defect, Harvard Business Review, 1995, 6
▪Grant, A. & L. Schlesinger, Realize Your Customers' Full Profit Potential, Harvard Business Review, 1995, 5
▪Pine Ii, B., Don Peppers, Martha Rogers, Do You Want To Keep Your Customers Forever?, Harvard Business Review, 1995, 2
▪Riordan, M., Antipetitive Vertical Integration By A Dominant Firm, The American Economic Review, 1998, 5
▪Lamoreaux, N., Partnerships, Corporations, And The Theory Of The Firm, The American Economic Review, 1998, 2
▪Rayport, J. & J. Sviokla, Exploiting The Virtual Value Chain, Harvard Business Review, 1995, 6.
▪Hagel Ⅲ, J. & Marc Singer, Unbundling The Corporation, Harvard Business Review, 1999, 2
▪Landfield-Smith, K. & Michelle R. Greenwood, Developing Co-Operative Buyer-Supplier Relationships: A Case Study Of Toyata, Journal Of Management Studies, 1998, 3
▪Birkinshaw, J.; Neil Hood; Stefan Jonson, Building Firm-Specific Advantages In Multinational Corporations: The Role Of Subsidiary Initiative, Strategic Management Journal, 1998, 3
▪Fast, Globle, And Entreneurial: Supply Chain Management, Hong Kong Style, Harvard Business Review, 1998, 3
▪Markides, C., To Diversify Or Not To Diversify, Harvard Business Review, 1997, 6
▪Harper, N. & S. Patrick Viguerie, Are You Too Focused? The Mckinsey Quarterly, Special Edition, 20XX.
▪Kochhar, R. & M. A. Hitt, Linking Corporate Strategy To Capital Structure: Diversification Strategy, Type And Source Of Financing, Strategic Management Journal, 1998, 6
▪Prahalad, C. & Bettis, R. 1986. The Dominant Logic: A New Linkage Between Diversity And Performance. Strategic Management Journal. Vol. 7(6).。