Share This Article:

Collaborative Corporate Strategy Research Programmes (C.C.S.R.P.) a Conceptual Integrative Strategic Framework for a Practical Research Agenda

Full-Text HTML Download Download as PDF (Size:314KB) PP. 91-108
DOI: 10.4236/ojbm.2013.13011    3,922 Downloads   8,234 Views  


Researchers have been studying the strategies and the strategic behaviours of corporate firms for more than sixty years. Within the generated literature, contrasting philosophical positions and alternative assumptions underpin contested differences in strategic definition. Although this has created a rich tapestry of theoretical frameworks and schools of thought, the variety has further contributed to making practical research narrowly focused, complex and increasingly fragmented. In this paper we review the scholarly literature to establish an integrative definition of strategy and conceptualise our holistic novel corporate strategy research framework. We call this the Collaborative Corporate Strategy Research Programme (C.C.S.R.P.) which serves as a useful organising framework for corporate strategy research within the institution. This may further enable better structured and more meaningful longer term collaborative research between different institutions. Where corporation has outgrown government and operates across diverse markets, the research agenda has to innovatively adapt to better inform its stakeholders.

Cite this paper

Khan, N. and Korac-Kakabadse, N. (2013) Collaborative Corporate Strategy Research Programmes (C.C.S.R.P.) a Conceptual Integrative Strategic Framework for a Practical Research Agenda. Open Journal of Business and Management, 1, 91-108. doi: 10.4236/ojbm.2013.13011.


[1] I. Ansoff, “Strategies for Diversification,” Harvard Business Review, 1957, pp. 113-124.
[2] H. Mintzberg, “Patterns in Strategy Formation,” Management Science, Vol. 24, No. 9, 1978, pp. 934-948.
[3] P. Jarzabkowski, “Shaping Strategy as a Structuration Process,” Academy of Management Journal, Vol. 51, No. 4, 2008, pp. 621-656.
[4] R. M. Cyert and J. G. March, “A Behaviour Theory of the Firm,” 2nd Edition, Prentice Hall, Englewood, 1963.
[5] J. B. Quinn, “Strategies for Change: Logical Incrementalism,” Chicago, Irwin, 1980.
[6] P. Drucker, “The Concept of the Corporation,” The John Day Company, New York, 1972.
[7] T. R. Zenger, T. Felin and L. S. Bigelow, “Theories of the Firm Market Boundary,” Academy of Management Annals, Vol. 5, No. 1, 2011, pp. 89-133.
[8] J. Bracker, “The Historical Development of the Strategic Management Concept,” The Academy of Management Review, Vol. 5, No. 2, 1980, pp. 219-224.
[9] S. Tzu, “The Art of War (written on bamboo),” 512 BC.
[10] J. J. J. M. Amiot, “Art Militaire Chinois ou Recueil d’anciens Traités sur la Guerre Composés avant l’ère Chrétienne par Différents Généraux Chinois,” Traduit du Chinois par le Père Amiot, Didot l’A?né, Paris, 1772.
[11] L. Giles, “English Translation of Tzu, S. on The Art of War: The Oldest Military Treaties in the World,” Texas Norte Press, El Paso, 2005.
[12] C. N. Chu, “The Art of War for Women: SunTzu’s Ancient Strategies and Wisdom for Winning at Work,” Currency Double Day, New York, 2007.
[13] J. Gimian and B. Boyce, “The Rules of Victory: How to Translate Chaos and Conflict,” 2008.
[14] E. Rogell, “The Art of War for Dating: Win over Women using Sun Tzu’s Tactics,” Adams Media Corporation, Boston, 2011.
[15] D. G. Krause, “The Art of War for Executives,” Berkeley Publishing Group, New York, 1995.
[16] G. Michaelson and S. Michaelson, “Sun Tzu for Success: How to Use the Art of War to MasterChallenges and Accomplish the Important Goals in your Life,” Adams Media, Boston, 2003.
[17] K. Krippendorf, “The Art of the Advantage: 36 Strategies to Seize the Competitive Edge,” Texere, NewYork, 2003.
[18] R. F. Grattan, “On the Origins of Strategy,” Defence and Strategy, Vol. 9, No. 1, 2009, pp. 137-150.
[19] L. Giles, “Translation of Tsu, S. on The Art of War: The Oldest Military Treaties in the World. Translated from Chinese with Introduction and Critical Notes,” The Project Gutenberg Ebook Publication, 1910.
[20] A. Smith, “The Theory of Moral Sentiments,” Millar, London, 1759.
[21] J. B. Sykes, “The Concise Oxford Dictionary,” 7th Edition, Oxford University Press, New York, 1985.
[22] S. Hawker, “Little Oxford English Dictionary,” 9th Edition, Oxford University Press, Oxford, 2006.
[23] C. Soanes, “The Paperback Oxford English Dictionary,” 2nd Edition, Oxford University Press, Oxford, 2010.
[24] R. Ilson, “Reader’s Digest Great Illustrated Dictionary,” The Reader’s Digest Association Limited, New York, 1984.
[25] M. Waite, L. Hollingworth and D. Marshall, “Compact Oxford Thesaurus,” 3rd Edition, Oxford University Press, Oxford, 2008.
[26] R. H. Coase, “The Nature of the Firm,” Economica (London School of Economics) New Series, Vol. 4, No. 16, 1937, pp. 386-405.
[27] E. Penrose, “The Theory of the Growth of the Firm. An Introduction by Cristos Petelis,” 4th Edition, Oxford University Press, New York, 2009.
[28] K. R. Andrews, “The Concept of Corporate Strategy,” 3rd Edition, Dow Jones Irwin, Berkeley California, 1971.
[29] J. W. Rivkin and N. Siggelkow, “Balancing Search and Stability Interdependencies amongst Elements of Organisational Design,” Management Science, Vol. 49, No. 3, 2003, pp. 290-321.
[30] R. E. Freeman, “Strategic Management: A Stakeholder Approach,” Cambridge University Press, New York, 2010.
[31] R. P. Rumelt, D. E. Schendel and D. J. Teece, “Fundamental Issues in Strategy,” In: R. P. Rumelt, D. E. Schendel and D. J. Teece, Eds., Fundamental Issues in Strategy, Harvard University Press, Boston, 1994, pp. 9-54.
[32] A. D. Chandler Jr., “Strategy and Structure: Chapters in the History of the American Industrial Enterprise,” MIT Press, Cambridge, 1962, pp. 383-394.
[33] I. Ansoff, “Corporate Strategy: An Analytical Approach to Business Policy for Growth and Expansion,” McGraw Hill, New York, 1965.
[34] R. Whittington, “Completing the Practice Turn in Strategy Research,” Organisation Studies, Vol. 27, No. 5, 2006, pp. 613-634.
[35] R. Nelson and S. G. Winter, “An Evolutionary Theory of Economic Change,” MA Harvard University Press, Cambridge, 1982, pp. 1-50.
[36] P. Jarzabkowski and A. P. Spee, “Strategy as Practice: A Review and Future Direction for the Field,” International Journal of Management Reviews, Vol. 11, No. 1, 2009, pp. 69-95.
[37] J. L. Bower, “Business Policy in the 1980s,” Academy of Management Review, Vol. 7, No. 4, 1982, pp. 630-638.
[38] E. Chaffee, “Three Models of Strategy,” Academy of Management Review, Vol. 10, No. 1, 1985, pp. 89-98.
[39] S. L. Brown and K. M. Eisenhardt, “Competing on the Edge: Strategy as Structured Chaos,” Harvard Business Press, Boston, 1998.
[40] M. E. Porter, “Competitive Strategy: Techniques for Analysing Industries and Competitors,” Free Press, NewYork, 1980.
[41] M. E. Porter, “Competitive Advantage: Creating and Sustaining Superior Performance,” Free Press, New York, 1985.
[42] R. A. Burgelman, “A model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy,” Academy of management Review, Vol. 8, No. 1, 1983, pp. 61-70.
[43] D. E. Schendel and C. W. Hofer, “Strategic Management: A New View of Business Policy and Planning,” Little, Brown, Boston, 1979.
[44] B. D. Henderson, “The Origin of Strategy: What Business Owes Darwin and Other Reflections on Competitive DyNamics,” Harvard Business Review, Vol. 67, No. 6, 1989, pp. 139-143.
[45] M. P. Koza and A. Y. Lewin, “The Co-Evolution of Strategic Alliances,” Organisational Science Special Issue: Managing Partnerships and Strategic Alliances, Vol. 9, No. 3, 1998, pp. 255-264.
[46] B. Lovas and S. Ghoshal, “Strategy as Guided Evolution,” Strategic Management Journal, Vol. 21, No. 9, 2000, pp. 875-896.<875::AID-SMJ126>3.0.CO;2-P
[47] J. Hutchinson, “The Meaning of ‘Strategy’ for Area Regeneration: A Review,” The International Journal of Public Sector Management, Vol. 14, No. 3, 2001, pp. 265-276.
[48] J. Von Neumann and O. Morgenstern, “Theory of Games and Economic Behaviour,” Princeton University Press, Princeton, 1953.
[49] H. Mintzberg and J. A. Waters, “Of Strategies, Deliberate and Emergent,” Strategic Management Journal, Vol. 6, No. 3, 1985, pp. 257-272.
[50] H. Mintzberg, “The 5Ps of Strategy,” California Management Review, Vol. 30, No. 1, 1987, pp. 11-32.
[51] H. Mintzberg, B. Ahlstrand and J. Lampel, “Strategy Safari: Your Complete Guide Through the Wilds of Strategic Management,” 2nd Edition, Pearson Education Limited, Upper Saddle River, 2009.
[52] W. H. Newman and J. P. Logun, “Strategy Policy and Central Management,” 5th Edition, South Western Publishing Company, Cincinnati, 1971.
[53] E. P. Learned, C. R. Christensen, K. Andrews and W. Guth, “Business Policy: Text and Cases,” R. D. Irwin, Homewood, 1965.
[54] I. Ansoff, “Critique of Henry Mintzberg’s the Design School: Rediscovering the Basic Premises of Strategic Management,” Strategic Management Journal, Vol. 12, 1991, pp. 449-461.
[55] H. Mintzberg, “The Design School: Reconsidering the Basic Premises of Strategic Management,” Strategic Management Journal, Vol. 11, No. 3, 1990, pp. 171-195.
[56] D. E. Schendel, “Introduction to the Summer 1994 Special Issue—Strategy Search for New Paradigms,” Strategic Management Journal, Vol. 15, Suppl. S1, 1994, pp. 1-4.
[57] H. Mintzberg, “The Rise and Fall of Strategic Planning,” Financial Times Prentice Hall, Upper Saddle River, 2000.
[58] A. M. Pettigrew, “The Character and Significance of Strategy Process Research,” Strategic Management Journal, Vol. 13, No. S2, 1992, pp. 5-16.
[59] A. C. Hax and N. S. Majluf, “Strategy and the Strategy Formation Process,” Sloan School of Management, 1986, pp. 1-22.
[60] R. Whittington, “Strategy Practice and Strategy Process: Family Differences and the Sociological Eye,” Organization Studies, Vol. 28, No. 10, 2007, pp. 1575-1586.
[61] G. Johnson, K. Scholes and R. Whittington, “Exploring Corporate Strategy,” 8th Edition, Prentice Hall, Upper Saddle River, 2008.
[62] L. S. Vygotsky, “Mind in Society: The Development of Higher Psychological Processes,” 14th Edition, Harvard University Press, Boston, 1978.
[63] P. Jarzabkowski, “Centralised or De-Centralised? Strategic Implications of Resource Allocation Models,” Higher Education Quarterly, Vol. 56, No. 1, 2002, pp. 5-32.
[64] M. Polanyi, “Tacit Knowledge,” University of Chicago Press, Chicago, 1966.
[65] M. Polanyi, “Knowing and Being,” University of Chicago Press, Chicago, 1969.
[66] H. Gardner, “Multiple Intelligences. The Theory in Practice,” Basic Books, New York, 1993.
[67] K. E. Weick, “Sense Making in Organisations,” Sage Publications, Thousand Oaks, 1995.
[68] R. Chia and R. B. MacKay, “Post-Processual Challenges for the Emerging Strategy-As-Practice Perspective: Discovering Strategy in the Logic of Practice,” Human Relations, Vol. 60, No. 1, 2007, pp. 217-242.
[69] H. Tsoukas, “Practice, Strategy Making and Intentionality: A Heideggerian Onto-Epistemology For Strategy-As-Practice,” In: D. Golsorkhi, L. Rouleau, D. Seidl and E. Vaara, Eds., The Cambridge Handbook of Strategy as Practice, Cambridge University Press, Cambridge, 2009, pp. 47-62.
[70] P. Jarzabkowski and R. Whittington, “A strategy as practice approach to strategy research and education,” Journal of Management Inquiry, Vol. 17, No. 4, 2008, pp. 282-286.
[71] T. R. Schatzki, “Peripheral Vision: The Sites of Organizations,” Organization Studies, Vol. 26, No. 3, 2005, pp. 465-484.
[72] H. Tsoukas, “Complex Knowledge: Studies in Organisational Epistemology,” Oxford University Press, Oxford, 2005.
[73] S. Maitlis and T. B. Lawrence, “Orchestral Manoeuvres in the Dark: Discourse and Politics Is the Failure to Develop an Artistic Strategy,” Journal of Management Studies, Vol. 40, No. 1, 2003, pp. 109-139.
[74] F. Heider, “The Psychology of Interpersonal Relations,” John Wiley & Sons Inc., New York, 1958.
[75] P. Hansen, “Making Sense of Financial Crisis and Scandal: A Danish Bank Failure in the Era of Finance Capitalism,” Copenhagen Business School, Copenhagen, 2011.
[76] D. Ford and M. Redwood, “Making Sense of Network Dynamics Through Network Pictures: A Longitudinal Case Study,” Industrial Marketing Management, Vol. 34, No. 7, 2005, pp. 648-657.
[77] S. C. Henneberg, P. Naude and S. Mouzas, “Sense Making and Management in Business Networks: Some Observations, Considerations and a Research Agenda,” Industrial Marketing Management, Vol. 39, No. 3. 2010, pp. 355-360.
[78] D. Yanow and H. Tsoukas, “What Is Reflection in Action? A Phenomenological Account,” Journal of Management Studies, Vol. 46, No. 8, 2009, pp. 1339-1364.
[79] D. Moran, “Introduction to Phenomenology,” Routledge, Cornwall, 2000.
[80] A. C. Inkpen, “The Seeking of Strategy Where It Is not: towards a Theory of Strategy Absence. A Reply to Bauerschmidt,” Strategic Management Journal, Vol. 17, No. 8, 1996, pp. 669-670.<669::AID-SMJ822>3.0.CO;2-1
[81] A. C. Inkpen and N. Chaudhury, “The Seeking of Strategy Where It Is not: Towards a Theory of Strategy Absence,” Strategic Management Journal, Vol. 16, No. 4, 1995, pp. 313-324.
[82] A. D. Bauerschmidt, “Speaking of Strategy: A Comment on Inkpen and Chaudhury’s (1995),” Strategic Management Journal, Vol. 17, No. 8, 1996, pp. 665-667.<665::AID-SMJ821>3.0.CO;2-G
[83] H. Sminia, “Process Research in Strategy Formation: Theory, Methodology, and Relevance,” International Journal of Management Reviews, Vol. 11, No. 1, 2009, pp. 97-125.
[84] J. P. Bonardi, G. Holburn and R. Van den Bergh, “Nonmarket Performance: Evidence from US Electric Utilities,” Academy of Management Journal, Vol. 49, No. 6, 2006, pp. 1209-1228.
[85] Y. Q. Gao, “Institutional Change Driven by Corporate Political Entrepreneurship in Transitional China: A Process Model,” International Management Review, Vol. 4, No. 1, 2008, pp. 22-34.
[86] M. C. Becker, “Organisational Routines: A Review of the Literature,” Industrial and Corporate Change, Vol. 13, No. 4, 2004, pp. 643-677.
[87] M. Nilsson and H. Dalkmann, “Decision Making and Strategic Environmental Assessment,” Journal of Environmental Assessment Policy and Management, Vol. 3, No. 3, 2001, pp. 305-327.
[88] L. A. Franco and F. Ackermann, “How OR can Contribute to Strategy Making,” Journal of Operational Research Society, Vol. 62, No. 5, 2011, pp. 911-932.
[89] C. McGowan, “A Critical Investigation into how Independent Incubate Entrepreneurs Perceive their Role and Contribution,” Northampton Business School, 2011.
[90] S. Mantere, “Role Expectations and Middle Manager Strategic Agency,” Journal of Management Studies, Vol. 45, No. 2, 2008, pp. 294-316.
[91] G. Gigerenzer, “Rationality for Mortals: How People Cope with Uncertainty. Evolution and Cognition,” Oxford University Press, New York, 2008.
[92] Slevin, D. and J. Covin, “Strategy Formation Patterns, Performance and the Significance of Context,” Journal of Management, Vol. 23, No. 2, 1997, pp. 189-209.
[93] W. G. Astley and A. H. Van De Ven, “Central Perspectives and Debates in Organisational Theory,” Administrative Science Quarterly, Vol. 28, No. 2, 1983, pp. 245-273.
[94] C. K. Prahalad and G. Hamel, “Strategy as a Field of Study: Why Search for a New Paradigm?” Strategic Management Journal, Vol. 15, No. S2, 1994, pp. 5-16.
[95] S. Phelan, M. Ferreira and R. Salvador, “The First Twenty Years of Strategic Management Journal,” Strategic Management Journal, Vol. 23, No. 12, 2002, pp. 1161-1168.
[96] R. Nag, K. G. Corley, and D. A. Gioia, “The Intersection of Organisational Identity, Knowledge and Practice: Attempting Strategic Change via Knowledge Grafting,” Academy of Management Journal, Vol. 50, No. 4, 2007, pp. 821-847.
[97] T. Kuhn, “The Structure of Scientific Revolutions,” 2nd Edition, University of Chicago Press, Chicago, 1970.
[98] O. Furrer, H. Thomas and A. Goussevskaia, “The Structure and Evolution of the Strategic Management Field: A Content Analysis of 26 Years of Strategic Management Research,” International Journal of Management Reviews, Vol. 10, No. 1, 2008, pp. 1-23.
[99] B. Wernfelt, “A Resource Based View of the Firm,” Strategic Management Journal, Vol. 5, 1984, pp. 246-250.
[100] J. B. Barney, “Firm Resources and Sustained Competitive Advantage,” Journal of Management, Vol. 17, No. 1, 1991, pp. 99-120.
[101] J. Smothers, M. Hayek, L. A. Bynam, M. M. Novicevic, M. R. Buckley and S. Carraher, “Alfred D. Chandler, Jr.: Historical Impact and Historical Scope of His Works,” Journal of Management History, Vol. 16, No. 4, 2010, pp. 521-526.
[102] T. D. L. V. A. Macedo Soarres, “Ensuring Dynamic Strategic Fit of Firms that Compete Globally Inalliances and Networks: Proposing the Global SNA—Strategic Network Analysis—Framework,” Revista Administracao Publica, Vol. 45, No. 1, 2011, pp. 67-105.
[103] M. W. Peng and E. G. Pleggenkuhle-Miles, “Current Debates in Global Strategy,” International Journal of Management Reviews, Vol. 11, No. 1, 2009, pp. 51-68.
[104] M. Farjoun, “Towards an Organic Perspective on Strategy,” Strategic Management Journal, Vol. 23, No. 7, 2002, pp. 561-594.
[105] T. Burns and G. M. Stalker, “The Management of Innovation,” Tavistock, London, 1961.
[106] C. K. Prahalad and G. Hamel, “The Core Competence and the Corporation,” Harvard Business Review, 1990, pp. 71-91.
[107] B. Kogut and U. Zander, “Knowledge of the Firm, Combinative Capabilities and the Replication of Technology,” Organization Science, Vol. 3, No. 1992, pp. 383-397.
[108] M. H. Zack, “Managing Codified Knowledge,” Sloan Management Review, Vol. 40, No. 4, 1999, pp. 45-58.
[109] D. J. Teece, G. Pisano and A. Shuen, “Dynamic Capabilities and Strategic Management,” Strategic Management Journal, Vol. 18, No. 7, 1997, pp. 509-533.<509::AID-SMJ882>3.0.CO;2-Z
[110] A. Lockett, S. Thompson and U. Morgenstern, “Reflections on the Development of the RBV,” International Journal of Management, Vol. 11, No. 1, 2009, pp. 9-28.
[111] V. Ambrosini and C. Bowman, “What are Dynamic Capabilities and are They a Useful Construct in Strategic Management?” International Journal of Management Reviews, Vol. 11, No. 1, 2009, pp. 29-49.
[112] M. E. Porter, “What Is Strategy,” Harvard Business Review, 1996, pp. 61-78.
[113] W. McKelvey, “Quasi-Natural Organisational Science,” Organisational Science, Vol. 8, No.4, 1997, pp. 352-380.
[114] T. B. Veblen, “Why Is Economics not an Evolutionary Science?” Quarterly Journal of Economics, Vol. 12, No. 3, 1898, pp. 373-397 (Reprinted in Veblen, The place of Science in Modern Civilisation and Other Essays, NewYork, Huebsch, 1919).
[115] J. Schumpeter, “The Theory of Economic Development,” Harvard Press, Cambridge 1934
[116] M. Friedman, “The Role of Monetary Policy,” American Economic Review, Vol. 58, No. 1, 1968, pp. 1-7.
[117] R. A. Boschma, and R. Wenting, “The Spatial Evolution of the British Automobile Industry. Does Location Matter?” Industrial and Corporate Change, Vol. 16, No. 2, 2007, pp. 213-238.
[118] M. Miozzo and D. Grimshaw, “Capabilities of Large Services Outsourcing Firms: The Outsourcing Plus Staff Transfer model in EDS and IBM,” Industrial and Corporate Change, Vol. 20, No. 3, 2011, pp. 909-940.
[119] M. E. Porter, “The Contributions of Industrial Organisation to Strategic Management,” Academy of Management Review, Vol. 6, No. 4, 1981, pp. 609-620.
[120] H. Spencer, “The Factors of Organic Evolution,” Reprinted with additions from Ninteenth Century, Kessinger Publishing, Whitefish, 1886/2004.
[121] E. O. Wilson, “Sociobiology: The New Synthesis,” The Belknap Press of Harvard University, Boston, 1975.
[122] C. R. Darwin, “On the Origin of Species by Means of Natural Selection, or the Preservation of Favoured Races in the Struggle for Life,” John Murray, London, 1859.
[123] M. E. Porter, “Why do Good Companies Set Bad Strategies? Wharton’s SEI Centre Distinguished Lectures Series,” Emerald Group Publishing, Wharton Business School, 2009.
[124] J. Wilson, and N. Hynes, “Co-Evolution of Firms and Strategic Alliances: Theory and Empirical Evidence,” Technological Forecasting and Social Change, Vol. 76, No. 5, 2009, pp. 620-628.
[125] R. Lande, “The Maintenance of Genetic Variability by Mutation in a Quantitative Character with Linked Loci,” Genetic Resources, Vol. 26, No. 3, 1975, pp. 221-235.
[126] A. Y. Lewin and H. W. Volberda, “Co-Evolution Dynamics within and between Firms: From Evolution to Co-Evolution,” Journal of Management Studies, Vol. 40. No. 8, 2003, pp. 2111-2136.
[127] A. Parkhe, “Interfirm Diversity, Organisational Learning and Longevity in Global Strategic Alliances,” Bloomington, Indiana, 1991.
[128] J. G. March, “Exploration and Exploitation in Organisational Learning,” Organisational Science, Vol. 2, No. 1, 1991, pp. 71-87.
[129] J. G. March, “The Future Disposable Organisations and Rigidities of Imagination,” Organisation, Vol. 2, No. 3/4, 1995, pp. 427-440.
[130] T. K. Das and B. Teng, “The Dynamics of Alliance Conditions in the Alliance Development Process,” Journal of Management Studies, Vol. 39, No. 5, 2002, pp. 725-746.
[131] R. Calori, M. Lubatkin, P.Very and J. F. Veiga, “Modelling the Origins of Nationally Bound Administrative Heritages: A Historical Institutional Analysis of French and British Firms,” Organisational Science, Vol. 8, No. 6, 1997, pp. 681-696.
[132] N. Kumar, “The Power of Trust in Manufacturer-Retailer Relationships,” Harvard Business Review, Vol. 74, No. 6, 1996, pp. 92-106.
[133] A. Arino and J. de la Torre, “Learning from Failure: Towards an Evolutionary Model of Collaborative Centures,” Organisation Science, Vol. 9, No. 3, 1998, pp. 306-325.
[134] A. Arino, “Commentaries Building the Global Enterprise: Strategic Assembly,” Global Strategy Journal, Vol. 1, No. 1-2, 2011, pp. 47-49.
[135] M. P. Koza , S. Tallman and A. Ataay, “The Strategic Assembly of Global Firms: A Micro Structural Analysis of Local Learning and Global Adaptation,” Global Strategy Journal, Vol. 1, No.1-2, 2011, pp. 27-46.
[136] R. E. Hoskisson, M. A. Hitt, W. P. Wan and D. Yiu, “Theory and Research in Strategic Management: Swings of a Pendulum,” Journal of Management, Vol. 25, No. 3, 1999, pp. 417-456.
[137] T. Hafsi and H. Thomas, “The Field of Strategy: In Search of a Walking Stick,” European Management Journal, Vol. 23, No. 5, 2005, pp. 507-519.
[138] B. Haugstad, “Strategy Theory: A Short Review of the Literature,” Kunne Nedtegnelse, SINTEF Industrial Management, 1999, pp. 1-10.
[139] D. A. Kolb, “Experiential Learning: Experience as the Source of Learning and Development,” Prentice Hall, Upper Saddle River, 1984.
[140] I. Lakatos and A. Musgrave, “Criticism and the Growth of Knowledge,” Cambridge University Press, Cambridge, 1970.
[141] R. Moussetis, “Ansoff Revisited: How Ansoff Interfaces with both the Planning and Learning School of Thought in Strategy,” Journal of Management History, Vol. 17, No. 1, 2011, pp. 102-125.
[142] V. Splitter and D. Seidl, “Does practice based research on strategy lead to practically relevant knowledge? Implications of a Bourdieusian perspective,” Journal of Applied Behavioural Science, Vol. 47, No. 1, 2011 pp. 98-120.
[143] G. Johnson, L. Melin and R. Whittington, “Micro strategy and strategizing: Towards an activity-based view,” Journal of Management Studies, Vol. 40, No. 1, 2003, pp. 3-22.
[144] G. Johnson, A. Langley, L. Melin and R. Whittington, “Strategy as Practice: Research Directions and Resources,” Cambridge University Press, Cambridge, 2007.
[145] D. Golsorkhi, L. Rouleau, D. Seidl and E. Vaara, “What Is Strategy-as-Practice? Cambridge Handbook of Strategy as Practice,” Cambridge University Press, Cambridge, 2010, pp. 1-20.
[146] M. Kipping and L. Cailluet, “Mintzberg’s Emergent and Deliberate Strategies: Tracking Alcan’Sactivities in Europe, 1928-2007,” Business History Review, Vol. 84, No. 1, 2010, pp. 79-104.
[147] D. J. Hall and M. A. Saias, “Strategy follows structure!” Strategic Management Journal, Vol. 1, No. 2, 1980, pp. 149-163.
[148] J. D. Thompson, “Organisations in Action,” McGraw Hill, New York, 1967.
[149] R. Feurer and K. Chaharbaghi, “Strategy Development: Past, Present and Future,” Management Decision, Vol. 33, No. 6, 1995, pp. 11-21.
[150] P. Anderson, “Complexity Theory and Organisational Science,” Organisational Science, Vol. 10, No. 3, 1999, pp. 216-232.
[151] W. M. Cohen and D. A. Levinthal, “Absorptive Capacity: A New Perspective on Learning and Innovation,” Administrative Science Quarterly, Vol. 35, No. 1, 1990, pp. 128-152.
[152] K. D. Brouthers and J. F. Hennart, “Boundaries of the Firm: Insights from International Entry Mode Research,” Journal of Management, Vol. 33, No. 3, 2007, pp. 395-425.
[153] M. van Essen, P.J. Engelen and M. Carney, “Does good Corporate Governance Help in a Crisis? The Impact of Country and Firm-Level Governance Mechanisms in the European Financial crisis,” Corporate Governance: An International Review, Vol. 21, No. 3, 2013, pp. 201-224.
[154] M. E. Porter, “Towards a dynamic theory of strategy,” Strategic Management Journal, Vol. 12, No. S2, 1991, pp. 95-117.
[155] Y. J. Wind, “Positioning Analysis and Strategy,” In: G. Day, B. Weitz and R. Wensley, Eds., The Interface of Marketing and Strategy, JAI Press, Greenwich, 1990, pp. 387-412.
[156] J. P. Bootz, “Strategic Foresight and Organisational Learning: A Survey and Critical Analysis,” Technological Forecasting and Social Change, Vol. 77, No. 9, 2010, pp. 1588-1594.
[157] G. B. Dagnino, “Bridging the Strategy Gap: Firm Strategy and Coevolution of Capability Space and Opportunity Space,” University of Pennsylvania Sol C. Snider Entrepreneurial Research Center Paper No. 306/2003, 2003.
[158] G. B. Dagnino and M. M. Mariani, “Dynamic Gap Bridging and Realised Gap Set Development: The Strategic Role of the Firm in the Co-Evolution of Capability Space and Opportunity Space,” Innovation, Industrial Dynamics and Structural Transformation, Vol. 5, 2007, pp. 321-341.
[159] J. C. Casillas and F. J. Acedo, “Speed in the internationalisation process of the firm. International Journal of Management Reviews, Vol. 15, No. 1, 2013, pp. 15-29.
[160] J. M. George and G. R. Jones, “The Role of Time in Theory and Theory Building,” Journal of Management, Vol. 26, No. 4, 2000, pp. 657-684.
[161] A. M. Pettigrew, “What Is a Processual Analysis?” Scandinavian Journal of Management, Vol. 13 No. 4, 1997, pp. 337-348
[162] D. Barnes, “Research Methods for the Empirical Investigation of the Process of Formation of Operations Strategy,” International Journal of Operations & Production Management, Vol. 21, No. 8, 2001, pp. 1076-1095.
[163] J. W. Fredrickson and T. R. Mitchell, “Strategic Decision Processes: Comprehensiveness and Performance in an Industry with an Unstable Environment,” Academy of Management Journal, Vol. 27, No. 2, 1984, pp. 399-423.
[164] C. Montgomery, B. Wernfelt and S. Balakrishnan, “Strategy Content and the Research Process: A Critique and Commentary,” Strategic Management Journal, Vol. 10, No. 2, 1989, pp. 189-197.
[165] J. Child, “Organisational Structure, Environment and Performance: The Role of Strategic Choice,” Sociology, Vol. 6, No. 1, 1972, pp. 1-22.
[166] V. K. Titus Jr., G. J. Covin and D. P. Slevin, “Aligning Strategic Processes in Pursuit of Firm Growth,” Journal of Business Research, Vol. 64, No. 5, 2010, pp. 446-453.
[167] A. Ziv, “Viewing Business Development Networks as Complex Adaptive Systems: Implications for Strategy Formation and Management’s Role,” 2004.Unpublished Report.
[168] A. M. Pettigrew, “The Management of Strategic Change,” Basil Blackwell, Oxford, 1987.
[169] J. F. M. Swinnen and A. Vandeplas, “Market Power and Rents in Global Supply Chains,” Agricultural Economics, Vol. 41, Suppl. s1, 2010, pp. 109-120.
[170] J. R. Dean and M. P. Sharfman, “Does Decision Process Matter? A Study of Strategic Decision-Making Effectiveness,” Academy of Management Journal, Vol. 39, No. 2, 1996, pp. 368-396.
[171] O. Behling and N. L. Eckel, “Making Sense Out of Intuittion,” Academy of Management Executive, Vol. 5, No. 1, 1991, pp. 46-54.
[172] S. Kaplan, “Research in Cognition and Strategy: Reflections on Two Decades of Progress and a Look to the Future,” Journal of Management Studies, Vol. 48, No. 3, 2011, pp. 665-695.
[173] R. J. Baum and S. Wally, “Strategic Decision Speed and Firm Performance,” Strategic Management Journal, Vol. 24, No. 11, 2003, pp. 1107-1129.
[174] M. G. Hendron and J. W. Fredrickson, “The Effect of Strategic Decision Process and Information Source of Strategy Content,” Academy of Management Annual Meeting Proceedings, 2006.
[175] K. S. Cook, “Exchange and Power in Networks of Interorganisational Relations,” The Sociological Quarterly, Vol. 18, No. 1, 1977, pp. 62-82.
[176] A. M. Pettigrew, “Longitudinal Field Research on Change: Theory and Practice,” Organisational Science, Vol. 1, No. 3, 1990, pp. 267-292.
[177] A. M. Pettigrew and R. Whipp, “Managing Change for Competitive Success,” Basil Blackwell, Oxford 1991
[178] B. S. Chakravarthy and R. E. White, “Strategic change processes,” In: A. Pettigrew, H. Thomas and R. Whittington, Eds., Handbook of Strategy and Management, Sage, London, 2002.
[179] G. Hofstede, “The Cultural Relativity of Organisational Practices and Theories,” Journal of International Business Studies, Vol. 14, No. 2, 1983, pp. 75-89
[180] W. F. Maloney, “Strategic Planning for Human Resource Management in Construction,” Journal of Management in Engineering, Vol. 13, No. 3, 1997, pp. 49-56.
[181] A. Kakabadse, N. Kakabadse and V. Uldatsov, “Men of Steel: Ascendance of the Owner Manager in the Steel Industry,” Strategic Change, Vol. 17, No. 1-2, 2008, pp. 11-20.
[182] C. Moustakas, “Phenomenological Research Methods,” Sage, California, 1994.
[183] A. M. Pettigrew, “Context and Action in the Transformation of the Firm: A Reprise,” Journal of Management Studies, Vol. 49, No. 7, 2013, pp. 1304-1327.
[184] N. Kakabadse and P. Steane, “Meaning and Interpretation: Insights and Discourse,” Journal of Management History, Vol. 16, No. 3, 2010, pp. 346-366.
[185] M. Heidegger, “Sein und Zeit,” Harper and Row, New York, 1927.
[186] R. H. Coase, “The Nature of the Firm, Origin, Meaning and Influence,” In: O. Williamson and S. Winter, Eds., The Nature of the Firm, Origins, Evolutions and Development, Oxford University Press, New York 1991, pp. 34-74.
[187] J. Schumpeter, “The Theory of Economic Development,” Harvard Press, Cambridge, 1934
[188] R. Knyght, N. Kakabadse and A. P. Kakabadse, “When Rules and Principles are not Enough: Insiders Views and Narratives on the Global Financial Crises,” Journal of Change Management, Vol. 11, No. 1, 2011, pp. 45-67.
[189] F. H. Knight, “Risk, Uncertainty and Profit,” Harper and Row, New York, 1921.
[190] World Economic Forum, “Global Risks Report,” 8th Edition, 2013.

comments powered by Disqus

Copyright © 2018 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.