Digital Reading Room 2.0 -- STMT 500: Strategic Management

STMT 500: Strategic Management Report a Broken Link

The non-textbook readings and cases for this course are provided as AU Library links, web links, PDF files, videos, or slideshows as follows. Please note that some of these readings, depending on the provider, will open automatically when you click on the link. If the reading does not, please check your download folder.

Required Readings

Lesson 1

Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120.

Chan, K. W., & Mauborgne, R. (2005). Value innovation: A leap into the blue ocean. Journal of Business Strategy, 26(4), 22–28.

Gangidi, P. (2019). A systematic approach to root cause analysis using 3×5 why’s technique. International Journal of Lean Six Sigma, 10(1), 295–310.

Mintzberg, H. (1984). The strategy concept I: Five Ps for strategy. California Management Review, 30(1), 11–24.

Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). “And over here, ladies and gentlemen: The strategic management beast.” In Strategy safari: A guided tour through the wilds of strategic management (1st ed., pp. 1–21). The Free Press.

Teece, D. J., Pisano, G., & Shuen, A. (August 1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.

Lesson 2

Clardy, A. (2013). Strengths vs. strong position: Rethinking the nature of SWOT analysis. Modern Management Science & Engineering, 1(1), 6–18.

Wiehrich, H. (1982). The TOWS matrix—A tool for situational planning. Long Range Planning, 15(2), 54–66.

Lesson 3

Business To You. (2018, May 22). PESTEL analysis explained | B2U | Business To You [Video]. YouTube.

Harvard Business Review. (2008, June 30). The five competitive forces that shape strategy [Video]. YouTube.

Porter, M. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93.

Sim Institute. (2021). The five forces explained [Video]. YouTube.

Vining, A. R. (2011). Public agency external analysis using a modified “five forces” framework. International Public Management Journal, 14(1), 63–105.

Lesson 4

Athabasca University. (2022). VRIO analysis template [adapted from Barney (2011)].

Lesson 5

There are no resources for this lesson.

Lesson 6

Hines, A., & Bishop, P. (2006). Thinking about the future: Guidelines for strategic foresight. Social Technologies, LLC.

Rhydderch, A. (2017). Scenario building: The 2×2 matrix. Futuribles International, 19.

Rohrbeck, R., & Bade, M. (2012). Environmental scanning, future orientation, and strategic foresight in innovation management. ISPIM Annual Conference 2012, Barcelona, Spain.

Schoemaker, P. J. H. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review.

Lesson 7

Alina, C. M., Cerasela, S. E., & Raluca-Andreea, T. (2018). Organizational culture impact on strategic management. Ovidius University Annals, Series Economic Sciences, 18(2), 405–408.

Kondra, A. Z., & Hurst, D. C. (2009). Institutional processes of organizational culture. Culture and organization, 15(1), 39–58.

Lesson 8

Eccles, R. G. (2024). Moving beyond ESG. Harvard Business Review.

Kaplan, R. S., & Norton D. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review 74(1), 75–85.

Supplementary Readings

Lesson 1 Supplementary Resources

Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.

Porter, M. E. (1985). The competitive advantage: Creating and sustaining superior performance. Free Press.

Lesson 2 Supplementary Resources

There are no supplementary resources for this lesson.

Lesson 3 Supplementary Resources

There are no supplementary resources for this lesson.

Lesson 4 Supplementary Resources

Barney, J. B. (2011). Evaluating firm strengths and weaknesses: The resource based view. In Gaining and sustaining competitive advantage (4th ed., pp. 115–151). Prentice-Hall Inc.

Lesson 5 Supplementary Resources

Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.

Porter, M. E. (1985). The competitive advantage: Creating and sustaining superior performance. Free Press.

Lesson 6 Supplementary Resources

Ramirez, R., & Wilkinson, A. (2016). Strategic reframing: The Oxford scenario planning approach. Oxford University Press.

Slaughter, R. A. (1995). The foresight principle: Cultural recovery in the 21st century. Praeger.

Lesson 7 Supplementary Resources

Alvesson, M. (2002). Understanding organizational culture.

Cameron, K., & Quinn, R. (1999). Diagnosing and changing organizational culture.

Deal, T., & Kennedy, A. (1982). Corporate cultures.

Erez, M., & Gati, E. (2004). A dynamic, multilevel model of culture.

Handy, C. (1976). Understanding organizations.

Hofstede, G. (1997). Cultures and organizations: Software of the mind.

Martin, J. (2002). Organizational culture: Mapping the terrain.

Robbins, S., & Langton, N. (2002). Organizational behaviour.

Schein, E. (1992). Organizational culture and leadership.

Thomas, D. (2020). Managing culture in the age of remote work.

Lesson 8 Supplementary Resources

CPA Canada. Sustainability reporting updates.

Dyer, J., Godfrey, P., Jensen, R., & Bryce D., (2020). Strategic management—Concepts and cases (3rd ed.). John Wiley and Sons.

Winston, A. (2022). A tumultuous year in ESG and sustainability. Harvard Business Publication Education.