| Topics of papers | Author and year |
|---|
| Variance of profitability | |
| Broad areas of strategy: Classical, Evolutionary, Processual and Systematic | |
| A definition of strategy, 'structure follows strategy' | |
| Strategic fit, corporate/business strategy, roles of strategy, value creation, mission/vision | |
| The design school: underlying principles, strengths and weaknesses | |
| Benchmarking and observing “best practice”, dangerous bias in many success studies | |
| In Search Of Excellence | |
| The Halo Effect, risky decisions and luck in explaining firm performance | |
| Firm-specific persistent returns | |
| Problems with the market share approach | |
| Evolution of strategy over 20th century | |
| Pros and cons of IO framework | |
| LCAG Framework | |
| (Industry) Structure, Conduct, Performance | |
| 3 fundamentals for profiting from technological innovation | |
| BCG Experience curve and its components | |
| | Topics of papers | Author and year |
|---|
| 3 sources of first-mover advantages, and first-mover disadvantages | |
| Non-marketed factors, time compression diseconomies, asset mass efficiencies | |
| Abnormal returns on M&As, only in imperfectly-competitive markets: 3 reasons why this might be the case | |
| RBV overview, rents from superior resources and limiting ex-post competition, imitation prevention including causal ambiguity, imperfect factor markets | |
| “Five forces” model: positioning the firm in an industry | |
| Culture as a VRIN resource. Perhaps it is culture management that is truly the valuable resource? | |
| Total Quality Management, difficult to implement effectively without deep culture shift | |
| Criticisms of RBV: tautological definitions, lack of predictive power and does not give useful advice to managers | |
| VHS-Betamax case study: crucial Matsu****a alliance | |
| Standards wars with network effects, ending in truce, duopoly or fight to the death, key assets in network markets, complementary products | |
| Dynamic capabilities are the firm’s ability to build and reconfigure competences to address changing environments, but restricted by path dependencies | |
| Knowledge transferability, capacity for aggregation, appropriability and bounded rationality. How to integrate specialised knowledge in the firm | |
| Evolution of technology in a life-cycle | |
| Tacit knowledge | |
| Conversion of tacit knowledge to explicit knowledge, particularly by Japanese firms | |
|
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