Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
1
Pre-examination form
STUDENT:
[Add your name and student register No.]
There are nine themes in the pre-examination: one theme about the generic business
management, and eight themes about the different schools of BM research.
You have to answer to the questions related to the generic BM research (compulsory) and select
four (4) schools of which you answer to each of the three questions.
1. Read the references and write your replies.
2. Send your replies to Instructor attached to an e-mail.
3. Wait for the sub-grading, i.e. Instructor sends it via e-mail, too.
Deadline for answering the questions is 19.2.2016.
The literature can be found in MyCourses.
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
2
LIST OF 1 COMPULSORY REVIEW
AND 8 ALTERNATIVE SCHOOLSPECIFIC REVIEWS
Compulsory review of Schools 1-8 of thought on generic BM
Alternative review of School 1: Porterian BM
Alternative review of School 2: Resource-based BM
Alternative review of School 3: Competence-based BM
Alternative review of School 4: Knowledge-based BM
Alternative review of School 5: Organization-based BM
Alternative review of School 6: Process-based BM
Alternative review of School 7: Dynamism-based BM
Alternative review of School 8: Evolutionary BM
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
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COMPULSORY REVIEW OF SCHOOLS 1-8
OF THOUGHT ON GENERIC BM
Reference files
Questions for reviewing
0.1 Huovinen P. (2008) Platform for
advancing research in competencebased BM: A population of 84
concepts published between 19902002. Research in CompetenceBased Management 4, 175-218. 44
p.
Sub-review 0.1 How valid is Huovinen’s
(2008) classification of 8 schools of
thought on generic business
management (BM) in the sphere of
theoretical knowledge, by your
assessment? Why this level of validity?
0.2 Huovinen P. (2013) Advancing IB
ideation: A review of competencerelated management concepts
published between 1990-2012. In
Larimo J., et al., eds., Proceedings of
12th Vaasa Conference on IB. U. of
Vaasa. 21-23 August 2013. 25 p.
Sub-review 0.2 Along what dimension(s)
and for what context(s) would you
advance international business (IB)
management concepts in the future?
Why this/these dimension(s) and
contexts? You may choose contexts that
are outside or inside capital (incl.
construction and real estate) investment
markets.
0.3 Huovinen P. (26 Nov 2014 )
Theoretical 71-concept platform for
advancing construction-related BM.
Manuscript for 8th Nordic Conference
on Construction Economics and
Management. TUT, RIL, and CREON.
Tampere. 27-29 May 2015. 8 p.
Sub-review 0.3 What kind of international
construction business (ICB)
management concepts are the most
useful (or effective or applicable) ones in
focal contexts embedded within capital
(including construction and real estate)
investment markets, based on your
reflection? Why these concepts?
Do please reply to each of 3 questions herein:
Sub-review 0.1
Sub-review 0.2
Sub-review 0.3
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
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ALTERNATIVE REVIEW OF SCHOOL 1:
PORTERIAN BM
Reference files
Questions for reviewing
1.1 Porter, M. E. (1994) Toward a
dynamic theory of strategy. In:
Rumelt, R.P., Schendel, D. E. and
Teece, D. J. (Eds.) Fundamental
issues in strategy. Harvard Business
School Press, Boston, MA, 423-461.
39 p.
Sub-review 1.1 How theoretically
advanced is this Porterian BM school
with its determinants of success (Fig. 152), by your assessment? Why so highly
or less advanced? You may also assess
advancement as Porter’s outlines of a
dynamic theory of strategy (p. 424).
1.2 Heracleous, L. (2013) Quantum
strategy at Apple Inc. Organizational
Dynamics, Vol. 42, 92-99. 8 p.
Sub-review 1.2 Along which
dimension(s) and for which focal
context(s) would you further advance this
Quantum Strategy in the future? Why
this/these, respectively? You may also
choose the same dimensions that
appear in Table 1 and Figures 3-4. You
may choose contexts that are outside or
inside capital (incl. construction and real
estate) investment markets.
1.3 Roulac, S. E. (2001) Corporate
property strategy is integral to
corporate business strategy. Journal
of Real Estate research, Vol. 22, Nos
1/2, 129-152. 24 p.
Sub-review 1.3 Do please choose one or
more focal contexts of your own from
among contexts embedded within capital
(including construction and real estate)
investment markets. (i) Which real estate
strategies and which aspects of places
and spaces (see Exhibits) mostly
contribute to a firm’s competitive
advantage with your focal context and (ii)
how would you further apply (or tailor or
adapt) these elements to this end? You
may choose also Roulac’s (2001)
context.
Do please reply to each of 3 questions herein:
Sub-review 1.1
Sub-review 1.2
Sub-review 1.3
Aalto ENG Rak-63.3320 Strategies in ICB
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ALTERNATIVE REVIEW OF SCHOOL 2:
RESOURCE-BASED BM
Reference files
Questions for reviewing
2.1A Barney, J. B. and Hesterly W. S.,
eds. (2008) Strategic management and
competitive adventage – Concepts and
cases. 2nd ed. Pearson International
Education/Prentice Hall, Ch. 1 (4-5, 1014) and Ch. 3 (74-107). 34 p.
2.1B Barney, J. B., Ketchen Jr., D. J.,
and Wright, M. (2011) The future of
resource-based theory: Revitalization or
decline? Journal of Management, Vol.
37, No. 5, 1299-1315. 17 p.
2.2 Möller, K., Rajala, R., and
Westerlund, M. (2008) Service
innovation myopia? A new recipe for
client-provider value creation. California
Management Review, Vol. 50, Spring,
31-48. 18 p.
Sub-review 2.1 How theoretically advanced
2.3 Johnsson, H. (2011) The building
system as a strategic asset in
industrialized construction. In:
Haugbolle, K. et al. (Eds.), Proceedings
of 6th Nordic Conference on
Construction Economics and
Organisation. Vol. 3 (pp. 541-552).
Aalborg, Denmark: Danish Building
Research Institute and Aalborg
University. 12 p.
is this resource-based BM school based on
Barney and Hesterly’s (2008) RBV, VRIO,
and implications as well as on Barney et
al.’s (2011) RBT’s accomplishments,
challenges, and five themes, by your
assessment? Why so highly or less
advanced?
Sub-review 2.2 In which area(s) and for
which focal context(s) would you further
derive maximum value from service
innovations in the future? Why this/these,
respectively? You may also choose the
same three areas of strategy, co-creation,
capabilities, culture and mindset (p. 45)
and/or three modes of activity (Table 2).
You may choose contexts that are outside
or inside capital (incl. construction and real
estate) investment markets.
Sub-review 2.3 Do please choose one or
more focal context(s) of your own from
among contexts embedded within capital
(including construction and real estate)
investment markets. How would you further
develop or apply the 4 characteristics of a
strategic asset (Table 1; Barney 1991)
and/or 2 strategies (pp. 541, 548-549) for
managing a business with your focal
context? You may choose also Johnsson’s
(2011) context.
Do please reply to each of 3 questions herein:
Sub-review 2.1
Sub-review 2.2
Sub-review 2.3
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
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ALTERNATIVE REVIEW OF SCHOOL 3:
COMPETENCE-BASED BM
Reference files
Questions for reviewing
3.1 Sanchez, R. and Heene, A.
(2004) The new strategic
management. Organization,
competition, and competence. Ch. 1
and 3-5 in part. Wiley. 20 p.
Sub-review 3.1 How theoretically
advanced is this competence-based BM
school as Sanchez and Heene’s (2004)
concept (1.4), perspective (preface, 2.4),
and 6-element approach (3.2), by your
assessment? Why so highly or less
advanced?
3.2 Sanchez, R. (2004)
Understanding competence-based
management: Identifying and
managing five modes of
competence. Journal of Business
Research, Vol. 57, 518-532. 15 p.
Sub-review 3.2 Along which modes (out
of I-V in Fig. 1) and for which focal
context(s) would you apply Sanchez’
(2004) 5-mode competence concept in
the future? Why this/these mode(s) and
contexts? You may choose contexts that
are outside or inside capital (incl.
construction and real estate) investment
markets.
3.3 Helander, A. and Möller, K.
(2007) System supplier’s customer
strategy. Industrial Marketing
Management, Vol. 36, 719-730. 12 p.
Sub-review 3.3 Do please choose one or
more focal contexts of your own from
among contexts embedded within capital
(including construction and real estate)
investment markets. (i) Which areas or
elements of the dynamic model (Fig. 2),
coupled with roles (Fig. 3), dynamics
(Fig. 4), and knowledge gaps (Fig. 5) are
the most useful (or effective or
applicable) ones to managing a business
with your focal context and (ii) how would
you further apply (or tailor or adapt)
these elements to this end? You may
choose also Helander and Möller’s
(2007) context.
Do please reply to each of 3 questions herein:
Sub-review 3.1
Sub-review 3.2
Sub-review 3.3
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
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ALTERNATIVE REVIEW OF SCHOOL 4:
KNOWLEDGE-BASED BM
Reference files
Questions for reviewing
4.1 Easterby-Smith, M. and Lyles, M.
A. (2011) The evolving field of
organizational learning and
knowledge management. Chapter 1
in Easterby-Smith, M. and Lyles, M.
A., eds., Handbook of organizational
learning & knowledge management.
2nd ed. Wiley, pp. 1-16
THIS CAN BE FOUND AS AN EBOOK FROM AALTO LIBRARY
Sub-review 4.1 How theoretically
advanced is this knowledge-based BM
school based on the 4 areas of OLKM
and future directions, by your
assessment? Why so highly or less
advanced?
4.2 Nonaka I., Toyama R. and
Byosiere P. (2001) A theory of
organizational knowledge creation:
Understanding the dynamic process
of creating knowledge. Chapter 22 in
Dierkes M. et al., eds., Handbook of
organizational learning and
knowledge. Oxford University Press,
491-517. 27 p.
Sub-review 4.2 How theoretically
advanced is this “theory of organizational
knowledge creation” as SECI, Ba,
knowledge assets, OKC process
management, and organizing, by your
assessment? Why so highly or less
advanced?
4.3 McDermott, R. and Archibald, D.
(2010) Harnessing your staff’s
informal networks. Harvard Business
Review, vol. 88, March, 83-89. 7 p.
Sub-review 4.3 Do please choose one or
more focal contexts of your own from
among contexts embedded within capital
(including construction and real estate)
investment markets. How would you
further apply (or tailor or adapt) the
concept and organizing principle (e.g.
Fluor) of communities of practice in your
focal context(s)? You may choose also
McDermott and Archibald’s (2010)
context(s).
Do please reply to each of 3 questions herein:
Sub-review 4.1
Sub-review 4.2
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
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Sub-review 4.3
ALTERNATIVE REVIEW OF SCHOOL 5:
ORGANIZATION-BASED BM
Reference files
Questions for reviewing
5.1 Bartlett, C. A. and Ghoshal, S.
(1998, 2002) Managing across
borders - the transnational solution.
Ch. 4. Century Business, 57-71. 15
p.
Sub-review 5.1 What founding, insightful
role does the transnational solution
(Tables 4.2-4.3) occupy within this
organization-based BM school and in
particular with MNCs’ contexts, by your
assessment?
Why the highly or less significant one?
5.2 Fourne, S. P. L., Jansen, J. J. P.
and Mom, T. J. M. (2014) Strategic
agility in MNEs. California
Management Review, Vol. 56,
Spring, 13-38. 25 p.
Sub-review 5.2 In which area(s) and for
which focal context(s) would you further
advance and apply Strategic Agility in
terms of drivers, a meta-capability, and
three dynamic capabilities (Fig. 1 and
Table 1) in the future? Why this/these,
respectively? You may choose contexts
that are outside or inside capital (incl.
construction and real estate) investment
markets.
5.3 Wikström, K., Artto, K., Kujala, J.,
and Söderlund, J. (2010) Business
models in project business.
International Journal of Project
Management, Vol. 28, 832-841. 10 p.
Sub-review 5.3 Do please choose one or
more focal contexts of your own from
among contexts embedded within capital
(including construction and real estate)
investment markets. How would you
further apply (or tailor or adapt) the five
elements (Table 2) and the categories I,
II, and III (Table 3) of business models to
your focal context(s)? You may choose
also Wikström et al.’s (2010) context(s).
Do please reply to each of 3 questions herein:
Sub-review 5.1
Sub-review 5.2
Sub-review 5.3
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
9
ALTERNATIVE REVIEW OF SCHOOL 6:
PROCESS-BASED BM
Reference files
Questions for reviewing
6.1A Johanson, J. and Vahlne, J.-E.
(1977) The internationalization
process of the firm – A model of
knowledge. Journal of International
Business Studies, Vol. 8, Spring, 2332. 12 p.
6.1B Johanson, J. and Vahlne, J.-E.
(2009) The Uppsala
internationalization process model
revisited. Journal of International
Business Studies, Vol. 40, 14111431. 20 p.
6.2 Hatten, K. J. and Rosenthal, S.
R. (1999) Managing the processcentred enterprise. Long Range
Planning 32(3), 293-310. 17 p.
Sub-review 6.1 How theoretically
advanced is this internationalization
process sub-school based on the 1977
model and mechanism (Fig. 1) and the
2009 business network
internationalization process model (Fig.
2), by your assessment? Why so highly
or less advanced?
Sub-review 6.2 By which elements and
for which focal context(s) would you
theoretically advance Enterprise Model
(Figures 1-4) in the future? Why these
elements and contexts? You may
choose contexts that are outside or
inside capital (incl. construction and real
estate) investment markets.
6.3 Salonen, A., Gabrielsson, M.,
Sub-review 6.3 Do please choose one or
and Al-Obaidi, Z. (2006) Systems
more focal contexts of your own from
sales as a competitive response to
among contexts embedded within capital
the Asian challenge: Case of a global (including construction and real estate)
ship power supplier. Industrial
investment markets. (i) Which elements
Marketing Management, Vol. 35,
of the systems and process models
740-750. 11 p.
(Figures 1-3) are the most useful (or
effective or applicable) ones to managing
a business with your focal context and
(ii) how would you further apply (or tailor
or adapt) these elements to this end?
You may choose also Salonen et al.’s
(2006) context(s).
Do please reply to each of 3 questions herein:
Sub-review 6.1
Sub-review 6.2
Sub-review 6.3
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
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ALTERNATIVE REVIEW OF SCHOOL 7:
DYNAMISM-BASED BM
Reference files
7.1A Prahalad, C. K. and Hamel, G.
(1990) The core competence of the
corporation. Harvard Business
Review, Vol. 68, May-June, 79-91.
13 p.
7.1B Hamel, G. and Välikangas, L.
(2003) The quest for resilience.
Harvard Business Review, Vol. 82,
September, 52-63. 12 p.
7.2 Storbacka, K. (2011) A solution
business model: Capabilities and
management practices for integrated
solutions. Industrial Marketing
Management, Vol. 40, 699-711. 12 p.
Questions for reviewing
Sub-review 7.1 How theoretically
advanced is this dynamism-based subschool based on the 1990 core
competence (Fig. 1) and the 2003
resilience capacity as one of innovation
forms (p. 55) with the anticipation of
business strategies decaying in 4 ways,
by your assessment? Why so highly or
less advanced?
Sub-review 7.2 By which elements and
for which focal context(s) would you
theoretically advance the solution
business framework (Fig. 1) with the
enabling capabilities and management
practices (Table 2) in the future? Why
these elements and contexts? You may
choose contexts that are outside or
inside capital (incl. construction and real
estate) investment markets.
7.3 Lampel, J. (2001) The core
Sub-review 7.3 Do please choose one or
competencies of effective project
more focal contexts of your own from
execution: The challenge of diversity. among contexts embedded within capital
International Journal of Project
(including construction and real estate)
Management, Vol. 19, 471-483. 13 p. investment markets. (i) Which elements
and characteristics of a firm’s core
processes and competencies (Fig. 1),
EPC competencies (Table 1), and
strategies of EPC firms (Table 2) are the
most useful (or effective or applicable)
ones to managing a business with your
focal context and (ii) how would you
further apply (or tailor or adapt) these
elements to this end? You may choose
also Lampel’s (2001) context(s).
Do please reply to each of 3 questions herein:
Sub-review 7.1
Sub-review 7.2
Sub-review 7.3
Aalto ENG Rak-63.3320 Strategies in ICB
Student-specific reviewing form
11
ALTERNATIVE REVIEW OF SCHOOL 8:
EVOLUTIONARY BM
Reference files
8.1 Burgelman, R. (2014) Built to
become: Corporate longevity and
strategic leadership. Stanford
University. Working Paper Series #
3115. 40 p.
Questions for reviewing
Sub-review 8.1 How theoretically
advanced are the strategy diamond
framework (Appendix 2) and the strategic
leadership framework for examining and
explaining corporate becoming as well as
involving the key tasks and the 4 element
of a company’s strategic leadership
capability (e.g. internal ecology strategymaking (Appendix 3), by your
assessment? Why so highly or less
advanced?
8.2A Teece, D. J., Pisano, G. and
Sub-review 8.2 Along which
Shuen, A. (1997) Dynamic
dimension(s) and for which focal
capabilities and strategic
context(s) would you further advance
management. Strategic Management and apply the 1990/ 1997 dynamic
Journal, Vol. 18, No. 7, 509-533. 25
capabilities framework (pp. 515-526; the
p.
4th paradigm in Table 1) and IBM’s
8.2B Harreld, J. B., O’Reilly III, C. A. dynamic capabilities (pp. 33-41) in the
and Tushman, M. L. (2007) Dyn-amic future? Why this/these, respectively?
capabilities at IBM: Driving strategy
You may choose contexts that are
into action. California Management
outside or inside capital (incl.
Review, Vol. 49, No. 4, 21-43. 23 p.
construction and real estate) investment
markets.
8.3 Gebauer, H. (2011) Exploring the Sub-review 8.3 Do please choose one or
contribution of management
more focal contexts of your own from
innovation to the evolution of
among contexts embedded within capital
dynamic capabilities. Industrial
(including construction and real estate)
Marketing Management, Vol. 40,
investment markets. How would you
1238-1250. 13 p.
further apply (or tailor or adapt) the parts
of the conceptual framework (Fig. 1) and
management innovations facilitating the
sensing, seizing, and reconfiguration
(Tables 3-4) to focal context(s)? You
may choose Gebauer’s (2011)
context(s).
Do please reply to each of 3 questions herein:
Sub-review 8.1
Sub-review 8.2
Sub-review 8.3