Durham University Business School
UNDERGRADUATE PROGRAMME
3H: STRATEGY & INTERNATIONAL BUSINESS
Detailed Reading and Case Study List
Programme for Michaelmas Term 2001/2002
These details should be read in conjunction with the Timetable, Course Outline and Main
Reading List.
1.
The Elements of Strategy - Churchill Tableware (Video Case Study)
J Harvey-Jones & A Masey "Troubleshooter" Ch 6
2.
The Elements of Strategy - Models and Frameworks
G Johnson & K Scholes
"Exploring Corporate Strategy" Ch 1
S Cummings
"The First Strategists" (DeWM Ch 1)
A Hax
"Defining the Concept of Strategy" (DeWM Ch 1)
K Ohmae
"The Mind of the Strategist" (DeWM Ch 2)
S Miller
"The Nature of Strategic Management" (LF)
3.
Strategy Process - Analysing the External Environment: European Brewing
Industry (Case Study)
G Johnson & K Scholes
Ch 3
Please prepare the following case questions for class discussion (J & S pp 582-606):
1. What are the principal trends in the European brewing industry?
2. What are the main factors influencing the nature of competition within the
European brewing industry? Are the factors the same across all countries?
3. How have the different brewing companies chosen to compete within the
industry?
4.
Strategy Process - Analysing the External Environment: European Brewing
Industry (Case Study) cont.
M E Porter
"How Competitive Forces Shape Strategy
(MQG Ch 3 & LF)
5.
Industry Studies – Group Presentations
Preparation - working your tutorial group, select an industry and use relevant tools
and frameworks to prepare a detailed analysis of the main trends and influences upon
competition within it. Then prepare a PowerPoint presentation of this analysis to be
given to the class during this session. Computer presentation facilities will be
available and your presentation should last no more than 10 minutes. Not all
members of the group need to present your material but all should be equally involved
across the process as a whole.
6.
Strategy Process - Analysing the Capabilities of the Organisation
G Johnson & K Scholes
Ch 4, Ch 10 sections 10.1 & 10.2
R Hall
"The Strategic Analysis of Intangible Resources" (LF)
R Hall
"A framework linking intangible resources and
capabilities to sustainable competitive advantage" (LF)
R Hall
"A framework for identifying intangible sources of
sustainable competitive advantage" (LF)
G Stalk, P Evans &
“Competing on capabilities” (DeWM Ch 5)
L Shulman
G Hamel & C K Prahalad
"Strategy as Stretch & Leverage" (LF)
7.
Brasseries Kronenbourg (Case Study)
Please prepare the following case questions for class discussion (J & S p 607-621)
1.
Using relevant tools of analysis, to assess the strategic capabilities of
Brasseries Kronenbourg. What are the major resources and competences that
contribute to these capabilities?
8.
Strategy Content -Positioning Approach and Resource-Based Approaches
G Johnson & K Scholes
Ch 6 section 6.3
M E Porter
"Competitive Strategy" (DeWM Ch 5)
M E Porter
"Competitive Advantage" Chs 1, 2, 3 & 4
R M Grant
“The Resource-based Theory of Competitive
Advantage: Implications for Strategy Formulation (LF)
M E Porter
"Towards a Dynamic Theory of Strategy" (LF)
M E Porter
“What is strategy?” (LF)
G Hamel
“Strategy as revolution” (LF)
G Johnson & K Scholes
Ch 8
9.
The Brewery Group Denmark (Case Study & Video)
Please prepare the following case questions for class discussion (J & S 622-632)
1. Outline and assess the strategy followed by the Brewery Group Denmark. How
has the company chosen to position itself against its competitors?
2. What are the strategic capabilities of both the Brewery Group Denmark and
Brasseries Kronenbourg and to what extent are they unique to each company?
10.
Corporate Strategy - Directions of Development
G Johnson & K Scholes
Ch 7 sections 7.1 - 7.2
H Mintzberg
"The Diversified Organization" (MQG Ch 10)
11.
Coppella (Video Case Study)
J Harvey-Jones & A Masey "Troubleshooter" Ch 2
12.
Corporate Strategy - Methods of Development
G Johnson & K Scholes
Ch 7 sections 7.3
J Kay
"Foundations of Corporate Success" Ch 3, 4 & 10
M Sirower
“The Synergy Trap” (DeWM Ch 6)
G Hamel, Y Doz &
"Collaborate with your competitors - and win"
C K Prahalad
(DeWM Ch 7)
Stephen Preece
“Incorporating International Strategic Alliances into
G Lorenzoni &
C Baden-Fuller
T Sasaki
F Contractor & P Lorange
13.
Overall Firm Strategy” (DeWM Ch 7)
“Creating a Strategic Centre to Manage a Web of
Partners” (DeWM Ch 7)
"What the Japanese have learnt from strategic
alliances" (LF)
“Why should firms co-operate?” (LF)
The Rover/Honda Alliance & The BMW Acquisition of the Rover Group
(Case Studies)
Please prepare the following case questions for class discussion (J & S pp 725-745)
1. Outline the stages of the alliance between Rover and Honda as it developed over
the years 1978 to 1990. What did both companies hope to achieve from the
alliance and were they successful?
2. Assess the acquisition of Rover by BMW. Did it make strategic sense to both
companies?
3. Using both cases, discuss the proposition that “Strategic alliances will not survive
in the long term if they are simply seen as ways of ‘blocking gaps’ in an
organisation’s resources or competences.”
14.
Corporate Strategy - Approaches to Achieving Synergy
G Johnson & K Scholes
Ch 3 section 3.5.4; Ch 4 sections 4.3.5 & 4.5;
Ch 6 sections 6.4.1 - 6.4.3
B D Henderson
"The Product Portfolio" (MQG Ch 10)
B Hedley
“Strategy and the Business Portfolio” (DeWM Ch 6)
M E Porter
"From Competitive Advantage to Corporate Strategy"
(MQG Ch 10 & LF)
M E Porter
"Competitive Advantage" Chs 9-12
C K Prahalad & G Hamel
"The Core Competence of the Corporation"
(LF & DeWM Ch 6)
15.
Nokia: the Consumer Electronics Business (Case Study)
Please prepare the following case questions for class discussion (J & S pp 807-826).
1. Outline and assess the development of Nokia’s strategy for the consumer
electronics business from the mid-1970s to 1992.
2. Analyse the problems faced by Nokia within the consumer electronics business
during the late 1980s and early 1990s. To what extent were the difficulties a
reflection of problems typically encountered by companies who attempt to grow
through acquisitions?
3. Outline and explain the restructuring of the Nokia Group from 1992 to 1996. In
particular, assess the reasons behind Nokia’s withdrawal from the consumer
electronics business.
16.
Corporate Strategy - Management Styles & Parenting
G Johnson & K Scholes
Ch 6 sections 6.4.4 - 6.4.5; Ch 9 section 9.4
A Campbell & M Goold
"Adding Value from Corporate Headquarters"
(DeWM Ch 6)
M Goold & A Campbell
M Goold, A Campbell
& K Luchs
M Goold, A Campbell
& K Luchs
A Campbell, M Goold &
M Alexander
M Goold & A Campbell
17.
"Strategies & Styles: The Role of the Centre in
Managing Diversified Corporations" Chs 2, 3 & 12
"Strategies & Styles Revisited: 'Strategic Control' Is it Tenable?" (LF)
"Strategies & Styles Revisited: Strategic Planning &
Financial Control" (LF)
“The Value of the Parent Company” (DeWM Ch 6)
"From Corporate Strategy to Parenting Advantage" (LF)
Burmah Castrol Chemicals Group (Case Study & Video)
Preparation – as usual, work within your tutorial group on the analysis of this case
study. In addition prepare a formal PowerPoint presentation (maximum 5 minutes)
to address the questions below as if your group was proposing one of the “Views”
mentioned in the case study to Mike Dearden as follows:
 Tutorial Groups A & D – View One
 Tutorial Groups B & E – View Two
 Tutorial Groups C & F – View Three
Case study questions for class discussion and presentations (J & S pp 935-958):
1. What are the key resources and competences of the Burmah Castrol
Chemicals Group.
2. Outline and assess the role that the Group centre could play in enhancing
the strategies of the business units according to the “View” indicated
above.
3. What would be the implications of this “View” for the future strategies to
be followed by the Group?
4. What would be your recommendations to Mike Dearden following the
executive debate?
18.
Corporate Strategy - An Integrative Framework & Burmah Castrol Chemicals
Group (Case Study cont.)
A Campbell & M Goold
“Corporate level strategy” in V Ambrosini, G
Johnson & K Scholes, Exploring Techniques of
Analysis and Evaluation in Strategic Management,
Prentice Hall, 1998 pp 245-265 (LF)
Key to References
LF J&SDeWM MQG
Library Files or Reserve Collection
G Johnson & K Scholes
B De Wit & R Meyer
H Mintzberg, J B Quinn & S Ghoshal