WHAT IS STRATEGY?
Rumelt, R. P. 1974. Diversification: Strategy, Structure and Economic Performance;Mintzberg, H. 1978.Patterns in strategy formation;Rumelt,
R. P. 1984. Towards a strategic theory of the firm;Porter, M. E. 1985. Competitive Advantage: Creating and Sustaining Superior Performance;
Porter, M. E. 1987. From competitive advantage to corporate strategy;Mintzberg, H. 1987. Crafting strategy;Nelson, R. R. 1991. Why do firms
differ, and how does it matter; Rumelt et al.1994. Fundamental issues in strategy;Porter, M. E. 1991. Towards a dynamic theory of strategy;
Porter, M. E. 1996. What is strategy? Barnett.Burgelman.1996. Evolutionary perspectives on strategy;Hoskisson.Hitt et al.1999. Theory and
research in strategic management: Swings of a pendulum; Lovas.Ghoshal.2000. Strategy as guided evolution;Powell, T. C. 2001. Competitive
advantage: Logical and philosophical considerations;Liedtka, J. M. 2001. Strategy formulation: The roles of conversation and design; Dess.
Lumpkin.2001. Emerging issues in strategy process research; Durand, R. 2002. Competitive advantages exist: A critique of Powell; Powell.
2002. The philosophy of strategy: Response to Durand; Hitt, M. A., Boyd, B. K., & Li, D. 2004. The State of Strategic Management Research
and a Vision of the Future. Research Methodology in Strategy and Management; Boyd.Gove.Hitt.2005. Construct measurement in strategic
mgmt research: Illusion or reality?
IO ECONOMICS
Simon, H. A. 1945. Administrative Behavior: Satisficing &Bounded Rationality;Bain, J. S. 1956. Barriers to New Competition, Their Character
and Consequences...;Chandler, A. D. 1962. Strategy then Structure: The History of the American Industrial Enterprise; Bain, J. S. 1968.
Industrial Org: Structure, Conduct, Performance; Demsetz, H. 1973. Industry structure, market rivalry monopoly, and public policy.JLE; Porter,
M. E. 1981. The contributions of I/O to Strat Mgmt; Rumelt.Schendel.Teece.1991. Strat mgmt and econ; McWilliams.Smart.1993. Efficiency
vs. S-C-P: Implications for strategy research and practice
CONTINGENCY THEORY
Thompson.1967. Org in action: technology and interdependence;Lawrence.Lorsch.1968. Orgs and environments: fit and performance;
Blau.1970. Formal theory of differentiation in orgs: size and differentiation; Child, J. 1972. Environment and performance: The necessary role of
strategic choice; Woodward, J. 1977. Management and technology; Perrow, C. 1977. Org analysis: Bureaucratic efficiency vs flexibility;
Burns.1977. Mechanistic and organismic structures; Miles.Snow.1978. Org Strategy, Structure and Process; Pfeffer.Salancik.1978. The
External Control of Orgs;Rousseau.1979. Assessment of technology in orgs: Closed versus open systems; Beyer.Trice.1979. Re-Examination
of the Relations between Size and Various Components of Org Complexity; Starbuck.1981. A trip to view the elephants and rattlesnakes in the
Garden of Aston; Pugh.1981. Rejoinder to Starbuck; Pugh, D.S. 1981.The Aston Program perspective: orgal, group and individual analysis;
Mintzberg.1981. Org design: Fashion or fit, structure from situation; Schoonhoven. 1981. Problems with contingency theory: Testing
assumptions w/i the language…Fry.1982. Technology-structure research: Three critical issues: conception, perception, & dimension; Pfeffer.
1982.Orgs and OT; Miller.1983. The correlates of entrepreneurship in three types of firms; Gooding.Wagner.1985. A meta-analytic review of
the relationship between size and performance: Moderation effect of productivity and efficiency of orgs and their subunits; Pfeffer.1988. A
resource dependence perspective on intercorporate relations; Pennings.1992. Structural contingency theory: A reappraisal of contingency &
congruence; Scott.1992. Orgs: Rational, Natural, and Open Systems; Birkinshaw.Nobel.Ridderstrale. 2002.Knowledge as a contingency
variable: Do the Characteristics of Knowledge Predict Org Structure?
POPULATION ECOLOGY
Hannan.Freeman.1981.The population ecology of orgs. Hannan.Freeman.1984. Structural inertia and orgal change;Carroll.1984. Orgal
ecology.Carroll.1984.The specialist strategy.CaMgmtRev;Astley.1985.The two ecologies: Population and community perspectives on org
evolution;Carroll.1985.Concentration and specialization: Dynamics of niche width in pops. of orgs;Carroll.Hannan.1989.Density depn in the
evolution of pops. of newspaper orgs; Hannan.Freeman. 1989. Org Ecology. Singh.1990.Org ecology: Hannan and Freeman Singh.Lumsden.
1990.Theory and research in org ecology;Hannan.Barron.Carroll.1991.On the interpretation of density dependence in rates of org mortality;
Kelly.Amburgey.1991.Org inertia and momentum: A dynamic model of strategic change; Amburgey.Kelly.Barnett.1993. Resetting the clock:
The dynamics of org change and failure; Carroll.1993. A sociological view on why firms differ; Baum.Singh.1994. Evolutionary Dynamics of
Orgs; Hannan et al, 1995. Org evolution in a multinational context: Entries of automobile manufacturers in Belgium, Britain, France, Germany,
and Italy; Barnett.Carroll.1995.Modeling internal org change; Baum.1996.Org ecology; Ingram.Baum.1997.Oppty and constraint: Org learning
from operating and competitive experience of industries; Ruefli.1997. Assessing org fitness on a dynamic landscape: An empirical test of the
relative inertia thesis; Henderson.1999.Firm strategy and age dependence: A contingent view of the liabilities of newness, adolescence, and
obsolescence; Carroll.Swaminathan.2000. Why the microbrewery movement? Org dynamics of resource partitioning in the US brewing
industry; Ruefli.2000. The emergence of orgal forms: A community ecology approach; Carroll.Dobrev. Swaminathan.2002. Org processes of
resource partitioning;Cattani.Pennings.Wezel.2003. Spatial and temporal heterogeneity in founding patterns; Hannan.Polos.Carroll.2003.
Cascading orgal change; Carroll. Barnett.2004. Org ecology: an introduction; McGahan.2004. How Industries Evolve: Principles for Achieving
and Sustaining Superior Performance; Smith.Cao.2008.An entrepreneurial perspective on the firm-environment relationship
INSTITUTIONAL THEORY
Selznick, P. 1957. Leadership in Administration: A Sociological Interpretation;Meyer.Rowan.1977.Institutionalized orgs: Formal structure as
myth and ceremony;DiMaggio.Powell.1983.The iron cage revisited: Institutional isomorphism and collective rationality in org fields; Zucker.
1987.Institutional theories of org; Mizruchi.Fein.1988.Isomorphism’s link to RDT, networks, and cognition; Covaleski.Dirsmith.1988.
Institutional Power Perspective on the Rise, Social Transformation, & fall of a University Budget Category; Powell.1991. Expanding the Scope
of Institutional Analysis; DiMaggio.Powell.1991. Introduction.The New Institutionalism in Orgal Analysis; Haveman.1993. Follow the leader:
Mimetic isomorphism & entry into new markets;Scott.1995. Institutions and Orgs; Tolbert.Zucker.1996. The institutionalization of institutional
theory;Selznick.1996. Institutionalism Old & New: Legitimacy, mimicry, uncertainty & bounded rationality;Stinchcombe.1997. On the virtues of
the old institutionalism; Haunschild. Miner.1997. Modes of interorgal imitation: The moderating effects of outcome salience and uncertainty;
DiMaggio.1998. Interest and agency in institutional theory; Kostova.Zaheer.1999. Orgal legitimacy under conditions of complexity: The case of
the multinational enterprise; Greenwood.Suddaby.Hinings. 2002.Theorizing change: The role of professional associations in the
transformation of institutionalized fields; Green, S. 2004. A Rhetorical theory of diffusion; Smith.Cao.2008.An entrepreneurial perspective on the
firm-environment relationship
RESOURCE DEPENDENCY
Aldrich.1976. Resource dependence and interorgal relations: size & resource access;Pfeffer.Salancik.1978. The external control of orgs;
Bacharach & Lawler, 1981. Resource dependence btwn orgs; Pfeffer.1982. Orgs and orgal theory;Pfeffer.1988. A resource dependence
perspective on intercorporate relations;Scott.1992. Orgs: Rational, natural and open systems;Carroll.1993. A sociological view on why firms
differ: uncertainty and survival; Hillman. Dalziel.2003. BoD and firm performance: Integrating agency and resource dependence perspectives
PROSPECT THEORY
Kahneman.Tversky.1979. Prospect theory: An analysis of decision under risk;Tversky.Kahneman.1986. Rational choice and the framing of
decisions;March.Shapira.1987. Managerial perspectives on risk and risk taking;Wiseman.Gomez-Mejia.1998.Behavioral agency model of
managerial risk taking using referents;Fiegenbaum.Hart.Schendel.1996. Strategic reference point theory;Bazerman.2006. Judgment in
managerial decision making
TRANSACTIONS COST ECONOMICS
Coase.1937. The Nature of the Firm;Alchian.Demsetz.1972. Production, information costs, and economic org;Williamson.1975. Markets and
Hierarchies: analysis and antitrust implications; Klein.Crawford.Alchian.1978.Vertical integration, appropriable rents, and the competitive
contracting process; Williamson.1979. TCE: Governance of contractual relations;Williamson.Ouchi.1981. The markets and hierarchies
program of research; Williamson.1982. The Economics of Org: The TCE Approach;Williamson.1985.The Economic Institutions of Capitalism:
firms, markets, & relational contracting;Jones.Hill.1988. TCE analysis of strategy-structure choice;Alchian.Woodward.1988. The firm is dead;
Long live the firm. A review of Williamson.1985; Williamson.1991. Asset Specificity & Uncertainty: Markets, Hybrids, or Hierarchies; Hennart.
1993. Explain the swollen middle: Why most transactions are a mix of market & hierarchy;Williamson.1994.TCE and OT;Ghoshal.Moran.1996.
Bad for practice: A critique of the TCT; Jones.1998.Don’t Throw the Baby Out With the Bathwater: A Positive Interpretation of Transaction Cost
Theory;Leiblein.Miller.2003.An empirical examination of transaction- and firm-level influences on the vertical boundaries of the firm; David.
Han.2004. A meta-analysis of the lack of empirical support for TCE ;Robertson.Gatignon.1998. Technology development mode: A transaction
cost conceptualization; Williamson.1999. Strategy Research: Governance and Competence Perspectives
BEHAVIORAL THEORY OF THE FIRM
Selznick, P. 1957. Leadership in Administration: A Sociological Interpretation;Tversky.Kahneman.1974.Judgment under uncertainty: Heuristics
and biases;Slovic.Fischhoff.Lichtenstein.1977.Behavioral decision theory;March.Shapira.1992.Variable risk preferences and the focus of
attention;Sitkin.Weingart.1995. Determinants of risky decision-making behavior: A test of the mediating role of risk perceptions and propensity;
Mezias.Chen.Murphy.2002. Aspiration-level adaptation in an American financial services org: A field study;Short.Palmer.2003.Org perf
referents: An empirical examination of their content and influences internally and externally;Miller.Chen.2004. Variable orgal risk preferences:
Tests of the March- Shapira model;Palmer.Wiseman.1999.Decoupling risk taking from income stream uncertainty: A holistic model of risk.
STRATEGIC DECISION MAKING
Child.1972. Org structure, environment and performance: The role of strategic choice; Mintzberg.Raisinghani.Théorêt.1976.Structure of
unstructured decision processes; Pfeffer.1982. Orgs and Orgal Theory; Schwenk.1984.Cognitive simplification processes in strategic decision
making;Prahalad.Bettis.1986.The dominant logic: A new linkage between diversity and performance;Schwenk.1988.The cognitive perspective
on strategic decision making;Eisenhardt.Bourgeois.1988.Politics of strategic decision-making in high-velocity environments: Toward a
midrange theory; Eisenhardt.1989. Making fast strategic decisions in high-velocity environments; Hitt.Tyler.1991.Strategic decision models:
Integrating different perspectives; Eisenhardt.Zbaracki.1992. Strategic decision making; Schwenk.1995.Strategic decision-making;
Papadakis.Lioukas.Chambers.1998.Strategic decision-making processes: The role of management and context; Eisenhardt.1999. Strategy
as strategic decision making; Dess.Lumpkin.2001.Emerging issues in strategy process research; Liedtka, J. M. 2001. Strategy formulation:
The roles of conversation and design; Nutt.2001.Strategic decision-making; Priem.Cycyota.2001.On strategic judgment; Hayward.Rindova.
Pollock.2004. Believing one's own press: The causes and consequences of CEO celebrity
AGENCY THEORY
Berle.Means.1932.The Modern Corporation and Private Property;Alchian. Demsetz.1972.Production, information costs, and economic
org;Jensen.Meckling.1976.Theory of firm: Managerial behavior, agency costs and ownership structure;Holmstrom.1979. Moral hazard and
observability;Shavell.1979. Risk sharing and incentives in the principal and agent relationship;Fama.1980. Agency problems and the theory of
the firm;Amihud.Lev.1981.Risk reduction as a managerial motive for conglomerate mergers;Holmstrom.1982. Moral hazard in teams; Fama.
Jensen.1983. Separation of ownership and control;Barney.Ouchi.1986. Orgal Economics;Eisenhardt.1989. Agency theory: An assessment
and review; Fama.Jensen.1993.Agency problems and residual claims;Walsh.Kosnik.1993. Corporate raiders and their disciplinary role in the
market for corporate control;Davis.Schoorman.Donaldson.1997. Toward a stewardship theory of management; Lane.Cannella.Lubatkin.
1998.Agency problems as antecedents to unrelated mergers and diversification: Amihud and Lev reconsidered; Lubatkin.Lane.Schulze.
2001.Strategic mgmt model of agency relationships in firm governance; Kogut et al.2002. Agency and institutions: National divergences in
diversification behavior; Dalton.Daily.Certo.2003.Meta-analyses of financial performance and equity: Fusion or confusion?
CORPORATE GOVERNANCE (additional readings)
Walsh.Seward.1990.On the efficiency of internal and external corporate control mechanisms; Johnson.Daily.Ellstrand.1996. Boards of
directors: A review and research agenda; Hitt.Hoskisson.Johnson.Moesel.1996.The market for corporate control and firm innovation;
Dalton.Daily.Ellstrand.Johnson.1998. Meta-analytic reviews of board composition, leadership structure, and financial performance;
Lane.Cannella.Lubatkin.1998. Agency problems as antecedents to unrelated mergers and diversification: Amihud and Lev reconsidered;
Westphal.1999.Collaboration in the boardroom: Behavioral and performance consequences of CEO-board social ties; Coff.1999.When
competitive advantage doesn't lead to performance: The resource-based view and stakeholder bargaining power; Chatterjee.Harrison.
2001.Corporate governance; Coff.2002. Human capital, shared expertise, and the likelihood of impasse in corporate acquisitions; Hoskisson.
Hitt et al.2002. Conflicting voices: The effects of institutional ownership heterogeneity and internal governance on corporate innovation
strategies; Aguilera.Jackson.2003.The cross-national diversity of corporate governance: Dimensions and determinants; Chatterjee.Harrison.
Bergh.2003.Failed takeover attempts, corporate governance and refocusing; Coff.2003. Bidding wars over R&D-intensive firms: Knowledge,
opportunism, and the market for corporate control. Combs.Skill.2003. Managerialist and human capital explanations for key executive pay
premiums: A contingency perspective. Daily.Dalton.Cannella.2003. Introduction to special topic forum: Corporate governance: Decades of
dialogue and data; Dalton.Daily.Certo.Roengpitya.2003. Meta-analyses of financial performance and equity: Fusion or confusion? Hillman.
Dalziel.2003. Boards of directors and firm performance: Integrating agency and resource dependence perspectives; Sanders.Carpenter.
2003.Strategic satisficing? A behavioral-agency theory perspective on stock repurchase program announcements; Shen.2003.The dynamics of
the CEO-board relationship: An evolutionary perspective Sundaramurthy.Lewis.2003. Control and collaboration: Paradoxes of governance.
Coombs.Gilley.2005.Stakeholder Management as a Predictor of CEO Compensation: Main Effects and Interactions with Financial Performance
O'Connor et al.2006. Do CEO stock options prevent or promote fraudulent financial reporting? Arthaud-Day et al.2006. A changing of the
guard: Executive and director turnover following corporate financial restatements; Morrow et al.2007. Creating value in the face of declining
performance: Firm strategies and organizational recovery
TOP MANAGEMENT TEAMS
Barnard.1938. The Functions of the Executive; Lieberson.Connor.1972.Leadership and orgal performance: Study of large corporations; Staw.
Ross.1980. Commitment in an experimenting society: A study of the attribution of leadership from administrative scenarios; Pfeffer.1981. Mgmt
as symbolic action: The creation and maintenance of org; Smircich.Morgan.1982. Leadership: The management of meaning; Miller et al.
1982.Top exec locus of control and its relationship to strategy-making, structure, and environment; Hambrick.Mason.1984. Upper echelons:
The org as a reflection of its top managers; Meindl et al.1985.The romance of leadership; Miller.Toulouse.1986. CEO personality and
corporate strategy and structure in small firms; Conger.Kanungo.1987. Toward a behavioral theory of charismatic leadership in org settings;
Hambrick.Finkelstein.1987.Managerial discretion: A bridge between polar views of org outcomes; Meindl.Ehrlich.1987.The romance of
leadership and the evaluation of org perf; Thomas.1988. Does leadership make a difference to org perf? Hambrick.1989. Putting top mgrs back
in the strategy picture: Introduction; Finkelstein.Hambrick.1990. TMT tenure and org outcomes: The moderating role of mgr discretion;
Finkelstein.1992. Power in TMT: Dimensions, measurement, and validation Wiersema.Bantel.1992.TMT demography and corporate strategic
change; Cannella.Lubatkin.1993. Succession as a sociopolitical process: Internal impediments to outsider selection; Haleblian.
Finkelstein.1993.TMT size, CEO dominance, and firm performance: The moderating roles of environmental turbulence and discretion;
Finkelstein.D'Aveni. 1994.CEO duality as a double-edged sword: How boards of directors balance entrenchment avoidance and unity of
command; Hambrick.1994. Top mgmt groups: A conceptual integration and reconsideration of the "team" label; Zajac.Westphal.1996. Director
reputation, CEO-Board power, and the dynamics of board interlocks; Finkelstein.Hambrick.1996. Strategic Leadership: Top Executives and
Their Effects on Orgs; Hambrick et al.1996.The influence of top management team heterogeneity on firms' competitive moves; Cannella.
Monroe.1997. Contrasting perspectives on strategic leaders: Toward a more realistic view of top managers; Geletkanycz.Hambrick.1997.The
external ties of top executives: Implications for strategic choice and performance; Hayward.Hambrick.1997. Explaining the premiums paid for
large acquisitions: Evidence of CEO hubris; Miller et al.1998. Cognitive diversity among upper-echelon executives: Implications for strategic
decision processes; Finkelstein.Boyd.1998. How much does the CEO matter? The role of managerial discretion in the setting of CEO
compensation; Knight et al.1999. TMT diversity, group process, and strategic consensus; Chattopadhyay et al.1999. Determinants of
executive beliefs: Comparing functional conditioning and social influence; Kilduff et al.2000. TMT diversity and firm performance: Examining the
role of cognitions; Miller.Shamsie.2001.Learning across the life cycle: Experimentation and performance among the Hollywood studio heads;
Cannella. Shen.2001.So close and yet so far: Promotion versus exit for CEO heirs apparent; Carpenter.Fredrickson.2001. TMT, global
strategic posture, and the moderating role of uncertainty; Carpenter.Sanders.Gregersen.2001.Bundling human capital with org context: The
impact of international assignment experience on multinational firm performance and CEO pay; Carpenter.Sanders.2002. TMT compensation:
The missing link between CEO pay and firm performance? Carpenter.Geletkanycz.Sanders.2004. Upper echelons research revisited:
Antecedents, elements, and consequences of TMT composition; Cannella.Holcomb.2005. A multi-level analysis of the upper-echelons model
NETWORK THEORY & SOCIAL CAPITAL
Festinger.1954.A theory of social comparison process; Homans.1958. Social behavior as exchange; Levine.White.1961.Exchange as a
Conceptual Framework for the Study of Interorgal Relationships; Emerson.1962.Power-Dependence Relations; Blau.1964.Social exchange.
Exchange and Power in Social Life; Milgram.S.1967.The Small World Problem; Granovetter.1973.Strength of weak ties; Cook.1977.Exchange
and Power in Networks of Interorg Relations; Coleman.1988.Social capital in the creation of human capital; Coleman.1990.Social institutions
and social theory: Commentary; Miner.Amburgey.Stearns.1990. Interorg linkages and population-dynamics: Buffering and transformational
shields; Burt.1992. Structural holes: the social structure of competition; Larson.1992.Network dyads in entrepreneurial settings: A study of the
governance of exchange relationships; Ibarra.Andrews.1993. Power, social influence, and sense making: Effects of network centrality and
proximity on employee perceptions; Gulati.1995.Social structure and alliance formation patterns: A longitudinal analysis; Burt.1997.The
contingent value of social capital; Walker.Kogut.Shan.1997.Social capital, structural holes and the formation of an industry network; Nahapiet.
Ghoshal.1998. Social Capital, Intellectual Capital, and the Org Advantage; Gulati.Singh.1998.The architecture of cooperation: Managing
coordination costs and appropriation concerns in strategic alliances; Tsai.Ghoshal.1998. Social capital and value creation: The role of intrafirm
networks; Gulati.Gargiulo.1999.Where do interorgal networks come from? Ahuja. 2000.The duality of collaboration: Inducements and
opportunities in the formation of interfirm linkages;Tsai.2000.Social capital, strategic relatedness and the formation of intraorgal linkages;
Adler.Kwon.2002. Social capital: Prospects for a new concept; Kostova.Roth.2003. Social capital in multinational corporations and a micromacro model of its formation; Klienbaum.Tushman.2008.Building bridges: the social structure of interdependent innovation; Rosenkopf.
Schilling.2008.Comparing alliance network structure across industries: Observations & explanations
ORGANIZATIONAL EMBEDDEDNESS
Granovetter.1985.Economic action and social structure: The problem of embeddedness; Oliver.1990. Determinants of interorg relationships:
Integration and future directions; Baum.Oliver.1992.Institutional embeddedness and the dynamics of orgal populations; Oliver.1996.The
institutional embeddedness of economic activity. Amburgey.Dacin.Singh.1996.Learning races, patent races, and capital races: Strategic
interaction and embeddedness within orgal fields; Powell et al.1996. Interorgal collaboration and the locus of innovation: Networks of learning in
biotechnology; Uzzi.1996.The sources and consequences of embeddedness for the economic performance of orgs: The network effect; Uzzi.
1997.Social structure and competition in interfirm networks: The paradox of embeddedness; Rao et al. 2000.Embeddedness, social identity and
mobility: Why leave the NASDAQ and join the New York Stock Exchange; Rowley et al. 2000. Redundant governance structures: An analysis
of structural and relational embeddedness in the steel and semiconductor industries
MULTIMARKET COMPETITION
Karnani.Wernerfelt.1985.Multiple point competition; Bulow et al.1985.Multimarket oligopoly: Strategic substitutes and complements; McGrath
et al.1998. Multimarket maneuvering in uncertain spheres of influence: Resource diversion strategies; Gimeno.1999. Reciprocal threats in
multimarket rivalry: Staking out 'spheres of influence' in the US airline industry; Gimeno.Woo.1999.Multimarket contact, economies of scope,
and firm performance; Haveman.Nonnemaker.2000. Competition in multiple geographic markets: The impact on growth and market entry;
Gimeno.Jeong.2001.Multimarket contact: Meaning and measurement at multiple levels of analysis; Greve.Baum.2001. Introduction: A
multiunit, multimarket world; Korn.Rock.2001. Beyond multimarket contact to mutual forbearance: Pursuit of multimarket strategy; Li.Chuang.
2001. Racing for market share: Hypercompetition and the performance of multiunit-multimarket firms; Audia et al. 2001.Tradeoffs in the org of
production: Multiunit firms, geographic dispersion and orgal learning; Scott.2001.Designing multimarket-contact hypothesis tests: Patent
citations and multimarket contact in the product and innovation markets of the chemicals industry; Stephan.Boeker.2001. Getting to multimarket
competition: How multimarket contact affects firms' market entry decisions; VanWegberg. VanWitteloostuijn.2001.Strat Mgmt in the new
economy: Modern information technologies and multichannel contact strategies; Young.Smith.Grimm.Simon.2000.Multimarket contact and
resource dissimilarity: A competitive dynamics perspective
COMPETITIVE DYNAMICS
Parsons.1937.The Structure of Social Action; Parsons.Shils.1951.Toward a General Theory of Action: Theoretical Foundations for the Social
Sciences; Kamien.Schwartz.1972. Timing of innovations under rivalry; Wernerfelt.Karnani.1987.Competitive strategy under uncertainty;
Oliva.Day.Macmillan.1988.A generic model of competitive dynamics; Smith.Grimm.Chen.Gannon.1989. Predictors of response-time to
competitive strategic actions: Preliminary theory and evidence. Smith.Grimm.1991.A communication -information model of competitive
response timing; Chen.MacMillan.1992.Nonresponse and delayed-response to competitive moves: The roles of competitor dependence and
action irreversibility; Chen.Smith.Grimm.1992. Action characteristics as predictors of competitive responses; Garud.Kumaraswami. 1993.
Changing competitive dynamics in network industries: An exploration of Sun Microsystems Open Systems Strategy; Chen.Miller.1994.
Competitive attack, retaliation and performance: An expectancy-valence framework; Miller.Chen.1994.Sources and consequences of
competitive inertia: A study of the United States airline industry; Chen.Hambrick.1995.Speed, stealth, and selective attack: How small firms
differ from large firms in competitive behavior; Chen. 1996.Competitor analysis and interfirm rivalry: Toward a theoretical integration; Young.
Smith.Grimm.1996. ''Austrian'' and industrial org perspectives on firm-level competitive activity and performance. Miller.Chen.1996.
Nonconformity in competitive repertoires: A sociological view of markets; Miller.Chen.1996.The simplicity of competitive repertoires: An
empirical analysis; Grimm.Smith.1997.Strategy as Action: Industry Rivalry and Coordination; Williams.1998. Renewable Advantage: Crafting
Strategy through Economic Time; Ferrier.Smith.Grimm.1999.The role of competitive action in market share erosion and industry
dethronement: A study of industry leaders and challengers; Lee.Smith.Grimm.Schomburg.2000.Timing, order and durability of new product
advantages with imitation; Ferrier.2001.Navigating the competitive landscape: The drivers and consequences of competitive aggressiveness;
Smith.Ferrier.Ndofor.2001.Competitive dynamics research: Critique and future directions; Phillips.Mason.2001.Collusion in horizontally
connected markets: Multimarket producers as conduits for learning; Chattopadhyay. Glick.Huber.2001.Orgal actions in response to threats
and opportunities; Mathews.2002.A resource-based view of Schumpeterian economic dynamics;Mathews.2003.Competitive dynamics and
economic learning: An extended resource-based view; Ketchen.Snow.Hoover.2004.Research on competitive dynamics: Recent
accomplishments and future challenges; Grimm.Lee.Smith.2006.Strategy as Action: Competitive Dynamics and Competitive Advantage;
Sirmon et al. Forthcoming. Resource management in dyadic competitive rivalry: The effects of resource bundling and deployment
RESOURCE BASED VIEW
Ricardo, D. 1817. Principles of political economy and taxation; Penrose.1959.The Theory and Growth of the Firm ; Demsetz.1973. Industry
structure, market rivalry, and public policy; Lippman.Rumelt.1982.Uncertain imitability: An analysis of interfirm differences in efficiency under
competition; Wernerfelt.1984.A resource-based view of the firm; Rumelt.1984.Towards a strategic theory of the firm; Barney.1986.Strategic
factor markets: Expectations, luck and business strategy; Dierickx.Cool.1989. Asset stock accumulation and sustainability of competitive
advantage; Prahalad.Hamel.1990.The core competence of the corporation; Barney. 1991.Firm resources and sustained competitive
advantage; Castanias.Helfat.1991.Managerial resources and rents; Conner.1991. A historical comparison of resource-based theory and 5
schools of thought within industrial org economics: Do we have a new theory of the firm? Grant.1991.The resource-based theory of competitive
advantage: Implications for strategy formulation; Mahoney.Pandian.1992.The resource based view within the conversation of strategic mgmt;
Amit.Schoemaker.1993. Strategic assets and org rent; Peteraf.1993.The cornerstones of competitive advantage: A resource based view;
Black. Boal.1994. Strategic resources: Traits, configurations and paths to sustainable competitive advantage; Roth.1995. Managing intl
interdependence: CEO characteristics in a resource based framework; Conner.Prahalad. 1996.A resource-based theory of the firm: Knowledge
versus opportunism; Miller.Shamsie.1996.The resource-based view of the firm in two environments: The Hollywood film studios from 1936 to
1965; Moran.Ghoshal.1996. Theories of econ org: the case for realism and balance; Coff.1999.When competitive adv doesn't lead to
performance: The resource-based view and stakeholder bargaining power; Carroll.Swaminathan.2000. Why the microbrewery movement? Org
dynamics of resource partitioning in the US brewing industry Priem.Butler.2001.Is the resource-based "view" a useful perspective for strat
mgmt research; Vicente-Lorente.2001. Specificity and opacity as resource-based determinants of capital structure: Evidence for Spanish
manufacturing firms; Zollo. Winter.2002.Deliberate learning and the evolution of dynamic capabilities; Denrell.Fang. Winter.2003. The
economics of strategic opportunity; Knott.2003. Persistent heterogeneity and sustainable innovation; Lippman.Rumelt.2003. A bargaining
perspective on resource advantage; Lippman.Rumelt.2003.The payments perspective: Micro-foundations of resource analysis; Carroll et
al.2002. Org processes of resource partitioning; McEvily.Chakravarthy.2002.The persistence of knowledge-based advantage: An empirical test
for product perf and technological knowledge; Miller.2003.An asymmetry-based view of advantage: Towards an attainable sustainability;
Mishina.Pollock.Porac.2004.Are more resources always better for growth? Resource stickiness in market and product expansion
DYNAMIC CAPABILITIES
Penrose.1959.The Theory and Growth of the Firm; Nelson.Winter.1982.An Evolutionary Theory of Economic Change; Wernerfelt.1984.A
resource-based view of the firm; Prahalad.Hamel.1990.The core competence of the corporation; Porter, M. E. 1991. Towards a dynamic theory
of strategy; Grant.1991.The resource-based theory of competitive advantage: Implications for strategy formulation; Black. Boal.1994. Strategic
resources: Traits, configurations and paths to sustainable competitive advantage; Lei.Hitt.Bettis.1996.Dynamic core competences through
meta-learning and strategic context; Teece.Pisano.Shuen. 1997. Dynamic capabilities and strategic management; Galunic.Rodan.1998.
Resource recombinations in the firm: Knowledge structures and the potential for Schumpeterian innovation; Eisenhardt.Martin.2000. Dynamic
capabilities: What are they? Priem.Butler.2001.Is the resource-based "view" a useful perspective for strategic management research;
Lichtenstein.Brush. 2001. How do 'resource bundles' develop and change in new ventures? A dynamic model of longitudinal exploration;
Helfat.Peteraf. 2003. The dynamic resource-based view: Capability lifecycles; Makadok.2001.Toward a synthesis of the resource-based and
dynamic-capability views of rent creation; Makadok.2003. Doing the right thing and knowing the right thing to do: Why the whole is greater than
the sum of the parts; Maritan.Brush.2003.Heterogeneity and transferring practices: Implementing flow manufacturing in multiple plants;
Winter.2003.Understanding dynamic capabilities; Peteraf.Bergen.2003. Scanning dynamic competitive landscapes: A market-based and
resource-based framework; Mishina.Pollock.Porac.2004.Are more resources always better for growth? Resource stickiness in market and
product expansion; Sirmon.Hitt.Ireland.2005. Managing firm resources in dynamic environments to create value: Looking inside the black box;
Bingham.Eisenhardt.Furr.2008.What makes a process a capability: heuristics, strategy, and effective capture of oppty; Agarwal et al.2008.
The process of creative construction: Knowledge spillover, entrepreneurship, and econ growth; Smith.Cao.2008.An entrepreneurial perspective
on the firm-environment relationship; Sirmon et al. Forthcoming. Resource management in dyadic competitive rivalry: The effects of resource
bundling and deployment
telecom industry. Holcomb.Holmes.Hitt.2006. Diversification to achieve scale and scope: The strategic implications of resource management
for value creation Hitt.Tihanyi et al.2006. Intl diversification: A review of recent research on antecedents, moderators, and outcomes
KNOWLEDGE BASED VIEW
COOPERATIVE STRATEGIES
Hayek.1945.The use of knowledge in society;Polanyi.1966.The Tacit Dimension; Arrow.1974. General economic equilibrium: Purpose, analytic
techniques, collective choice; Nelson.Winter.1982.An Evolutionary Theory of Economic Change; Winter.1987.Knowledge and competence as
strategic assets; Dierickx.Cool.1989.Asset stock accumulation and sustainability of competitive advantage; Cohen.Levinthal.1990.Absorptive
capacity: A new perspective on learning and innovation; Kogut.Zander.1992. Knowledge of the firm, combinative capabilities, and the
replication of technology; Kogut.Zander.1993. Knowledge of the firm and the evolutionary theory of the multinational corporation; Nonaka.
Takeuchi.1995. The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation; Zander.Kogut.1995.
Knowledge and the speed of the transfer and imitation of making knowledge the basis of a dynamic theory of the firm; Grant.1996.Prospering in
Dynamically-Competitive Environments: Org Capability as Knowledge Integration; Kogut.Zander.1996.What firms do? Coordination, identity,
and learning; Lei.Hitt.Bettis.1996.Dynamic core competences through meta-learning and strategic context; Conner.Prahalad.1996.A resourcebased theory of the firm: Knowledge vs. opportunism; Foss.1996.Knowledge-based approaches to the theory of the firm: Some critical
comments; Grant.1996.Toward a knowledge-based theory of the firm; Spender.1996.Making knowledge the basis of a dynamic theory of the
firm; Spender.Grant.1996. Knowledge and the firm: Overview; Szulanski.1996. Exploring internal stickiness: Impediments to the transfer of
best practice within the firm; Teece.Pisano.Shuen. 1997. Dynamic capabilities and strategic management ;Lane.Lubatkin.1998.Relative
absorptive capacity and interorgal learning; Poppo.Zenger.1998. Testing alternative theories of the firm: Transaction cost, knowledge-based,
and measurement explanations for make-or-buy decisions in information services; Eisenhardt.Martin.2000. Dynamic capabilities: What are
they? Kogut.2000.The Network as Knowledge: Generative Rules and the Emergence of Structure; Gupta.Govindaraja.2000.Knowledge flows
within multinational corporations; Berman.Down.Hill.2002. Tacit knowledge as a source of competitive advantage in the National Basketball
Association; Eisenhardt.Santos.2002.Knowledge-based view: A new theory of strategy? McEvily.Chakravarthy.2002. The persistence of
knowledge-based advantage: An empirical test for product performance and technological knowledge Zahra.George.2002. Absorptive capacity:
A review, reconceptualization, and extension; Knott.2003. Persistent heterogeneity and sustainable innovation
ORGIZATIONAL LEARNING
March.Olsen.1975. Uncertainty of past: Org learning under ambiguity; Nelson.Winter.1982.An Evolutionary Theory of Economic Change;
Freeman.Carroll.Hannan.1983.The liability of newness: Age dependence in orgal death rates; Fiol.Lyles.1985.Org Learning; Levitt.March.
1988.Orgal learning; Cohen.Levinthal.1989.Innovation and learning: two faces of R&D; Cohen.Levinthal.1990. Absorptive capacity: A new
perspective on learning and org; March.1991.Exploration and exploitation in orgal learning; Dosi.Teece.Winter.1992.Toward a theory of
corporate coherence: Preliminary remarks; Lant.Mezias.1992.An orgal learning: Model of convergence and reorientation; Levinthal.March.
1993.Myopia of learning; Pisano.1994. Knowledge, integration, and the locus of learning: An empirical analysis of process development;
Powell.Koput.Smith-Doerr.1996.Interorgal collaboration and the locus of innovation: Networks of learning in biotechnology; Lane.Lubatkin.
1998.Relative absorptive capacity and interorg learning; Baum.Li.Usher.2000. Making the next move: How experiential and vicarious learning
shape the locations of chains' acquisitions; Hitt.Dacin.et al.2000. Partner selection in emerging and developed market contexts: Resourcebased and org learning; Newman.2000. Org transformation during institutional upheaval; Winter.2000.The satisficing principle in capability
learning; Zahra.George.2002. Absorptive capacity: A review, reconceptualization, and extension; Zollo.Winter.2002.Deliberate learning and the
evolution of dynamic capabilities; Crossan.Berdrow.2003.Orgal learning and strategic renewal
PRODUCT DIVERSIFICATION
Panzar.Willig.1977.Economies of scale in multi-output production; Panzar.Willig.1981. Economies of scope; Hoskisson.Hitt.1988. Strategic
control systems and relative R&D investment in large multiproduct firms; Baysinger.Hoskisson.1989.Diversification strategy and R&D intensity
in multiproduct firms; Ramanujam.Varadarajan.1989.Research on corporate diversification: A synthesis; Hoskisson.Hitt.1990.Antecedents
and performance outcomes of diversification: A review and critique of theoretical perspectives; Hill.Hitt.Hoskisson.1992.Cooperative versus
competitive structures in related and unrelated diversified firms; Hitt.Hoskisson.Ireland.1994. A midrange theory of the interactive effects of
international and product diversification on innovation and performance; Lubatkin.Chatterjee.1994.Extending modern portfolio theory into the
domain of corporate diversification: Does it apply; Robins.Wiersema.1995.A resource-based approach to the multibusiness firm: Empirical
analysis of portfolio interrelationships and corporate financial performance; Hitt.Hoskisson.Johnson.Moesel.1996.The market for corporate
control and firm innovation; Markides.Williamson.1996. Corporate diversification and orgal structure: A resource-based view; Hitt.Hoskisson.
Kim.1997.International diversification: Effects on innovation and firm performance in product diversified firms; Stimpert.Duhaime.1997.Seeing
the big picture: The influence of industry, diversification, and business strategy on performance; Delios.Beamish.1999. Geographic scope,
product diversification, and the corporate performance of Japanese firms; Palich.Cardinal.Miller.2000.Curvilinearity in the diversificationperformance linkage: An examination of over three decades of research; Sorenson.2000.Letting the market work for you: An evolutionary
perspective on product strategy; Bergh.2001. Diversification strategy research at a crossroads: Established, emerging and anticipated paths;
Luo.2002.Product diversification in international joint ventures: Performance implications in an emerging market; Eisenmann.2002.The effects
of CEO equity ownership and firm diversification on risk taking; Holcomb.Holmes.Hitt.2006.Diversification to achieve scale and scope: The
strategic implications of resource management for value creation
GEOGRAPHIC DIVERSIFICATION
Hymer.1960.The international operations of national firms; Rugman.1981.Inside the Multinationals: The Economics of International Markets;
Jones.Hill.1988.Transaction cost analysis of strategy-structure choice; Bartlett.Ghoshal.1989.Managing Across Borders: The Transnational
Solution; Hennart.1989.Can the new forms of investment substitute for the old forms: A transaction costs perspective; Hitt.Hoskisson et al.
1996.The market for corporate control and firm innovation; Rivoli.Salorio.1996. Foreign direct investment and investment under uncertainty;
Tallman.Li.1996.Effects of international diversity and product diversity on the performance of multinational firms; Zaheer.Mosakowski.1997.
The dynamics of the liability of foreignness: A global study of survival in financial services; Hitt.Hoskisson.Kim.1997.Intl diversification: Effects
on innovation and firm performance in product diversified firms; Martin et al. 1998. Org evolution in the interorg environment: Incentives and
constraints on international expansion strategy; Barkema.Vermeulen.1998.International expansion through start-up or acquisition: A learning
perspective; Gomes.Ramaswamy.1999. An empirical examination of the form of the relationship between multinationality and performance;
Delios.Beamish.1999.Geographic scope, product diversification, and the corporate performance of Japanese firms; Ghemewat.2001.Distance
still matters: The hard reality of global expansion; Lu.Beamish.2001.The internationalization and performance of SMEs; Denis.Denis.Yost.
2002.Global diversification, industrial diversification, and firm value; Vermeulen.Barkema.2002.Pace, rhythm, and scope: Process dependence
in building a profitable multinational corporation; Wan.Hoskisson.2003.Home country environments, corporate diversification strategies, and
firm performance; Nachum.2003.Liability of foreignness in global competition? Financial service affiliates in the city of London; Eden.Miller.
2004.Distance matters: Liability of foreignness, institutional distance and ownership strategy; Lu.Beamish.2004. International diversification and
firm performance: The S-curve hypothesis; Nachum.Zaheer.2005.The persistence of distance? The impact of technology on MNE motivations
for foreign investment; Gimeno.Hoskisson et al.2005. Explaining the clustering of international expansion moves: A critical test in the U.S.
MERGERS AND ACQUISITIONS
Harrison.Hitt.Hoskisson.Ireland.1991.Synergies and post-acquisition performance: Differences versus similarities in resource allocations;
Lei.Hitt.1995.Strategic restructuring and outsourcing: The effect of mergers and acquisitions and LBOs on building firm skills and capabilities;
Hitt.Hoskisson.Johnson.Moesel.1996.The market for corporate control and firm innovation; Pablo.Sitkin.Jemison.1996.Acquisition decisionmaking processes: The central role of risk; Hayward.Hambrick.1997.Explaining the premiums paid for large acquisitions: Evidence of CEO
hubris; Barkema.Vermeulen.1998.International expansion through start-up or acquisition: A learning perspective; Haleblian.Finkelstein.
1999.The influence of orgal acquisition experience on acquisition performance: A behavioral learning perspective; Hitt.Harrison.Ireland.2001.
Mergers and Acquisitions: Creating Value for Stakeholders; Hitt.Ireland.Harrison.2001.Mergers and acquisitions: A value creating or value
destroying strategy?; Vermeulen.Barkema.2001.Learning through acquisitions; Capron.Pistre.2002.When do acquirers earn abnormal
returns?; Coff.2002.Human capital, shared expertise, and the likelihood of impasse in corporate acquisitions; Hayward. 2002.When do firms
learn from their acquisition experience? Evidence from 1990-1995; Seth.Song.Pettit.2002. Value creation and destruction in cross-border
acquisitions: An empirical analysis of foreign acquisitions of US firms; Coff.2003.Bidding wars over R&D-intensive firms: Knowledge,
opportunism, and the market for corporate control
Miner.Amburgey.Stearns.1990.Interorgal linkages and population-dynamics: Buffering and transformational shields; Oliver.1990.Determinants
of interorgal relationships: Integration and future directions; Baum.Oliver.1991.Institutional linkages and orgal mortality; Gulati.1995.Social
structure and alliance formation patterns: A longitudinal analysis; Uzzi. 1997.Social structure and competition in interfirm networks: The paradox
of embeddedness; Dyer.Singh.1998.The relational view: Cooperative strategy and sources of interorgal competitive advantage;Das.Sen.
Sengupta.1998. Impact of strategic alliances on firm valuation; Das.Teng.1998.Between trust and control: Developing confidence in partner
cooperation in alliances; Das.Teng.1998.Resource and risk management in the strategic alliance making process; Das.Teng.2000.A resourcebased theory of strategic alliances; Das.Teng.2000.Instabilities of strategic alliances: An internal tensions perspective; Tsai.2000. Social capital,
strategic relatedness and the formation of intraorgal linkages; Inkpen.2001.Strategic alliances; Ireland.Hitt.Vaidyanath. 2002. Alliance mgmt as
a source of competitive advantage; Johnson.Korsgaard.Sapienza.2002.Perceived fairness, decision control, and commitment in international
joint venture management teams; Kale.Dyer.Singh.2002.Alliance capability, stock market response, and long-term alliance success: The role of
the alliance function; Koka.Prescott.2002.Strategic alliances as social capital: A multidimensional view; Luo.2002. Building trust in cross
cultural collaborations: Toward a contingency perspective; Luo.2002.Contract, cooperation, and performance in international joint ventures;
Poppo.Zenger.2002.Do formal contracts and relational governance function as substitutes or complements? Robins.Tallman.FladmoeLindquist.2002. Autonomy and dependence of international cooperative ventures: An exploration of the strat perf of US ventures in Mexico;
Ketchen.Ireland.Snow.2008.Strat Entrepreneurship, collaborative innovation, & wealth creation; Rosenkopf.Schilling.2008.Comparing
alliance network structure across industries: Observations & explanations
INTERNATIONAL COOPERATIVE STRATEGIES
Lecraw.1984.Bargaining power, ownership, and profitability of trans-national corporations in developing countries;
Hamel.Doz.Prahalad.1989.Collaborate with your competitors and win; Geringer.Hebert.1989. Control and Performance of International Joint
Ventures; Hamel.1991. Competition for competence and inter-partner learning within international strategic alliances; Parkhe.1991. Interfirm
Diversity, Orgal Learning and Longevity in Global Strategic Alliances; Gomes-Casseres.1994. Group versus group: How alliance networks
compete; Yan.Gray.1994.Bargaining power, management control, and performance in United States-China joint ventures: A comparative case
study; Peng.Heath.1996.The growth of the firm in planned economies in transition: Institutions, orgs, and strategic choice; Madhok.1996.
Revisiting multinational firms tolerance for joint ventures; Boisot.Child1996. From fiefs to clans and network capitalism: Explaining China’s
emerging economic order; Barkema.Shenkar.Vermeulen.Bell.1997.Working abroad, working with others: How firms learn to operate
international joint ventures; Dacin.Hitt.Levitas.1997.Selecting partners for successful international alliances: Examination of US and Korean
firms; Inkpen.Beamish.1997.Knowledge, bargaining power, and the instability of international joint venture; Lyles.Salk.1997. Knowledge
acquisition from foreign parents in international joint ventures: an empirical examination in the Hungarian context; Barkema.Vermeulen.
1998.International expansion through start-up or acquisition: A learning perspective; Guillén.2000. Business groups in emerging economies: A
resource-based view; Khanna.Palepu.2000.The future of business groups in emerging markets: Long run evidence from Chile; Hitt.Dacin et
al.2000. Partner selection in emerging and developed market contexts: Resource-based and orgal learning perspectives; Peng.Luo.2000.
Managerial ties and firm performance in a transition economy: The nature of a micro-macro link; Khanna.Rivkin.2001. Estimating the perf
effects of business groups in emerging markets;Lane.Salk.Lyles.2001.Absorptive capacity, learning, and performance in international joint
ventures; Westney. Zaheer.2001.The multinational enterprise as an org; Park.Luo.2001. Guanxi and org dynamics: Org networking in Chinese
firms; Contractor.Lorange.2002.The growth of alliances in the knowledge-based economy; Luo.2002.Product diversification in international
joint ventures: Performance implications in an emerging market; Robins.Tallman.Fladmoe-Lindquist.2002. Autonomy and dependence of
international cooperative ventures: An exploration of the strategic performance of US ventures in Mexico; Tsang.2002.Acquiring knowledge by
foreign partners from international joint ventures in a transition economy: Learning-by-doing and learning myopia; Vermeulen.Barkema.2002.
Pace, rhythm, and scope: Process dependence in building a profitable multinational corporation; Guillén.2002. Structural inertia, imitation, and
foreign expansion: South Korean firms and business groups in China, 1987-1995; Zeng.2003. Managing the cooperative dilemma of joint
ventures: The role of structural factors; Oxley.Sampson.2004.The scope and governance of international R&D alliances; Choi.Beamish.2004.
Split management control and international joint venture performance; Mahmood.Mitchell.2004. Two faces: Effects of business groups on
innovationin emerging economies; Simonin.2004.An empirical investigation of the process of knowledge transfer in intl strategic alliances;
Steensma.Tihanyi et al.2005.The evolving value of foreign partnerships in transitioning economies; Chacar.Vissa.2005. Are emerging
economies less efficient? Performance persistence and the impact of business group affiliation; Douma et al.2006. Foreign and domestic
ownership, business groups, and firm performance: Evidence from a large emerging market; Steensma et al.2008. The evolution and
internalization of international joint ventures in a transitioning economy
INTERNATIONALIZATION / FDI THEORY
Aharoni.1966.The foreign investment decision process; Vernon.1966. International investment and international trade in the product life cycle;
Kindleberger.1969. American business abroad; Knickerbocker.1974. Oligopolistic reaction and multinational enterprise; Hymer.1976.The
international operations of national firms; Buckley.Casson.1976.2003.The Future of the Multinational Enterprise; Johanson.Vahlne.1977.The
internationalization process of the firm: A model of knowledge development and increasing market commitments; Hennart.1982.A Theory of
Multinational Enterprise; Levitt.1983.The globalization of markets; Prahalad.Hamel.1990.The core competence of the corporation; Melin.1992.
Internationalization as a strategy process; Oviatt.McDougall.1994.Toward a theory of international new ventures; Ohmae.1995. Putting global
logic first; Buckley.Ghauri.1999.The Internationalization of the Firm; Ghemewat.2003. Semiglobalization and international business strategy;
Verbeke.2003.The evolutionary view of the MNE and the future of internalization theory; Zhao.Luo.Suh.2004.Transaction cost determinants
and ownership-based entry mode choice: a meta-analytical review; Jones.Khanna.2006. Brining history (back) into IB; Barkema.Drogendijk.
2007. Internationalising in small, incremental or larger steps? Cuervo-Cazurra et al.2007. Causes of the difficulties in internationalization
MNE THEORY
Dunning.1977.Trade, location, and economic activity and the MNC: A search for an eclectic approach; Johanson.Vahlne.1977.The
internationalization process of the firm: A model of knowledge development and increasing market commitments; Hennart.1982.A Theory of
Multinational Enterprise; Bartlett.Ghoshal.1989.Managing Across Borders: The Transnational Solution; Itaki.1991.A critical assessment of the
eclectic theory of the multinational enterprise; Kogut.Zander.1993.2003.Knowledge of the firm and the evolutionary theory of the multinational
corporation; Dunning.1995. Reappraising the Eclectic Paradigm in an Age of Alliance Capitalism; Caves.1996. Multinational enterprise and
economic analysis; Murtha.Lenway.Bagozzi.1998.Global mind-sets and cognitive shift in a complex multinational corporation; Hoskisson.
Eden.Lau.Wright.2000.Strategy in emerging economies; Dunning.2001.The key literature in IB activities: 1960-2000; Hennart.2001.Theories
of the multinational enterprise; Rugman. Verbeke.2001.Location, competitiveness, and the multinational enterprise; Tallman.2001.Global
strategic management; Tallman.Yip.2001.Strategy and the multinational enterprise; Westney.Zaheer.2001.The multinational enterprise as an
org; Rugman.Verbeke.2003.Extending the theory of the multinational enterprise: Internalization and strategic management; Martin.Salomon.
2003.Tacitness, learning, and international expansion: A study of foreign direct investment in a knowledge-intensive industry; Peng.2003.
Institutional transitions and strategic choices; Buckley.Ghauri.2004.Globalisation, economic geography and the strategy of multinational
enterprise perspectives; Rugman.Verbeke.2004.A perspective on regional and global strategies of multinational enterprises; Shenkar.2004.
One more time: International business in a global economy; Verbeke.2008. IBS .Ch1: Conceptual foundations of international business
strategy.Ch2: The critical role of firm-specific advantages
INTERNATIONALIZATION MODE OF ENTRY
Anderson.Gatignon.1986. Modes of Foreign Entry – A Transaction Cost Analysis and Propositions; Kogut.Singh.1988. The Effect of National
Culture on the Choice of Entry Mode; Hennart.1989. Can the New Forms of Investment Substitute for the Old Forms? A Transaction Costs
Perspective; Agarwal.Ramaswami.1992. Choice of Foreign-Market Entry Mode – Impact of Ownership, Location and Internalization Factors;
Kim.Hwang.1992.Global Strategy and MNE Entry Mode Choice; Hennart.Park.1993. Greenfield vs. acquisition: The strategy of Japanese
investors in the United States; Dunning.1995. Reappraising the eclectic paradigm in an age of alliance capitalism; Zaheer.1995.Overcoming
the liability of foreignness; O'Grady.Lane.1996.The psychic distance paradox; Rivoli.Salorio.1996.Foreign direct investment and investment
under uncertainty; Khanna.Palepu.1997.Why focused strategies may be wrong for emerging markets; Kuemmerle.1997.Building effective R&D
capabilities abroad; Hennart. Larimo.1998.The impact of culture on the strategy of multinational enterprises: Does national origin affect
ownership decisions? Pan.Tse.2000.The hierarchical model of market entry modes; Hoskisson.Eden.Lau.Wright.2000.Strategy in emerging
economies; Newman.2000.Orgal transformation during institutional upheaval; Steensma.Lyles.2000.Explaining IJV survival in a transitional
economy through social exchange and knowledge-based perspectives; Bartlett.Ghoshal.2000. Going Global: Lessons from Latemovers;
Henisz.Delios.2001.Uncertainty, imitation, and plant location: Japanese multinational corporations, 1990-1996; Lane.Salk.Lyles.2001.
Absorptive capacity, learning, and performance in international joint ventures; Makino et al. 2002.Asset-exploitation versus asset-seeking:
Implications for location choice of foreign direct investment from newly industrialized economies; Miller.Folta.2002.Option value and entry
timing; Henisz.Delios.2002.Learning about the institutional environment; Makino et al. 2002. Asset-exploitation versus asset-seeking:
Implications for location choice of foreign direct investment from newly industrialized economies; Ghemewat.2003. Semiglobalization and
international business strategy; Zeng.Williamson.2003. The hidden dragons; Martin.Salomon.2003.Tacitness, learning, and international
expansion: A study of foreign direct investment in a knowledge-intensive industry; Choi.Beamish.2004.Split management control and
international joint venture performance; Eden.Miller.2004.Distance matters: Liability of foreignness, institutional distance and ownership
strategy; Oxley.Sampson.2004.The scope and governance of international R&D alliances; Gimeno et al.2005.Explaining the clustering of
international expansion moves: A critical test in the US telecommunications industry; Rodriguez.Uhlenbruck.Eden.2005.Government
corruption and the entry strategies of multinationals; Uhlenbruck et al.2006. The impact of corruption on entry strategy: Evidence from
telecommunication projects in emerging economies; Galan et al.2007. Factors determining the location decisions of Spanish MNEs: an analysis
based on the investment development path; Flores.Arguilera.2007. Globalization and location choice: an analysis of US multinational firms in
1980 and 2000; Buckley et al.2007. Do managers behave the way theory suggests? A choice-theoretic examination of foreign direct investment
location decision-making; Luo.Tung.2007.International expansion of emerging market enterprises: A springboard approach; Hutzschenreuter.
Voll. 2008. Performance effects of "added cultural distance" in the path of international expansion: the case of German multinational enterprises
INTL POLITICAL / INSTITUTIONAL ENVIRONMENT
Levitt.1983.The globalization of markets; Boddewyn.1988.Political aspects of MNE theory; Salorio.1993.Strategic use of import protection:
Seeking shelter for competitive advantage; Hofstede.1994.The business of international business is culture; Ohmae.1995. Putting global logic
first; Peng.Heath.1996.The growth of the firm in planned economies in transition: Institutions, orgs, and strategic choice; Pedersen.Thomsen.
1997. European patterns of corporate ownership: A twelve country study; Wells.1998. Multinationals and the developing countries; La Porta et
al, 1998. Law and finance; La Porta et al.1999. Corporate ownership around the world; Kostova.Zaheer.1999. Orgal legitimacy under
conditions of complexity: The case of the multinational enterprise; Hillman.Hitt.1999.Corporate political strategy formulation: A model of
approach, participation, and strategy decisions; Inglehart.Baker.2000. Modernization, cultural change, and the persistence of traditional values;
Kogut.Zander.2000. Did socialism fail to innovate? A natural experiment of the two Zeiss companies; Guillén.2001. Is globalization civilizing,
destructive or feeble? A critique of five key debates in the social science literature; Kogut.Walker.2001. The small world of Germany and the
durability of national network; Ramamurti.2001.The obsolescing 'bargaining model'? MNC-host developing country relations revisited;
Ghemewat.2001. Distance still matters: The hard reality of global expansion; Park.Luo.2001. Guanxi and orgal dynamics: Org networking in
Chinese firms; Kogut et al.2002. Agency and institutions: National divergences in diversification behavior; Furman.Porter. Stern.2002. The
determinants of national innovative capacity; Ghemewat. 2003. The forgotten strategy; Ahmadjian. Robbins.2005. A clash of capitalism:
Foreign shareholders and corporate restructuring in 1990s Japan; Park et al.2006. Market liberalization and firm performance during China’s
economic transition; King.Sznajder.2006. The state-led transition to liberal capitalism: Neoliberal, org, world-systems, and social structural
explanations of Poland’s economic success; Hutzschenreuter.Voll. 2008. Performance effects of "added cultural distance" in the path of
international expansion: the case of German multinational enterprises
INTL CORPORATE GOVERNANCE
Agmon.Lessard.1977. Investor recognition of corporate international diversification; Morck.Yeung.1991. Why investors value multinationality?
Nee.1992. Orgal dynamics of market transition: Hybrid forms, property rights, and mixed economy in China; Roth.1995. Managing international
interdependence: CEO characteristics in a resource based framework; Boisot.Child1996. From fiefs to clans and network capitalism:
Explaining China’s emerging economic order; Sanders.Carpenter.1998.Internationalization and firm governance: The roles of CEO
compensation, top team composition, and board structure; Kogut.Zander.2000. Did socialism fail to innovate? A natural experiment of the two
Zeiss companies; Carpenter. Fredrickson.2001. Top management teams, global strategic posture, and the moderating role of uncertainty;
Luo.2001. Antecedents and consequences of personal attachment in cross-cultural cooperative ventures; Tihanyi et al.2003. Institutional
ownership differences and international diversification: The effects of boards of directors and technological opportunity; Henisz.Macher.2004.
Firm- and country-level trade-offs and contingencies in the evaluation of foreign investment: The semiconductor industry, 1994–2002;
Schneper.Guillén.2004. Stakeholder rights and corporate governance: A cross-national study of hostile takeovers; Meyer.Peng.2005. Probing
theoretically into Central and Eastern Europe: Transactions, resources, and institutions; David et al.2006. Strategic investments in Japanese
corporations: Do foreign portfolio owners foster underinvestment or appropriate investment? King.Sznajder.2006. The state-led transition to
liberal capitalism: Neoliberal, orgal, world-systems, and social structural explanations of Poland’s economic success
RESEARCH METHODS
Shadish.Cook.Campbell.2002.Experimental and Quasi-experimental Designs for Generalized Causal Inferences; Austin et al.1998.Statistical
conclusion validity for organizational science researchers: A review; Cronbach.Meehl.1955.Construct validity in psychological research;
Cortina.1993. What is coefficient alpha? An examination of theory and applications.; Boyd.Gove.Hitt.2005.Construct measurement in
strategic management research: Illusion or reality?; DeShon.2002.Generalizability theory; Bollen.2007. Interpretational confounding is due to
misspecification, not to type of indicator: Comment on Howell, Breivik, & Wilcox; Kalnins.2008.Sample selection and theory development:
Implications of firms’ varying abilities to appropriately select new ventures; Cashen.Geiger.2004.Statistical power and the testing of the null
hypothesis: A review of contemporary management research and recommendations for future studies; Fowler.1998.Design and evaluation of
survey questions ; Colquitt.2001. On the dimensionality of organizational justice: A construct validation of a measure; Baron.Kenny.1986. The
moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations; Bowen.
Wiersema.1999. Matching method to paradigm in strategy research: Limitations of cross-sectional analysis and some methodological
alternatives; Collins.2006. Analysis of longitudinal data: The integration of theoretical model, temporal design, and statistical model;
Shaver.1998. Accounting for endogeneity when assessing strategy performance: Does entry mode choice affect FDI survival? Bliese.2000.
W/in agreement, non-independence, and reliability: Implications for data aggregation and analyses; Enders.Tofighi. 2007.Centering
predictor variables in cross-sectional multilevel models: A new look at an old issue; Belsey.1991.Conditioning Diagnostics: Collinearity and
Weak Data in Regression; Long.2000.Listing and Interpreting Transformed Coefficients from Certain Regression Models; Thompson.Stepwise
regression and stepwise discriminant analysis need not apply here; Hosmer.Lemeshow.2000.Applied Logistic Regression ; Hoetker.2007.The
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