DBA 822 Seminar in Strategy and International Business

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1 DBA 822 Seminar in Strategy and International Business Summer 2010 Tuesdays 6:50-9:50 Professor: Paul Fouts Office: Room 453 Hours: T: 4-6:30 or by appointment. Telephone: (415) Fax: (415) Home: (415) I. Course Description and content From the GGU catalogue: Covers the theory and practice of developing and implementing strategies for gaining competitive advantage in the global business environment. Students will master the theoretical body of knowledge in the field of strategic management and consider a variety of empirical approaches used to research the competitive strategy process. Students will explore the accelerating globalization of industries, regionalization of competition, and the institutional contexts that both facilitate and impede the formation and implementation of strategies globally. They will consider such emerging topics as organizational change, competitive dynamics, development of firm resources and capabilities, sustainable competitive advantage, regional approaches to competitive strategy, and the formation of new organizational forms such as strategic alliances and interfirm networks. On the one hand, strategy has been described as a singular discipline that is developing a body of knowledge concerned with a top-level managerial process of creating competitive advantage for a firm. On the other, strategy has been described as an arena, in which theoretical developments from many different disciplines are integrated in addressing the issues of developing competitive advantage. MBA courses, practitioners, and prescriptive authors generally treat strategy from the first perspective, largely because of the straightforward simplicity of this point of view. In this seminar, we will take the second perspective, and encourage an open examination of the underlying concepts and competing theories to the first perspective the dominant strategy paradigm as presented in undergraduate and graduate strategy texts. Additionally the course will take up the issue of global strategy as a major theme. An international or global perspective in the strategic management of a company has become so crucial, that any strategy must really be considered as a global strategy. However, that said, what does it mean to have a global strategy? In what ways is this different from a normal business strategy? What changes when competition crosses national boundaries? And what is different about strategies that must consider cross-border competition? It is the purpose of this course to explore these issues. In the process we will look at foreign competitive environments, differing business methods, and varied approaches to adapting managerial and organizational processes to new and different conditions. The approach of the course is theoretical and research driven. Our goal is to develop linkages between the practical and prescriptive oriented problem solving literature of the MBA perspective, and the more theoretical and research driven literature of the more eclectic body of thought. II. Course Objectives This seminar is designed to explore the theory, research, and practice in the field of business policy and strategy. We shall be studying not just theories of strategy, but the process of theorizing about strategy. That is you are expected to extend the ideas of our readings and discussions in creative ways, and not simply master existing theories and their practical applications. Accordingly we will be adopting a critical approach to discussing 1

2 theoretical topics, research approaches, practical applications, and controversial issues. My objective is an ambitious one: to make you the most creative, rigorous, articulate, leading edge thinkers and applied practitioners that you can possibly become. On a more pragmatic level: Students are expected to (1) become familiar with the theories, terminology and practice associated with strategic management at both the practitioner and the academic levels, (2) develop your research and analytic skills in developing theoretical arguments, (3) develop the ability to integrate theories from the academic level into relevant proscriptive analysis, and (4) to improve your skills in oral and written communication. III. Prerequisites DBA 801, DBA 803, and DBA 820, or the permission of the instructor. IV. Course Requirements, Expectations, and Evaluations Your scholarship will be evaluated on the basis of your: (a) term research paper, (b) class participation, and (c) final examination. Your grade in the course will be determined by my best professional judgment of how good a scholar you show yourself to be in all the above requirements, which are relatively equal in weight. a) Term Research Paper. You will conduct a review of the literature in an area germane to the field of global strategic management. At a minimum, your paper should (1) define the area of your study and the fields of theory and research that make up this area, (2) identify the past theory and research in the area, (3) evaluate the current state of knowledge, theory, and practice in this area, and (4) indicate the future direction the field should take (i.e., identify the unresolved issues and make suggestions for future theory and research). You are encouraged to be creative in your approaches to this paper. The length should be twenty to thirty pages, plus bibliography, in standard APA format. (b) Class Participation. You are expected to have read all the required readings, and to engage in a critical discussion of them in class. In a seminar setting, discussion and disciplined exchange is crucial. Your active listening in this process is as valid as your active participation. (c) Final Examination. This examination will be in a one hour comprehensive format. It will be closed book. The use of computers is encouraged. IV. Reading Materials Readings: The course readings will be made available to you during the course of the term. A list is of these readings is in the course schedule in this syllabus. Business Periodicals: It is recommended that you regularly read such current business periodicals as: The Wall Street Journal and its international versions, Business Week, Asia Week, The Economist, Forbes, Fortune, etc. Journals: It is recommended that you familiarize yourself with the most recent issues (onetwo years) of the following journals: Academy of Management Review Academy of Management Journal California Management Review Harvard Business Review Journal of International Business Studies Journal of Management Long Range Planning 2

3 Organizational Science Sloan Management Review Strategic Management Journal Strategy Books. The following list of strategy books may be useful reference material. Andrews, K The concept of corporate strategy. (3rd edition, 1990), Homewood, IL: Irwin. Ansoff, Corporate strategy. New York: McGraw-Hill. Barnard, C The functions of the executive. Cambridge, Mass: Harvard University Press. Bartlett, C. A. and Ghoshal, S Managing across borders: the transnational solution. Boston: Harvard Business School Press. Bartlett, C. A., Doz, Y. and Hedlund, G. (eds.) Managing the global firm. London: Routeledge. Brown, S. L., and Eisenhardt, K. M Competing on the edge. Boston, MA: Harvard Business School Press. Caves, R. E Multinational enterprise and economic analysis. Cambridge. Chandler, A. D Strategy and structure: chapters in the history of industrial enterprise. Cambridge, Mass: MIT Press. Christensen, C. M The innovator s dilemma: When new technologies cause great firms to fail. Boston, MA: Harvard Business School Press. Collins, J. G., and Porras, J. I Built to last: Successful habits of visionary companies. New York: Harper Business. Contractor, F. J. and Lorange, P. (eds.) Cooperative strategies in international business. Lexington: D. C. Heath. D Aveni, R. A Hypercompetition: managing the dynamics of strategic maneuvering. New York: Free Press. Day, G. S., Reibstein, D. J. and Gunther, R. (eds.) Wharton on dynamic competitive strategy. New York: Wiley. Doz, Y Strategic management in multinational companies. New York: Pergamon. Doz, Y., and Hamel, G Alliance advantage: The art of creating value through partnering. Boston, MA: Harvard Business School Press. Dunning, J. H International production and the multinational enterprise. London: Allen & Unwin. Dunning, J. H The globalization of business. London: Routledge. Foster, R. N Innovation: The attacker s advantage. New York: Summit. Garland, J., Farmer, R. N. and Taylor, M International dimensions of business policy and strategy (2nd ed.). Boston: PWS-Kent. Gerlach, M Alliance capitalism: The social organization of Japanese business. Berkeley, CA: University of California Press. Ghemawat, P Commitment: The dynamic of strategy. New York: Free Press. 3

4 Goold, M., Campbell, A., and Alexander, M Corporate-level strategy: creating value in the multibusiness company. New York: Wiley. Grant, R. M Contemporary strategy analysis (5 th edition.). New York: Blackwell Business. Hamel, G. & Prahalad, C. K Competing for the future. Boston: Harvard Business School Press. Itami, I Mobilizing invisible assets. Cambridge, Mass: Harvard University Press. Lawrence, P.R. and Lorsch, J. W Organization and environment. Boston: Harvard Business School Press. Miles, R. E. and Snow, C. C Organizational strategy, structure, and process. New York: McGraw-Hill. Mintzberg, H The rise and fall of strategic planning. New York: Free Press. Mintzberg, H.., Ahlstrand, B., and Lampel, J Strategy safari: A guided tour through the wilds of strategic Management.. New York: Free Press. Moore, J. F The death of competition: Leadership and strategy in the age of business ecosystems. New York: Wiley. North, D. C Institutions, institutional change and economic performance. Cambridge. Ohmae, K The borderless world: power and strategy in the interlinked economy. New York: Harper Business. Ohmae, K The mind of the strategist. New York: McGraw-Hill. Oster, S. M Modern competitive analysis (3 rd edition). Cambridge, MA: Oxford University Press.Porter, M. E Competitive strategy. New York: Free Press. Penrose, E. T The theory of the growth of the firm. New York: Wiley. Porter, M. E Competitive advantage. New York: Free Press. Porter, M. E The competitive advantage of nations. New York: Free Press. Porter, M. E. (ed.) Competition in global industries. Boston: Harvard Business School Press. Porter, M. E Competitive strategy. New York: Free Press. Prahalad, C. K. and Doz, Y The multinational mission: balancing local demands and global vision. New York : Free Press Pucik, V. R., Tichey, N. M. and Barnett, C. K. (eds.) Globalizing management: creating and leading the competitive organization. New York: Wiley. Quinn, J. B Intelligent enterprise: A knowledge and service based paradigm for industry. New York: Tree Press. Root, F. R. and Visudtibhan, K. (eds.) International strategic management: challenges and opportunities. Washington, DC: Taylor & Francis. Rumelt, R. P Strategy, Structure, and economic performance. Boston: Harvard Business School Press. 4

5 Rumelt, R. P., Schendel, D. E. and Teece, D. J Fundamental issues in strategy: a research agenda. Boston: Harvard Business School Press. Scherer, F. M. & Ross, D (3rd edition). Industrial market structure and economic performance. Boston: Houghton Mifflin. Schnaars, S. P Managing innovation strategies: How late entrants seize markets f4rom pioneers. New York: Free Press. Stacy, R., Griffin, D. and Shaw, P Complexity and Management. London: Routledge. Stopford, J. M. and Wells, L. T. Jr Managing the multinational enterprise. London: Longmans. Thompson, J. D Organizations in action. New York: McGraw-Hill. Tushman, M. L. and Anderson, P Managing strategic innovation and change. New York: Oxford. Van der Heijden, K Scenarios: The art of strtategic conversation. New York: Wiley. Vernon-Wortzel, H. and Wortzel, L. (eds.) Strategic management in a global economy. New York: Wiley. Williamson, O. E Markets and hierarchies. New York: Free Press. Williamson, O. E The economic institutions of capitalism. New York: Free Press. Yip, G. S Total global strategy. Englewood Cliffs: Prentice Hall. 5

6 DBA 822 Seminar in Strategy and International Business Summer 2009 Tuesdays 6:50-9:50 COURSE OUTLINE 5/5 Reports and discussion on Classics in Strategy Each student will pick one of the classic strategy books in consultation with the instructor, read it before the first class period, and prepare a written two page review / summary of the book for distribution and discussion in the first class. Ansoff, Corporate strategy. New York: McGraw-Hill. Barnard, C The functions of the executive. Cambridge, Mass: Harvard University Press. Chandler, A. D Strategy and structure: chapters in the history of industrial enterprise. Cambridge, Mass: MIT Press. Lawrence, P.R. and Lorsch, J. W Organization and environment. Boston: Harvard Business School Press. Penrose, E. T The theory of the growth of the firm. New York: Wiley. Rumelt, R. P Strategy, Structure, and economic performance. Boston: Harvard Business School Press. Stopford, J. M. and Wells, L. T. Jr Managing the multinational enterprise. London: Longmans. Thompson, J. D Organizations in action. New York: McGraw-Hill. 6

7 5/12 A Starting Point for Strategy Andrews, K. R The importance of being general, The concept of corporate strategy. In K. R. Andrews, The concept of corporate strategy, chapter 1& 2, pp Homewood, IL: Irwin. Porter, M. E The contribution of industrial organization to strategic management, Academy of Management Review, 6, Mintzberg, H Of strategies, deliberate and emergent. Strategic Management Journal, 28, Hansen, G. S. and Wernerfelt, B Determinants of firm performance: the relative importance of economic and organizational factors. Strategic Management Journal, 10, D Aveni, R. A Hypercompetition: managing the dynamics of strategic maneuvering, Introduction. pp New York: Macmillan. Collis, D. J. & Montgomery, C. A Competing on resources: strategy in the 1990s. Harvard Business Review, 73, 4, Hoskisson, R. E, Hitt, M. A., Wan W. P. and Yiu, D Theory and research in strategic management: Swings of a pendulum. Journal of Management, 25, 3, Eisenhardt, K. M. & Galunic, D. C Coevolving: At last a way to make synergies work. Harvard Business Review, 78, 1, /19 A Starting Point for International Strategy Fouraker, L. E. and Stopford, J. M Organizational structure and the multinational strategy. Administrative Science Quarterly, 13: Porter, M. E Competition in global industries: a conceptual framework. In M. E. Porter (ed.), Competition in global industries (pp ). Boston, MA: Harvard Business School Press. Ghoshal, S Global strategy: an organizing framework. Strategic Management Journal, 8, Dunning, J. H The eclectic paradigm of international production: A restatement and some possible extensions. Journal of International Business Studies, 19, Ohmae, K Managing in a borderless world. Harvard Business Review, 67, 3, Doz, Y. and Prahalad, C. K Managing DMNC: a search for a paradigm, Strategic Management Journal, 12, Summer Special Issue, Buckley, P. J. and Casson, M. C The internalization theory of the multinational enterprise: A review of the progress of a research agenda after 30 years. Journal of International Business Studies, 40,

8 5/26 Michael Porter & I/O Economics Porter, M. E The structure within industries and companies performance. Review of Economics and Statistics, 61, Porter, M. E Competitive strategy : the core concepts. In M. E. Porter, Competitive Advantage, Chapter 1, pp New York: Free Press. Porter, M. E The value chain and competitive advantage. In M. E. Porter, Competitive Advantage, Chapter 2, pp New York: Free Press. Porter, M. E The competitive advantage of nations. Harvard Business Review, 68, 2, Porter, M. E Towards a dynamic theory of strategy. Strategic Management Journal, 12, Porter, M. E What is strategy? Harvard Business Review, 74(6), Roth, K International configuration and coordination archetypes for mediumsized firms in global industries. Journal of International Business Studies, 23, /2 Competencies, Capabilities and Resources Wernerfelt, B A resource-based view of the firm. Strategic Management Journal, 5, Wernerfelt, B The resource-based view of the firm: Ten years after. Strategic Management Journal, 16, Prahalad, C. K. & Hamel, G The core competence of the corporation. Harvard Business Review, 68, 3, Barney, Jay Firm resources and sustained competitive advantage. Journal of Management, 17, 1, Conner, Kathleen R A historical comparison of resource-based theory and five schools of thought within industrial organization economics: do we have a new theory of the firm? Journal of Management, 17, 1, Teece, D. J., Pisano, G., and Shuen, A Dynamic capabilities and strategic management. Strategic Management Journal, 18, Fuchs, P. H., Mifflin, K. E., Miller, D. and Whitney, J. O Strategic integration: Competing in the age of capabilities. California Management Review, 42, Eisenhardt, K. M., and Martin, J. A Dynamic capabilities: What are they? Strategic Management Journal, 21,

9 6/9 Global strategies Kogut, B. 1985a. Designing global strategies: comparative and competitive value added chains. Sloan Management Review, 26, 4, Kogut, B. 1985b. Designing global strategies: profiting form operational flexibility, Sloan Management Review, 27, 1, Bartlett, C. A. and Ghoshal, S. 1987a. Managing across borders: new strategic requirements. Sloan Management Review, 28,4, 7-17 Bartlett, C. A. and Ghoshal, S. 1987b. Managing across borders: new organizational responses, Sloan Management Review, 29,1, Kogut, B A note on global strategies. Strategic Management Journal, 10, Bartlett, C. A. and Ghoshal, S Global strategic management: Impact on the new frontiers of strategy research. Strategic Management Journal, 12, Rangan, S Do multinationals operate flexibly? Theory and evidence. Journal of International Business, 29, 2, Gupta, A. K., and Govindarajan, V Converting global presence into global competitive advantage. Academy of Management Executive, 15, 2, / 16 Prahalad and Hamel Hamel, G. & Prahalad, C. K Do you really have a global strategy. Harvard Business Review, 63, 4, Hamel, G. & Prahalad, C. K Strategic Intent. Harvard Business Review, 67, 3, Prahalad, C. K. & Hamel, G The core competence of the corporation. Harvard Business Review, 68, 3, Hamel, G. & Prahalad, C. K Corporate imagination and expeditionary marketing. Harvard Business Review, 69, 4, Hamel, G. & Prahalad, C. K Strategy as stretch and leverage. Harvard Business Review, 71, 2, Hamel, G. & Prahalad, C. K Competing for the future. Harvard Business Review, 72, 4, Hamel, G Strategy as revolution. Harvard Business Review, 72, 4, Hamel, G Bringing Silicon Valley inside. Harvard Business Review, 77, 5,

10 6/23 Strategy and Structure Miller, D Configurations of strategy and structure: Toward a synthesis. Strategic Management Journal, 7: Ghoshal, S. and Bartlett, C. A The multinational corporation as an interorganizational network. Academy of Management Review, 15, 4, Ghoshal, S. and Nohria, N Horses for courses: organizational forms for multinational corporations, Sloan Management Review, 34, 2, Doty, D. H., Glick, W. H., and Huber, G.P Fit, equifinality, and organizational effectiveness: A test of two configurational theories. Academy of Management Journal, 36: Hammond, T. H Structure, strategy, and the agenda of the firm. In Rumelt, R. P., Schendel, D. E., and Teece, D. J. (eds.), Fundamental issues in strategy: a research agenda Boston, MA: Harvard Business School Press. Miller, D Configurations revisited. Strategic Management Journal, 17: O Donnell, S. W Managing foreign subsidiaries: Agents of headquarters, or an interdependent network? Strategic Management Journal, 21, /30 Diversification Prahalad, C. K. and Bettis, R. A The dominant logic: a new linkage between diversity and performance. Strategic Management Journal, 7, Chandler, A. D. Jr The functions of the HQ unit in the multibusiness firm. Strategic Management Journal, 12, Campbell, A., Goold, M., & Alexander, M The value of the parent company. California Management Review, 38, 1, Robins, J. & Wiersema, M. F A resource-based approach to the multibusiness firm: empirical analysis of portfolio interrelationships and corporate financial performance. Strategic Management Journal, 16, Bettis, R. A. and Prahalad, C. K The dominant logic: retrospective and extension. Strategic Management Journal, 16, Khanna, T., and Palepu, K Why focused strategies may be wrong in emerging markets. Harvard Business Review, 75, 4, Khanna, T. and Rivkin, J.W Estimating the performance effects of business groups in emerging markets. Strategic Management Journal, 22: Khanna, T., Palepu, K., and Sinha, J Strategies that fit emerging markets. Harvard Business Review, 83, 6, Khanna, T., and Palepu, K Emerging giants: Building world-class companies in developing countries. Harvard Business Review, 84, 10,

11 7/7 Strategy Process Tversky, A., and Kahneman, D Judgment under uncertainty: Heuristics and Biases. Science, 185, Fredrickson, J. W The strategic decision process and organizational structure. Academy of Management Review, 11, Eisenhardt, K. M Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32, Eisenhardt, K. M., & Zbaracki, M. J Strategic decision making. Strategic Management Journal, 13(Special Issue Winter), Mintzberg, H., and Westley, F Cycles of organizational change. Strategic Management Journal, 13, Hart, S., & Banbury, C How strategy-making processes can make a difference. Strategic Management Journal, 15, Mintzberg, H The fall and rise of strategic planning. Harvard Business Review, 72, 1, Brews, P. J, and Hunt, M. R Learning to plan and planning to learn: Resolving the planning school / learning school debate. Strategic Management Journal, 20, /14 Leadership Zaleznik, A Managers and leaders: Are they different? Harvard Business Review, 55, Kotter, J. P What leaders really do. Harvard Business Review. 68, 3, Heifetz, R. A. and Laurie, D. L The work of leadership. Harvard Business Review, 75, 1, Chattopadhyay, P., Glick, W. H., Miller, C. C., and Huber, G. P Determinants of executive beliefs: Comparing functional conditioning and social influence. Strategic Management Journal, 20, Goffee, R. and Jones, G Why should anyone be led by you? Harvard business Review, 78, 5, Collins, J Level 5 leadership. Harvard Business Review, 79, 1, Goleman, D Leadership that gets results. Harvard Business Review, 78, 2, Martin, R How successful leaders think. Harvard Business Review, 85, 6,

12 The course readings for the remaining five sessions of the term will be determined by the interests of the class participants. Some examples used in previous terms follow. International Differences Franke, R. H., Hofstede, G, and Bond, M. H Cultural roots of economic performance: A research note. Strategic Management Journal, 12, Tung, Rosalie L Strategic management thought in East Asia. Organizational Dynamics, 22, 4, Kotha, S., Dunbar, R. L. M., and Bird, A Strategic action generation: a comparison of emphasis placed on generic competitive methods by U.S. and Japanese managers. Strategic Management Journal, 16, Elenkov, D. S Can American business concepts work in Russia? California Management Review, 40, 4, Thomas, L. G. III and Waring, G Competing Capitalisms: Capital investment in American, German and Japanese firms. Strategic Management Journal, 20, Aguilera, R. V. and Jackson, G The cross-national diversity of corporate governance: Dimensions and determinants, Academy of Management Review, 28, Wu, M-Y, 2006, Compare Participative Leadership Theories in Three Cultures. China Media Research, 2, 3, Crossland, C. and Hambrick, D.C How national systems differ in their constraints on corporate executives: A study of CEO effects in three countries. Strategic Management Journal, 28, Sharp Paine, L. and Hopper Wruck, K Sealed Air corporation: Globalization and Corporate Culture (A) and (B). Harvard Business School Cases: and Boisot, M. and Child, J From fiefs to clans and network capitalism: Explaining China s emerging economic order. Administrative Science Quarterly, 41, Prahalad, C.K. and Lieberthal, K The end of corporate imperialism. Harvard Business Review, 76, 4, Lehrer, M Has Germany finally fixed its high-tech problem? California Management Review, 42, 4,

13 Cooperation and Competition Kogut, B Joint ventures: theoretical and empirical perspectives. Strategic Management Journal, 9, Hamel, G Competition for competence and inter-partner learning within international strategic alliances. Strategic Management Journal, 12, Summer Special Issue, Moore, J. F Predators and prey: A new view ecology of competition. Harvard Business Review, 71, 3, Brandenburger, A. M., and Nalebuff, B. J The right game: Use game theory to shape strategy. Harvard Business Review, 73, 4, Brandenburger, A. M Business strategy: Getting beyond competition. Harvard Business Review Update, Das, T.K., and Teng, B-S Managing risks in strategic alliances. Academy of Management Executive, 13, 4, Lorenzoni, G. and Lipparini, A The leveraging of interfirm relationships as a distinctive organizational capability: A longitudinal study. Strategic Management Journal, 20, Gulati, R., Nohria, N. and Zaheer, A Strategic networks. Strategic Management Journal, 21, Sawhney, M. and Prandelli, E Communities of creation: Managing distributed innovation in turbulent markets. California Management Review, 42, 4, Entrepreneurship, SME's Rosa, P Entrepreneurial process of business cluster formation and growth by "habitual" entrepreneurs. Entrepreneurship Theory and Practice, 22, 3, Wiklund, J The sustainability of the entrepreneurial orientation performance relationship. Entrepreneurship Theory and Practice, 24, 1, Zahra, S. A., Nielson, A. P. and Bogner, W. C Corporate entrepreneurship, knowledge, and competence development. Entrepreneurship Theory and Practice, 23, 3, Borch, O. J., Huse, M. and Senneseth, K Resource configuration, competitive strategies, and corporate entrepreneurship: An empirical examination of small firms. Entrepreneurship Theory and Practice, 24, 1, Stoica, M. and Schindehutte, M Understanding adaptation in small firms: Links to culture and performance. Journal of Developmental Entrepreneurship, 4, 1, Bygrave, W. and Minniti, M The social dynamics of entrepreneurship. Entrepreneurship Theory and Practice, 24, 3, Burpitt, W. J. and Rondinelli, D. A Small firm's motivations for exporting: To earn and learn? Journal of Small Business Management, 38, 4, Kaufman, A., Wood, C. H., and Theyel, G Collaboration and technology linkages: A strategic supplier typology. Strategic Management Journal, 21,

14 Complexity Begun, J. W Chaos and complexity: Frontiers of organizational science. Journal of Management Inquiry, 3, 4, Dubinskas, F. A On the edge of chaos: A metaphor for transformative change. Journal of Management Inquiry, 3, 4, Stacey, R. D The science of complexity: An alternative perspective for strategic change. Strategic Management Journal, 16, Brown, S. L. and Eisenhardt, K. M The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly changing organizations. Administrative Science Quarterly, 42, Lissack, M. R Complexity: The science, its vocabulary, and its relation to organizations. Emergence, 1, 1, MacIntosh, R. and Maclean, D Conditioned emergence: A dissipative structures approach to transformation. Strategic Management Journal, 20, Mahon, C. J Charting Complexity: Analyzing How Strategy Emerges in Organizations. (Theoretical Perspectives, Chapter 3, 27-41), Copenhagen: New Social Science Monographs. Bonabeau, E. and Meyer, C Swarm intelligence: A whole new way to think about buisiness. Harvard Business Review, 79, 5, Mergers and Acquisitions Chatterjee, S Sources of value in takeovers: Synergy or restructuring... Strategic Management Journal, 13, Eccles, R. G., Lanes, K. L., and Wilson, T. C Are you paying too much for that acquisition, Harvard Business Review, 77, 4, Chaudhuri, S. and Tabrizi, B Capturing real value in high-tech acquisitions. Harvard Business Review, 77, 5, Carey, D Lessons from master acquirers: A CEO roundtable on making mergers succeed. Harvard Business Review, 78, 3, Ghemawat, P, and Ghador, F The dubious logic of global megamergers. Harvard Business Review, 78, 4, Aiello, R. J. and Watkins, M. D The fine art of friendly acquisitions. Harvard Business Review, 78, 6, Ashkenas, R. N. and Francis, S. C Integration managers: Special leaders for special times. Harvard Business Review, 78, 6, Hayward, M. L. A When do firms learn from their acquisition experience? Evidence from Strategic Management Journal, 23, Seth, A. Song, K. P., and Pettit, R. R Value creation and destruction in crossborder acquisitions... Strategic Management Journal, 23, Selden, L. and Colvin, G M&A needn t be a losers game. Harvard Business Review, 81, 6,

15 Last Class Session - In Retrospect and In The Last Year (to be updated) Ramos-Rodriguez, A.-R. and Ruiz-Navarro, Jose Changes in the intellectual structure of strategic management research: A bibliometric study of the Strategic Management Journal, Strategic Management Journal, 25, Nag, R., Hambrick, D.C. and Chen, M.-J What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28, Nerur, S.P., Rasheed, A.A. and Natarajan, V The intellectual structure of the strategic management field: An author co-citation analysis. Strategic Management Journal, 29, de Rond, M. and Thietart, R.-A Choice, chance, and inevitability in strategy. Strategic Management Journal, 28, Burgelman, R. A. and Grove, A. S Let chaos rein, then rein in chaos: Managing strategic dynamics for corporate longevity. Strategic Management Journal, 28, Teece, D. J Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, Berchicci, L and King, A Postcards from the edge. The Academy of Management Annals, 1, Wiersema, M. F. and Bowen, H.P The impact of foreign competition, industry globalization, and product diversification. Strategic Management Journal, 29,