【书山为径】战略管理英文文献（针对本科生）

【书山为径】战略管理英文文献（针对本科生）

    为本科拟定企业战略管理课程清单的过程中，发现了侯文老师为北京大学本科生设计的文献列表。从板块的设计和文献的选取来看，不仅考虑了本科生的基础，也兼顾了经典文献和当下的热点议题，对本科生而言颇为适合。对初学者的挑战可能在于：这些都是英文的。

    “这是为本科生课程设计文献列表。核心是战略文献，旨在提升本科生的理论鉴赏水平。无论其日后有志于战略学术研究，还是成长为商业精英，都可能受益于此。列表/课程分为四个板块：组织-环境、基础性战略理论、关键战略议题和相邻领域。

第一个板块是“组织与环境”。从这个板块开始，多少弥补本科生实务经验的不足，从而有助于其理解后续的战略理论。现代战略理论基本放弃对“环境”的研究和探讨。

第二个板块是 基础战略理论。直接从Porter开始，以定位学派和资源学派为底色，从两个维度展开去。一个维度是从关注企业内部资源拓展到关注边界外的可利用资源，另一个维度是从追求静态均衡的经济学范式到动态战略理论。

第三个板块是关键战略议题。我选择了公司边界、制度的角色、公司战略、股东视角 vs 利益相关者视角、战略实践过程等五个题目来组织相关文献。

第四个板块是一些理论化程度相对较低的相邻领域。这些文献尽管还不能说那么“经典”，但关照了现代战略现实的一些独特方面。选取的领域是创新、创业、商业模式、平台生态和数字化等。”

Section A: Organization-environment

Session A1- Environments

1. Aldrich, H. E., & Pfeffer, J. 1976.Environments of Organizations. Annual Review of Sociology, 2(1): 79–105.

2. Dess, G. G., & Beard, D. W. 1984.Dimensions of Organizational Task Environments. Administrative Science Quarterly, 29(1): 52–73.

3. Duncan, R. B. 1972. Characteristics of Organizational Environments and Perceived Environmental Uncertainty. Administrative Science Quarterly, 17(3): 313.

Session A2- Organizations

4.Scott, W. R., & F.Davis, G. 2007.Organizations and Organizing. London: Taylor & Francis.

5.Thompson, J. D. 1967. Organizations inaction: Social science bases of administrative theory. NewYork: McGraw-Hill.

6.Pfeffer, J. 1992. Understanding Power in Organizations. California Management Review, 34(2): 29–51.

7.Gulati, R., Puranam, P., & Tushman, M.2012. Meta-organization design: Rethinking design in interorganizational and community contexts. Strategic Management Journal, 33(6): 571–586.

Session A3- Organizations vs environments

8. Astley, W. G., & Van de Ven, A. H. 1983.Central Perspectives and Debates in Organization Theory. Administrative Science Quarterly, 28(2): 245.

9. Miles, R. E., Snow, C. C., & Pfeffer, J.1974. Organization-environment: concepts and issues. Industrial Relations,13(3): 244–264.

10.Smircich, L., & Stubbart, C. 2011.Strategic Management in an Enacted World. Academy of Management Review, 10(4):724–736.

11.Zenger, T. R., & Hesterly, W. S. 1997.The Disaggregation of Corporations: Selective Intervention, High-Powered Incentives, and Molecular Units. Organization Science, 8(3): 209–222.

Section B: Fundamental strategy theories

Session B1- Positioning school

12.Porter, M. E. 2008. The Five Forces That Shape Competition. Harvard Business Review, 24–41.

13.Porter, M. E. 1996. What Is Strategy ?Harvard Business Review, 74(4134): 61–78.

14. Porter, M. 2001. Strategy and the Internet. Harvard Buiness Review , 79(3): 63–78.

Session B2- Resource-based view

15.Wernerfelt, B. 1984. A Resource-Based View of the Firm. Strategic Management Journal, 5(2): 171–180.

16. Barney, J. 1991. Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1): 99–120.

17. Peteraf, M. A. 1993. The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal,14(3): 179–191.

18. Peteraf, M. A., & Barney, J. B. 2003.Unraveling the resource-based tangle. Managerial and Decision Economics, 24(4):309–323.

19. Kraaijenbrink, J., Spender, J. C., &Groen, A. J. 2010. The Resource-based view: A review and assessment of its critiques. Journal of Management.

Session B2- Extended resource-based view(I)

20. Dyer, J. H., & Singh, H. 1998. The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage. The Academy of Management Review, 23(4): 660–679.

21. Dyer, J. H., Singh, H., & Hesterly, W. S.2018. The relational view revisited: A dynamic perspective on value creation and value capture. Strategic Management Journal, 39(12): 3140–3162.

22. Lavie, D. 2006. The Competitive Advantage of Interconnected Firms: An Extension of the Resource-Based View. Academy of Management Review, 31(3): 638–658.

Session B3- Extended resource-based view(II)

23. Kilduff, M., & Brass, D. J. 2010.Organizational social network research: Core ideas and key debates. Academy of Management Annals.

24.Nahapiet, J., & Ghoshal, S. 1998. Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2): 242–266.

25. Gulati, R., & Gargiulo, M. 1999. Where Do Interorganizational Networks Come From? American Journal of Sociology, 104(5):1439–1493.

Session B4- Dynamic strategy theories (I)

26. Dierickx, I., & Cool, K. 1989. Asset stock accumulation and sustainability of competitive advantage. Management Science, 35(12): 1504–1511.

27. Rugman, A. M., & Verbeke, A. 2002. Edith Penrose’s contribution to the resource-based view of strategic management. Strategic Management Journal, 23(8): 769–780.

28. Kor, Y. Y., & Mahoney, J. T. 2000.Penrose’s resource-based Approach: the process and product of research creativity. Journal of Management Studies, 37(1): 109–139.

29.Sirmon, D. G., Hitt, M. A., & Ireland, R.D. 2007. Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1): 273–292.

Session B5- Dynamic strategy theories (II)

30.   Porter, M. E. 1991. Towards a Dynamic Theory of Strategy. Strategic Management Journal, 12: 95–117.

31.   Teece, D. J., Pisano, G., & Shuen, A.1997. Dynamic capabilities and strategic management. Strategic Management Journal, 18(7): 509–533.

32.   Teece, D. J. 2019. Fundamental Issues in Strategy: Time to Reassess? Strategic Management Review, 1(1): 1–45.

Section C: Essential strategy issues

Session C1- Firm boundaries

33.   Santos, F. M., & Eisenhardt, K. M. 2005.Organizational Boundaries and Theories of Organization. Organization Science,16(5): 491–508.

34.   Williamson, O. E., & Haas, W. A. 1999.Strategy research: governance and competence perspectives. Strategic Management Journal, 20: 1087–1108.

35.   Mahoney, J. T., & Qian, L. 2013. Market frictions as building blocks of an organizational economics Approach to strategic management. Strategic Management Journal, 34(9): 1019–1041.

36.   Argyres, N. S., & Zenger, T. R. 2012.Capabilities, Transaction Costs, and Firm Boundaries. Organization Science,23(6): 1643–1657.

Session C2- Institutions

37.   Oliver, C. 1991. Strategic Responses to Institutional Processes. Academy of Management Review, 16(1): 145–179.

38.   Ahuja, G., & Yayavaram, S. 2011.Explaining Influence Rents: The Case for an Institutions-Based View of Strategy. Organization Science, 22(6): 1631–1652.

39.   Ahuja, G., Capron, L., Lenox, M., & Yao,D. A. 2018. Strategy and the Institutional Envelope. Strategy Science, 3(2):ii–x.

40.   Osborn, R. N., & Hagedoorn, J. 1997. The institutionalization and evolutionary dynamics of interorganizational alliances and networks. Academy of Management Journal, 40(2): 261–278.

Session C3- Corporate strategy

41.   Ansoff, H. I. 1957. Strategies for diversification. Harvard Business Review, 35(5): 113–124.

42.   Porter, M. E. 1989. From Competitive Advantage to Corporate Strategy. Readings in Strategic Management: 234–255.London: Palgrave.

43.   Goold, M., Campbell, A., & Alexander, M.1998. Corporate strategy and parenting theory. Long Range Planning, 31(2):308–314.

44.   Gupta, A. K., Smith, K. G., & Shalley, C.E. 2006. The interplay between exploration and exploitation. Academy of Management Journal, 49(4): 693–706.

Session C4- Stakeholder vs shareholder perspective

45.   Freeman, R. E., Harrison, J. S., Wicks, A.C., Parmar, B., de Colle, S. (2010). Stakeholder theory: The state of the art. Cambridge, UK: Cambridge University Press.

46.   Barney, J. B. 2018. Why resource-based theory’s model of profit Appropriation must incorporate a stakeholder perspective. Strategic Management Journal, 39(13): 3305–3325.

47.   Jawahar, I. M., & McLaughlin, G. L. 2001.Toward a Deive Stakeholder Theory: An Organizational Life Cycle Approach. The Academy of Management Review, 26(3): 397.

Session C5- Strategy practice

48.   Burgelman, R. A. 1991. Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research. Organization Science, 2(3): 239–262.

49.   Pascale, R. T. 1996. The “Honda Effect”Revisited. California Management Review, 38(4).

50.   Mintzberg, H. 1985. Of Strategies, Deliberate and Emergent. Strategic Management Journal, 6(March 1983): 257–272.

Section D: Adjacent domains

Session D1- Innovation

51.   Henderson, R. M., & Clark, K. B. 1990.Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms. Administrative Science Quarterly, 35(1):9.

52.   Jacobides, M. G., Knudsen, T., & Augier,M. 2006. Benefiting from innovation: Value creation, value Appropriation and the role of industry architectures. Research Policy, 35(8 SPEC. ISS.):1200–1221.

53.   Powell, W. W., Koput, K. W., &Smith-Doerr, L. 1996. Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology. Administrative Science Quarterly, 41(1): 116.

Session D2- Entreprenuership

54.   Covin, J. G., & Miles, M. P. 1999.Corporate Entrepreneurship and the Pursuit of Competitive Advantage. Entrepreneurship Theory and Practice, 23(3): 47–63.

55.   Shane, S., & Venkataraman, S. 2000. The Promise of Entrepreneurship as a Field of Research. Source: The Academy of Management Review, vol. 25.

56.   Hitt, M. A., Ireland, R. D., Camp, S. M.,& Sexton, D. L. 2001. Strategic entrepreneurship: entrepreneuria lstrategies for wealth creation. Strategic Management Journal, 22(6–7): 479–491.

Session D3- Business model

57.   Amit, R., & Zott, C. 2001. Value creation in E-business. Strategic Management Journal, 22(6–7): 493–520.

58.   Teece, D. J. 2010. Business models, business strategy and innovation. Long Range Planning, 43(2–3): 172–194.

59.   Stabell, C. B., & Fjeldstad, Ø. D. 1998.Configuring value for competitive advantage: on chains, shops, and networks. Strategic Management Journal, 19(5): 413–437.

60.   Session D4- Platforms and ecosystems

Session D4- Platforms and ecosystems

61.   Rysman, M. 2009. The Economics of Two-Sided Markets. Journal of Economic Perspectives, 23: 125–143.

62.   McIntyre, D. P., & Srinivasan, A. 2017.Networks, platforms, and strategy: Emerging views and next steps. Strategic Management Journal, 38(1): 141–160.

63.   Moore, J. F. 2006. Business Ecosystems and the View from the Firm. The Antitrust Bulletin, 51(1): 31–75.

64.   Jacobides, M. G., Cennamo, C., & Gawer,A. 2018. Towards a theory of ecosystems. Strategic Management Journal, 39(8):2255–2276.

Session D5- Digital X

65.   Yoo, Y., Boland, R. J., Lyytinen, K., &Majchrzak, A. 2012. Organizing for Innovation in the Digitized World .Organization Science, 23(5): 1398–1408.

66.   Nambisan, S. 2017. Digital Entrepreneurship: Toward a Digital Technology Perspective of Entrepreneurship. Entrepreneurship: Theory and Practice, 41(6): 1029–1055.

67.   Hinings, B., Gegenhuber, T., & Greenwood,R. 2018. Digital innovation and transformation: An institutional perspective. Information and Organization, 28(1): 52–61.

68.   Adner, R., Puranam, P., & Zhu, F. 2019.What Is Different About Digital Strategy? From Quantitative to Qualitative Change. Strategy Science, 4(4): 253–261.

69.   Lanzolla, G., & Schilling, M. A. 2020.Digital transformation : What is new if anything ? Emerging patterns and management research. Academy Of Management Discoveries, 6(3): 341–350.

来源：https://www.sohu.com/a/493512329_121123926?scm=1019.e000a.v1.0&spm=smpc.csrpage.news-list.1.1638410671960YnfMQ8F