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Haberberg and Rieple: Strategic Management

Bibliography

The following list contains all the references from the book plus additonal further reading.

A - B - C - D - E - F - G - H - I - J - K - L - M - N - O - P - Q - R - S - T - U - V - W - X - Y - Z

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Abrahamson, E. (2004). ‘Avoiding repetitive change syndrome’. MIT Sloan Management Review, 45/2: 93–5.

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Acar, W., Keating, R., Aupperle, K., Hall, J., and Engdahl, R. (2003). ‘Peering at the past century’s corporate strategy through the looking glass of time-series analysis: Extrapolating from Chandler’s classic mid-century American firms?’. Journal of Management Studies, 40/5: 1225–54.

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Adner, R. and Levinthal, D. A. (2004). ‘What is not a real option: considering boundaries for the application of real options to business strategy ’. Academy of Management Review, 29/1: 74 – 85.

Adner, R. and Zemsky, P. (2005). ‘Disruptive technologies and the emergence of competition’. RAND Journal of Economics, 36/2: 229–54.

Agarwal, R., Sarkar, M., and Echambadi, R. (2002). ‘The conditioning effect of time on firm survival: an industry life cycle approach’. Academy of Management Journal, 45/5: 971–94.

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Aiken, M. (2004). ‘What strategies do value-based organisations adopt in order to resist incursions on their organisational values from public or private sector markets?’. In Chandler, J. and Barry, J. (eds), Dilemmas Facing the Public Sector: Issues for Professionals, Managers and Users. London: East London Business School, University of East London.

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Amason, A. (1996). ‘Distinguishing the effects of functional and dysfunctional conflict on strategic decision making’. Academy of Management Journal. 39/1: 123– 48.

Ambos, B. and Schlegelmilch, B. (2007). ‘Innovation and control in the multinational firm: a comparison of political and contingency approaches’. Strategic Management Journal, 28/5: 473–86.

Ambrosini, V. and Jenkins, M. with Collier, N. (2007). Advanced Strategic Management: A Multi-perspective Approach. 2nd edition. Basingstoke: Palgrave MacMillan. Amburgey, T. and Dacin, T. (1994). ‘As the left foot follows the right? The dynamics of strategic and structural change’.Academy of Management Journal, 37/6: 1427–52.

Amburgey, T., Kelly, D., and Barnett, W. (1993). ‘Resetting the clock: the dynamics of organisational change and failure’. Administrative Science Quarterly, 38: 58–73.

Amit, R. (1986). ‘Cost leadership strategy and experience curves’. Strategic Management Journal, 7/3: 281–92.

Amit, R. and Schoemaker, P. J. H. (1993). ‘Strategic assets and organizational rent’. Strategic Management Journal, 14: 33–46.

Anand, J. and Singh, H. (1997). ‘Asset redeployment, acquisitions and corporate strategy in declining industries’. Strategic Management Journal, 18: 99–118.

Anand, V., Ashforth, B., and Joshi, M. (2005). ‘Business as usual: The acceptance and perpetuation of corruption in organizations’. Academy of Management Executive, 19/4: 9–23.

Ancona, D. G., Goodman, P. S., Lawrence, B. S., and Tushman, M. L. (2001). ‘Time: a new research lens’. Academy of Management Review, 26/4: 645– 63.

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Audretsch, D. and Lehmann, E. (2006). ‘Entrepreneurial access and absorption of knowledge spillovers: strategic board and managerial composition for competitive advantage’. Journal of Small Business Management, 44/2: 155– 66.

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Bacharach, S., Bamberger, P., and Sonnenstuhl, W. (1996). ‘The organizational transformation process: the micropolitics of dissonance reduction and the alignment of logics of action’. Administrative Science Quarterly, 41/3: 477–506.

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