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[课件、讲义、参考书目等] 莱斯燕语专栏|红楼诗社与文献阅读--走进张燕教授的战略研讨课堂

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发表于 2017-6-20 10:16:02 | 显示全部楼层 |阅读模式
原文来自微信号“管理学季刊”2017年6月20日推送文章

附录:战略研究研讨课13节课的阅读目录

Session1: Overview of the field of strategic management

Coase, Ronald. 1937. "The Nature ofthe Firm." Economica, 4(4), pp. 386-405
Mintzberg, H., 1978. "atterns instrategy formation." Management Science, 934-948.
Rummelt, R., D.Schendel & D. Teece.1991. “Strategicmanagement and economics”. StrategicManagement Journal, 12(Winter Special Issue): 5-29.
March, J.G., & R. I. Sutton. 1997.“Organizational performance as a dependent variable”. Organization Science,8(6): 698-706.
Hambrick, D.C. & Chen, M.J.,2008. "New academic fields as admittance-seeking social movements: Thecase of strategic management." Academy of Management Review, 32-54.

Session2: Innovation and technology strategy

Teece, D.J.  1986. “Profiting from technological innovation: Implications for integration,collaboration, licensing and public policy.” Research Policy, 15:285-305.
Lerner J. 1995.Patenting in the shadow of competitors. Journal of Law and Economics,38(2):463-495.
Katila R., AhujaG. 2002. Something old, something new: a longitudinal study of search behaviorand new product introduction. Academy of Management Journal, 45(6):1183-1194.
Yayavaram, S.,Ahuja, G. 2008. Decomposability in knowledgestructures and its impact on the usefulness of inventions and knowledge-basemalleability. Administrative Science Quarterly, 53(2):333-362.
Ahuja, G.,Lampert, C.M. 2001. Entrepreneurshipin the large corporation: A longitudinal study of how established firms createbreakthrough inventions. StrategicManagement Journal, 22(6-7): 521-543.

Session3: Entrepreneurship and new venture strategy

Agarwal,R., Echambadi, R., Franco, A.M. and Sarkar, M.B. 2004. Knowledge transferthrough inheritance: Spin-out generation, development, and survival. Academy of Management Journal, 47: 501-522.
Lounsbury, M. and Glynn, M.A. 2001.Cultural entrepreneurship: Stories, legitimacy, and the acquisition ofresources. Strategic Management Journal.
Garud,R., Jain, S. and Kumaraswamy, A. 2002. Institutional Entrepreneurship in theSponsorship of Common Technological Standards: The Case of Sun Microsystems andJava.Academyof Management Journal, 45: 196-214.
Pollock,T.G., Lee, P.M., Jim, K., and Lashley, K. 2015. (Un)Tangled: Exploring theasymmetric co-evolution of new VC firms’ reputation and status. AdministrativeScience Quarterly.
Heeley,M.B., Matusik, S.F., Jain, N. 2007. Innovation, Appropriability, andthe Underpricing of Initial Public Offerings. Academy of Management Journal, 50(1):209-225.

Session4: Strategic alliances and networks

Kogut B. 1988.Joint ventures: theoretical and empirical perspectives. Strategic ManagementJournal, 9(4): 319-332
Parkhe A. 1993.Strategic alliance structuring: a game theoretice and transaction costexamination of interfirm cooperation. Academy of Management Journal,36(4): 794-829.
Gulati,R., Singh, H. 1998. The architecture of cooperation: Managing coordinationcosts and appropriation concerns in strategic alliances. Administrative Science Quarterly, 43: 781-814.
Gulati R.,Gargiulo M. 1999. Where do interorganizational networks come from? AmericanJournal of Sociology, 104 (5): 1439-1493.
Ahuja, G. 2000. Collaborationnetworks, structural holes, and innovation: A longitudinal study. Administrative science quarterly,45(3): 42-455.

Session5: Competitive dynamics

Gnyawali,D.R. and Madhavan, R. 2001. Cooperative networks and competitive dynamics: Astructural embeddedness perspective. Academy of Management Review, 26:431-445.
Chen,M-J., MacMillan, I.C. 1992. Nonresponse and delayedresponse to competitive moves:The roles of competitor dependence and action irreversibility.Academy of Management Journal, 35(3): 539-570.
Katila R., Chen E.2008. Effects of search timing on innovation: the value of not being in syncwith rivals. Administrative Science Quarterly, 53(4): 593-625.
Clarkson G., TohPK. 2010. ‘Keep out’ signs: the role of deterrence in the competition forresources. Strategic Management Journal, 31:1202-1225.
Lerner J. 1997. Anempirical exploration of a technology race. The RAND Journal of Economics,28(2):228-247.

Session6: International strategy and emerging market strategy

Zaheer, S. 1995.Overcoming the liability of foreignness. Academy of Management Journal,38(2): 34-363.
Vermeulen, F. & Barkema, H.,2002. "ace, rhythm, and scope: Process dependence in building aprofitable multinational corporation." Strategic Management Journal,637-653.
Gupta, A., & Govindarajan, V.,2000. "Knowledge flows within multinational corporations." StrategicManagement Journal, 473-496.
Zhang, Y., Li, H.,Li, Y., and Zhou, L-A. 2010. FDI spillovers in an emerging market: The role offoreign firms’ country origin diversity and domestic firms’ absorptivecapacity. Strategic Management Journal, 31(9): 969-989.
Zhao, M.Y. 2006.Conducting R&D in countries with weak intellectual property rightsprotection. Management Science, 52(8): 1185-1199.

Session7: Agglomeration economies and spillovers

McCann, B.T.,& Folta, T.B. 2008. Location matters: Where we have been and where we mightgo in agglomeration research. Journal of Management, 34(3), 532-565.
Baum, J.A.C.,& Haveman, H.A. 1997. Love thy neighbor? Differentiation and agglomeration inthe Manhattan hotel industry, 1898-1990. Administrative Science Quarterly, 42(2): 304-338.
Almeida P., KogutB. 1999. Localization of knowledge and the mobility of engineers in regionalnetworks. Management Science, 45(7): 905-917.
Shaver J.M., FlyerF. 2000. Agglomeration economies, firm heterogeneity, and foreign directinvestment in the United States. Strategic Management Journal, 21(12):1175–1193.
Zhang,Y., Li, H., and Schoonhoven, C.B. 2009. Inter-Community Relationships andCommunity growth in China’s High-Technology Industries 1988-2000. Strategic Management Journal, 30(7): 163-183.

Session 8roduct-market diversification, and mergers and acquisitions

Villalonga, Belén, 2004. DiversificationDiscount or Premium? New Evidence from the Business Information TrackingSeries. Journal of Finance, 59: 479-506.
Khanna, T. & Palepu, K.G. 1997. Whyfocused strategies may be wrong for emerging markets. Harvard Business Review, July-August 1997.
Zuckerman, E.W. 2000. Focusing thecorporate product: Security analysts and de-diversification. Administrative Science Quarterly, 45: 591-619.
Jemison, D.B., Sitkin, S.B. 1986.Corporate acquisitions: A process perspective. Academy of Management Review,11(1): 145-163.
Sleptsov,A., Anand, J., Vasudeva, G. 2013. Relational configurations with informationintermediaries: The effect of firm-investment bank ties on expected acquisitionperformance. Strategic Management Journal, 34(8): 957-977.

Session 9:Corporate social responsibility

McWilliams, Abagail; Siegel, Donald, 2001.Corporate Social Responsibility: A Theory of the Firm Perspective. Academyof Management Review, 26: 117-127
Orlitzky, M., Schmidt, F.L., Rynes, S.L.2003. Corporate social and financial performance: A meta-analysis. Organization Studies, 24(3): 403-441.
Godfrey, Paul C.; Merrill, Craig B.;Hansen, Jared M., 2008. The relationship between corporate socialresponsibility and shareholder value: an empirical test of the risk managementhypothesis. Strategic Management Journal, 30: 425-445.
Margolis, J.D., Walsh, J.P. 2003. Miseryloves companies: Rethinking social initiatives by business. AdministrativeScience Quarterly, 48: 269-305.
Chin,M.K., Hambrick, D.C., and Trevino, L.K. 2013. Political ideologies of CEOs:Illustrative evidence of the influence of executive values on corporate socialresponsibility. Administrative Science Quarterly, 58: 197-232.

Session 10:Corporate governance: Board of directors

Fama,E., 1980. "Agency problems and the theory of the firm." Journal of Political Economy, 288-307.
Hillman,A.J. & Dalziel, T. 2003. Boards of directors and firm performance:Integrating agency and resource dependence perspective. Academy of ManagementReview, 383-396.
Davis,G.F. 1991. Agent without principles? The spread of the poison pill through theintercorporate network. Administrative Science Quarterly.
Boivie,S., Graffin, S.D., Pollock, T.G. 2012. Time for me to fly: predicting directorexit at large firms. Academy of Management Journal.  
Westphal,J.D., and Zajac, E.J. 1998. The symbolic management of stockholders: Corporategovernance reforms and shareholder reactions. Administrative Science Quarterly.

Session 11:Corporate governance: TMTs and CEOs

Hambrick, D. & Mason, P., 1984."Upper echelons: The organization as a reflection of its topmanagers." Academy of Management Review, 193-206.
Finkelstein, S. & Hambrick, D.C.,1990. "Top management team tenure and organizational outcomes: Themoderating role of managerial discretion." Administrative Science Quarterly, 484-503.
Chatterjee,A. & Hambrick, D.C., 2007. "It's all about me: Narcissistic CEOs andtheir effects on company strategy and performance. Administrative Science Quarterly, 351-386.
Bertrand,M. & Schoar, A. 2003. Managing with style: The effect of managers on firmpolicies. Quarterly Journal of Economics, 1169-1208.
Zhang,Y. 2008. Information asymmetry and the dismissal of newly appointed CEOs: Anempirical investigation. Strategic Management Journal, 29(8): 859-872.

Session 12:Strategic management process

Ocasio,W., 1997. "Towards an attention-based view of the firm." Strategic Management Journal, 187-206.
Mintzberg,H., Raisinghani, D., & Theoret, A., 1976. "The structure ofunstructured decision processes." Administrative Science Quarterly,246-275.
Eisenhardt, K.M. & Bourgeois, L.J.,1988. "olitics of strategic decision making in high-velocityenvironments: Toward a midrange theory." Academy of Management Journal,737-770.
Guler,I, 2007. "Throwing good money after bad? Political and institutionalinfluences on sequential decision making in the venture capital industry."Administrative Science Quarterly, 248-285.
Schweiger,D.M., Sandberg, W.R., & Ragan, J.W., 1986. "Group approaches forimproving strategic decision making: A comparative analysis of dialecticalinquiry, devil's advocacy, and consensus." Academy of Management Journal, 51-71.

Session 13:Strategic change and adaptation

Rajagopalan, N. and Spreitzer, G.M. 1997.Toward a theory of strategic change: A multi-lens perspective and integrativeframework. Academy of Management Review, 22(1):48-79.
Audia, P.G., Locke, E.A., & Smith,K.G., 2000. "The paradox of success: An archival and a laboratory study ofstrategic persistence following radical environmental change." Academyof Management Journal, 837-853.
Westphal, J.D. & Fredrickson, J.W.,2001. "Who directs strategic change? Director experience, the selection ofnew CEOs, and change in corporate strategy." Strategic Management Journal, 1113-1137.
Gersick, C.J.G. 1994. Pacing strategicchange: The case of a new venture. Academy of Management Journal, 37(1):9-45.
Baum,J.A C., Li, S.X. & Usher, J.M. 2000. Making the next move: How experientialand vicarious learning shape the locations of chains' acquisition. Administrative Science Quarterly. 45(4): 766-801.
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