Full summary of all articles, videos, lectures, and book chapters for the course Corporate Strategy and Growth (BMSM03) for the MSc Strategic Management at the Rotterdam School of Management.
Includes: Bowman, C. and V. Ambrosini (2003). How the resource-based and dynamic capability views of the firm inform corporate-level strategy. British Journal of Management, 14 (4): 289-303.Collis, D.J. and C.A. Montgomery (1998). Creating corporate advantage. Harvard Business Review, 76 (3):70-83.Puranam, P. and B. Vanneste (2016). Corporate strategy: Tools for analysis and decision-making.Cambridge: Cambridge University Press, chapters 1 & 2 Bauer, F. and K. Matzler (2014). Antecedents of M&A success: The role of strategic complementarity, cultural fit, and degree and speed of integration. Strategic Management Journal, 35 (2): 269-291. Steigenberger, N. (2017). The challenge of integration: A review of the M&A integration literature, International Journal of Management Reviews, 19 (4): 408-431. Puranam, P. and B. Vanneste (2016). Corporate strategy: Tools for analysis and decision-making.Cambridge: Cambridge University Press, chapter 11. Cullinan, G., J-M. Le Roux and R-M. Weddigen. (2004). When to walk away from a deal. Harvard Business Review, 82 (4): 97-104.Kaul, A. and B. Wu. (2016). A capabilities based perspective on target selection in acquisitions. StrategicManagement Journal, 37 (7): 1220-1239.Puranam, P. and B. Vanneste (2016). Corporate strategy: Tools for analysis and decision-making.Cambridge: Cambridge University Press, chapter 11. Dyer, J.H., H. Singh and W.S. Hesterly (2018). The relational view revisited: A dynamic perspective on value creation and value capture. Strategic Management Journal, 39 (4): 3140-3162.Hoffmann W.H. and W. Schaper-Rinkel. (2001). Acquire or ally? – A strategy framework for decidingbetween acquisition and cooperation. Management International Review, 41 (2): 131-159 Puranam, P. and B. Vanneste (2016). Corporate strategy: Tools for analysis and decision-making.Cambridge: Cambridge University Press, chapters 5 & 12, Hansen, M.T. (2002). Knowledge networks: Explaining effective knowledge transfer in multiunit companies, Organization Science, 13 (3): 232-248. Karim, S. and A. Kaul (2015). Structural recombination and innovation: Unlocking intraorganizational knowledge synergy through structural change. Organization Science, 26 (2): 439-455.Puranam, P. and B. Vanneste (2016). Corporate strategy: Tools for analysisand decision-making.Cambridge: Cambridge University Press, chapters 9 & 10. Dranikoff, L., T. Koller and A. Schneider (2002). Divestiture: Strategy's missing link. Harvard Business Review, 80 (5): 74-83. Zhou, Y.M. (2011). Synergy, coordination costs, and diversification choices. Strategic Management Journal, 32 (6): 624-639. Puranam, P. and B. Vanneste (2016). Corporate strategy: Tools for analysis and decision-making. Cambridge: Cambridge University Press, chapters 4 & 7
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