Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Perspectives, 9(4), 49–61. http://ezproxy.library.qmul.ac.uk/login?url=http://www.jstor.org/stable/4165288?pq-origsite=summon&seq=1#page_scan_tab_contents
Bhatti, Y., Selin, C., Ramirez, R., & Chermack, T. (2015). Introduction to the special issue in futures on design and scenarios. Futures, 74, 1–3. https://doi.org/10.1016/j.futures.2015.10.005
Carter, Chris, Clegg, Stewart, & Kornberger, Martin. (2008). A very short, fairly interesting and reasonably cheap book about studying strategy. SAGE.
Chandler, Alfred D. (1962). Strategy and structure: chapters in the history of the industrial enterprise: Vol. MIT Press research monographs. M.I.T. Press.
Chau, V. S., & Witcher, B. (2014a). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014b). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014c). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014d). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014e). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014f). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014g). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014h). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014i). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014j). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V. S., & Witcher, B. (2014k). Strategic management: principles and practice (Second edition). Cengage Learning.
Chau, V., W., B. (n.d.). Balanced scorecard and hoshin kanri: dynamic capabilities for managing strategic fit | Management Decision | Vol 45, No 3. http://www.emeraldinsight.com.ezproxy.library.qmul.ac.uk/doi/full/10.1108/00251740710745115
Dynamic capabilities for strategic team performance management: the case of Nissan | Team Performance Management: An International Journal | Vol 14, No 3/4. (n.d.). http://www.emeraldinsight.com.ezproxy.library.qmul.ac.uk/doi/full/10.1108/13527590810883442
Edward H. Bowman and Constance E. Helfat. (2001). Does Corporate Strategy Matter? Strategic Management Journal, 22(1), 1–23. http://www.jstor.org.ezproxy.library.qmul.ac.uk/stable/3094251?pq-origsite=summon&seq=1#page_scan_tab_contents
Encyclopaedia of Strategic Management - Cengage Learning. (n.d.). http://cws.cengage.co.uk/witcher/students/Encyclopaedia%20-%20secure.pdf
Exploring Strategy  Text & Cases. (n.d.). http://ezproxy.library.qmul.ac.uk/login?url=http://www.vlebooks.com/vleweb/product/openreader?id=QMUL&isbn=9781292145136&uid=^u
Gerry Johnson, Richard Whittington, Kevan Scholes, Duncan Angwin, & Patrick Regner. (2017a). Fundamentals of Strategy (4th Edition). Pearson.
Gerry Johnson, Richard Whittington, Kevan Scholes, Duncan Angwin, & Patrick Regner. (2017b). Fundamentals of Strategy (4th Edition). Pearson.
Grant, Robert M. (n.d.). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33 Issue 3, p114-135, 22p(33 Issue 3, p114-135, 22p).
Grundy, T. (2006). Rethinking and reinventing Michael Porter’s five forces model. Strategic Change, 15(5), 213–229. https://doi.org/10.1002/jsc.764
How Managers’ Everyday Decisions Create or Destroy Your Company’s Strategy.: EBSCOhost. (n.d.). http://web.a.ebscohost.com.ezproxy.library.qmul.ac.uk/ehost/pdfviewer/pdfviewer?vid=3&sid=e049b56e-186e-43cd-9738-8fa317da1f64%40sessionmgr4008
Immelt, Jeffrey R. (2009). How GE Is Disrupting Itself. Harvard Business Review, 10. http://wt3cf4et2l.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.atitle=How+GE+Is+Disrupting+Itself&rft.jtitle=Harvard+Business+Review&rft.au=Jeffrey+R.+Immelt&rft.au=Chris+Trimble&rft.au=Vijay+Govindarajan&rft.date=2009-10-01&rft.pub=Harvard+Business+Review&rft.issn=0017-8012&rft.volume=87&rft.issue=10&rft.spage=56&rft.externalDocID=1871837991&paramdict=en-UK
Joseph Coates. (n.d.-a). Scenario Planning - ScienceDirect. http://www.sciencedirect.com.ezproxy.library.qmul.ac.uk/science/article/pii/S0040162599000840?via%3Dihub
Khilji, S. E., & Rowley, C. (2013). Globalization, change and learning in South Asia. Chandos Pub., an imprint of Woodhead Pub. https://ebookcentral.proquest.com/lib/gmul-ebooks/detail.action?docID=1581387
Kim, W.C., & Mauborgne, R. (n.d.). Blue ocean strategy. California Management Review, 80(6), 76–85. https://info.psu.edu.sa/psu/fnm/ymelhem/blue%20ocean%20str.v2.pdf
Porter, M. E. (1989). From Competitive Advantage to Corporate Strategy. Readings in Strategic Management, 234–255. https://doi.org/10.1007/978-1-349-20317-8_17
Porter, Michael E. (n.d.-a). How competitive forces shape strategy. Harvard Business Review, 57 Issue 2, p137-145, 9p, 1 Diagram(57 Issue 2, p137-145, 9p, 1 Diagram).
Porter, Michael E. (n.d.-b). What Is Strategy? Harvard Business Review, 74 Issue 6, p61-78, 18p, 1 Black and White Photograph, 3 Diagrams, 1 Graph(74 Issue 6, p61-78, 18p, 1 Black and White Photograph, 3 Diagrams, 1 Graph). http://www.syv.pt/login/upload/userfiles/image/Reinventing%20Your%20business%20model%20HBR.pdf
Porter, Michael E. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, 1. http://www.syv.pt/login/upload/userfiles/image/Reinventing%20Your%20business%20model%20HBR.pdf
Rafael Ramirez et al. (n.d.-b). Using Scenario Planning to Reshape Strategy: Rather than trying to predict ...: EBSCOhost. http://web.b.ebscohost.com.ezproxy.library.qmul.ac.uk/ehost/detail/detail?vid=2&sid=e5e5abcb-7b83-45eb-8bdd-9d928cdaa5fd%40sessionmgr4009&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=123990530&db=bth
Ramírez, Rafael. (2016). Strategic Reframing. http://wt3cf4et2l.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info%3Aofi%2Fenc%3AUTF-8&rfr_id=info%3Asid%2Fsummon.serialssolutions.com&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.title=Strategic+Reframing&rft.au=Rafael+Ram%C3%ADrez&rft.au=Angela+Wilkinson&rft.date=2016-03-24&rft.pub=Oxford+University+Press&rft.isbn=9780198745693&rft.externalDocID=9780191062896&paramdict=en-UK
Richard Makadok. (2001). Toward a Synthesis of the Resource-Based and Dynamic-Capability Views of Rent Creation. Strategic Management Journal, 22(5), 387–401. http://www.jstor.org.ezproxy.library.qmul.ac.uk/stable/3094265?pq-origsite=summon&seq=1#page_scan_tab_contents
Rukstad, M., C., David J. (2008). Can you say what your strategy is? Harvard Business Review, 4. http://ctoproject.com/wp-content/uploads/2008/06/hbrstrategy-article.pdf
Segal-Horn, S. (2003). The Strategy Reader (2nd Revised edition). John Wiley and Sons Ltd.
Stata, Ray. (n.d.). Organizational Learning - The Key to Management Innovation. Sloan Management Review, 30(3). https://search-proquest-com.ezproxy.library.qmul.ac.uk/docview/1302965599?pq-origsite=summon
Susanne G. Scott and Vicki R. Lane. (2000). A Stakeholder Approach to Organizational Identity. The Academy of Management Review, 25(1), 43–62. http://www.jstor.org.ezproxy.library.qmul.ac.uk/stable/259262?pq-origsite=summon&seq=1#page_scan_tab_contents
The Strategic Plan is Dead. Long Live Strategy. | Stanford Social Innovation Review. (n.d.). https://ssir.org/articles/entry/the_strategic_plan_is_dead._long_live_strategy
Thomas, H., Whittington, R., & Pettigrew, A. M. (2000). The handbook of strategy and management - Chapter 5 by Markides. Paul Chapman. https://books.google.co.uk/books?id=ESDxj-501ngC&pg=PA98&lpg=PA98&dq=markides+corporate+strategy+the+role+of+the+centre&source=bl&ots=t2bCD9mNEe&sig=PKEb_VejbQGQOOvV6J3k0p5Y5KY&hl=en&sa=X&ved=0ahUKEwjN5s286LvWAhULLMAKHQJiCXUQ6AEIQzAG#v=onepage&q=markides%20corporate%20strategy%20the%20role%20of%20the%20centre&f=false
Traditional Strategy Is Dead. Welcome to the #SocialEra. (n.d.). https://hbr.org/2012/09/traditional-strategy-is-dead-w
Wernerfelt, Birger. (n.d.). A Resource-based View of the Firm. Strategic Management Journal, 5 Issue 2, p171-180, 10p(5 Issue 2, p171-180, 10p).
Witcher, B. J., & Chau, V. S. (2012). Varieties of Capitalism and Strategic Management: Managing Performance in Multinationals after the Global Financial Crisis. British Journal of Management, 23, S58–S73. https://doi.org/10.1111/j.1467-8551.2012.00816.x