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Chapter 10 References

Bain & Company. (2007). Management tools 2007: An executive’s guide. Retrieved November 15, 2008, from

Barney, J. B. (2006). Gaining and sustaining competitive advantage. Reading, MA: Addison-Wesley.

Carmelli, A. (2004). Assessing core intangible resources. European Management Journal, 22(1), 110–122.

Christensen, C. M., & Raynor, M. (2003). Why hard-nosed executives should care about management theory. Harvard Business Review, 81(9), 66–75.

Collis, D. J., & Montgomery, C. A. (1994). Competing on resources: strategy in the 1990s. Harvard Business Review, 74(4), 118–128.

Copeland, T., Koller, T., & Murrin, J. (2000). Valuation—measuring and managing the value of companies (4th ed.). Chichester, UK: John Wiley & Sons.

Coyne, K., & Subramaniam, S. (2000). Bringing discipline to strategy. McKinsey Quarterly, June Special Issue, 61–70.

Desmet, D., Finskud, L., Glucksman, M., Marshall, N., Reyner, M., & Warren, K. (1998). The end of voodoo brand management? McKinsey Quarterly, 2, 106–117.

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

Elling, M. E., Fogle, H. J., McKhann, C. S., & Simon, C. (2002). Making more of Pharma’s sales force. McKinsey Quarterly, 3, 86–95.

Finskud, L. (2009). Competing for choice. Williston, VT: Business Expert Press.

Forrester, J. W. (1961). Industrial dynamics. Cambridge, MA: Productivity Press.

Grant, R. M. (2008). Contemporary strategy analysis: Concepts, techniques, applications (4th ed.). Oxford: Blackwell.

Hall, R. (1992). The strategic analysis of intangible resources. Chichester, UK: John Wiley & Sons.

Hamel, G., & Heene, A. (Eds.). (1994). Competence-based competition. Chichester, UK: John Wiley & Sons.

Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Cambridge, MA: Harvard Business School Press.

Keough, M., & Doman, A. (1992). The CEO as organizational designer: An interview with Prof. Jay W. Forrester. McKinsey Quarterly, 2, 3–30.

McDonald’s Corporation. (2003). 2002 Summary Annual Report. McDonald’s Corporation: Oak Brook, IL. Page 1. Retrieved March 13, 2009, from

Mainardi, C., Leinwand, P., & Lauster, S. (2008). How to win by changing the game. Strategy + Business, 53, 22–28.

McGahan, A., & Porter, M. E. (1997). How much does industry matter, really? Strategic Management Journal, 18(Summer Special Issue), 15–30.

Mintzberg, H., Lampel, J. B., Quinn, J. B., & Ghoshal, S. (1997). The strategy process (4th ed.). London: Prentice-Hall.

Porter, M. E. (1980). Competitive strategy. New York: Free Press.

Prahalad, C. K. (2006). The fortune at the bottom of the pyramid. Upper Saddle River, NJ: Pearson.

Schoemaker, P. J. H. (1992). How to link strategic vision to core capabilities. Sloan Management Review, 34(1), 67–81.

Stalk, G., Evans, P., & Shulman, L. (1992). Competing on capabilities. Harvard Business Review, 70(2), 57–69.

Sterman, J. D. (2000). Business dynamics. New York: Irwin McGraw-Hill.

Tovey, L. (1994). Competency assessment: A strategic approach—Part II. Executive Development, 7(1), 16–19.

Warren, K. D. (2008). Strategic management dynamics. Chichester, UK: John Wiley & Sons.

Warren, K. D. (2009). Developing employee talent to perform. New York: Business Expert Press.