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Summary Corporate Strategy and Growth (BMSM03) - RSM

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