Strategy and Leadership Practices

Mandatory literature GM0840

General on strategic work

Whittington, R. (1996). Strategy as practice. Long Range Planning, 29, 731–735.

Board of Directors

Hendry, K. P., Kiel, G. C., & Nicholson, G. (2010). How boards strategise: A strategy as practice view. Long Range Planning, 43(1), 33-56.

Klarner, P., Yu, Q., Yoshikawa, T., & Hitt, M. A. (2023). Board governance of strategic change: An assessment of the literature and avenues for future research. International journal of management reviews, 25(3), 467-494

Andersson, T., Cäker, M., Tengblad, S., & Wickelgren, M. (2019) Building traits for organizational resilience through balancing organizational structures, Scandinavian Journal of Management, 35, 36–45.

Top and middle management

Gond, J. P., Cabantous, L., & Krikorian, F. (2018). How do things become strategic? ‘Strategifying’ corporate social responsibility. Strategic Organization, 16(3), 241-272.

Brorström, S., & Styhre, A. (2023). Strategizing and “strategifying” for the common good: the case of deprived neighborhoods in the Swedish city of Gothenburg. International Public Management Journal, 1-18.

Social enterprises

Cesinger, B., Vallaster, C., & Müller, J. M. (2022) The ebb and flow of identity: How sustainable entrepreneurs deal with their hybridity. European Management Journal, 40(1), 77-89.

Vickers, I., Lyon, F., Sepulveda, L. & McMullin, C. (2017) Public service innovation and multiple institutional logics: The case of hybrid social enterprise providers of health and wellbeing. Research Policy, 46, (10), 1755-1768.

Strategy in relation to others

Van Huijstee, M. & Glasbergen, P. (2010) NGOs Moving Business: An Analysis of Contrasting Strategies, Business & Society, 49(4), 591-618.

Penttilä, V. (2020) Aspirational Talk in Strategy Texts: A Longitudinal Case Study of Strategic Episodes in Corporate Social Responsibility Communication, Business & Society, 59(1) 67–97.

Cases: see Canvas