Strategy and Management
Course Manual
Course ECB3SM
code
Coordinato Rajani Singh
r
Year 2024/2025
Contents
Important administrative information............................................................2
Course material and resources......................................................................2
Course Description......................................................................................... 3
Learning objectives........................................................................................ 4
Skills............................................................................................................... 4
Course format................................................................................................ 4
Performance Evaluation Criteria.....................................................................5
Communication & Blackboard........................................................................8
Schedule........................................................................................................ 9
Course evaluation........................................................................................ 11
Effort requirement........................................................................................ 11
Rules for complete retake / partial retake....................................................11
Appendix 1: Case Presentation Evaluation Criteria......................................12
Appendix 2: Peerwise Instructions...............................................................13
Appendix 3: Reading list..............................................................................14
Important administrative information
Course code: ECB3SM
Course title: Strategy and Management
Period: 2
Timeslot: A
Level: 3 (Bachelor Advanced)
ECTS Credits: 7.5
Course type: Major-related elective, required elective
Faculty: Law, Economics and Governance
Department: Utrecht University School of Economics
Chair: Strategy, Organization and
Entrepreneurship
Coordinator: R. Singh
Email coordinator: [email protected]
Lecturer: R. Singh ([email protected] )
Tutor: A.S. Halbertsma ([email protected])
Builds on: No prerequisites. Students are expected to
have knowledge of ‘Introduction to Strategy
and Organization’ (ECB1SO).
Course material and resources
1. Grant, RM. and Jordan J. 2015. Foundations of Strategy, 2nd
Edition: West Sussex/UK John Wiley & Sons. ISBN : 978-1-118-
91470-0
2. Students will be required to prepare various academic papers
and cases for the classes.
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Course Description
Strategic management is a field of study concerned with developing
understanding of why some firms are more successful than others. To
be successful, the firm’s strategy must permeate all departments and
functional areas. To advance students’ comprehension of how a
company could potentially outperform its rivals, the present course
focuses on the key theoretical ideas and concepts of strategic
management and how to apply them in practice. The course builds
further on the first-year strategy course ‘Introduction to Strategy and
Organization’ (ECB1SO), which sought to acquaint students with the
tools and techniques of business-level strategy. In the present course,
focus is on business-level as well as corporate-level and global-level
strategy. Rather than viewing the firm as simply operating in a single
business in a single geographic region, we also analyze the strategic
options available to multi-divisional, multi-national firms. In drawing
on these tools, we explicitly apply a general management point of
view –we will analyze strategies in light of the total enterprise.
Moreover, because of the limitations of static analysis in the real
world, the course underlines the dynamic nature of effective strategy
formulation and implementation. This shifts the emphasis from
generic strategies of cost leadership and differentiation based on
industry analysis (i.e, Porterian approaches) to strategies that
managers should develop for resource and knowledge building,
entrepreneurship, leadership, innovation, and learning.
A key focus in the course is on firm-specific unique resources and
competences and their deployment for improving company
performance. The purpose is not to inflict new theory or new
buzzwords but to make use of what you know to address business
problems. We will systematically engage with the important
analytical approaches that underlie the domain of strategy to develop
an understanding of how firms create and sustain competitive
advantage.
Pedagogically, this discussion-based course draws heavily on case
analyses, and experiential exercises to develop a deeper
understanding of strategic management. It is recognized that a firm
does not only have tangible assets such as capital and technology,
but also non-tangible assets such as social and emotional capital.
Students are prepared for a strategy career by discussing how both
types of resources could be harnessed for competitive advantage.
Because a strategy can only produce results if properly implemented,
the course familiarizes students with issues of control and corporate-
governance. A good understanding of these is essential to effectively
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align the interests of owners, managers and employees. Further,
students also learn how different organizational designs (e.g.,
traditional, modular, virtual and ambidextrous) could be used
strategically. This course lays the foundation for Strategic
Management Master-level courses.
Learning objectives
This course has two main learning objectives, supported by several
supplementary ones:
- To design a corporate strategy to compete in a dynamic
competitive environment
- To diagnose the reasons for good or bad performance and
formulate strategies that lead to value creation and recommend
organization designs to implement the strategies
Supplementary learning objectives are:
- To develop a thorough understanding of the principal
theoretical frameworks and concepts linked to strategy
formulation (both at the business- and corporate-levels) and
strategy implementation
- To describe how organizations can create a competitive
advantage
- To discuss the differences between static and dynamic strategic
management theories
- To develop appreciation of the multidimensional challenges that
globalization and changes in technologies (Internet and digital
technologies) pose for strategy formulation and implementation
and how firms can successfully address these challenges
- To critically analyze cases and relate them to the topics covered
in the course. As this course aims to provide students with the
knowledge and skills they require to theoretically understand
and apply them to real life cases, it is essential that
preparation, attendance, and in-class contributions are
prioritized
- To practice presentation (reflect on what went wrong, elaborate
on the mistakes) and teamworking skills
- To translate strategy into action
Skills
This course will focus on the development of the following skills:
- problem solving;
- effective teamwork;
- academic reasoning and working;
- oral presentation skills.
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Course format
This course involves lectures and tutorials, The course consists of
weekly sessions and the final exam in week 9. Each week’s session
includes 1 lecture and 1 tutorial. The weekly meetings consist of up to
2 X 45-minute lectures (on Wednesdays) and 2 X 45-minute tutorials
(on Mondays and Tuesday), which are both of a highly interactive
character. Plenary lectures are meant to guide students through the
literature, with additional tutorials to get a better grip on the theory
and practice of strategic management, using the assigned case
studies, and reading material.
The lectures are organized along key levels of analysis: the firm, the
industry and the macro environment. They will explicitly focus on
business, corporate, as well as global level strategic management
across these levels. Examples will be given from different types of
firms (small, large) and industries (like computer hardware, biotech,
automobile, and internet industries). Both quantitative and qualitative
empirical studies will be discussed.
Supplementary to this theoretical part of the course, students will
work in tutorials.
The course objectives dictate the pedagogy for the tutorials. The case
method has been
found to be the most suitable pedagogical device in this regard. The
case method enables one to simulate the “real world” as closely as
possible in the classroom. Thus, the onus for deriving maximum
value from this course lies as much on you as on the
instructor. It is essential that each student comes to
class prepared. Active class participation is required and has
an effect on the final grade.
Before each tutorial, Students will receive a case with questions to be
prepared for class discussion. All students are responsible to prepare
a criticism for the case (ready for a debate) with their notes. The
tutorial instructor will facilitate the debate between the students, thus
the discussion will be open to the entire class.
Before each tutorial, Students will receive a list of academic papers to
be prepared for class discussion. All students are responsible to
prepare a criticism for the papers (ready for a debate) with their
notes. The tutorial instructor will facilitate the debate between the
students, thus the discussion will be open to the entire class.
Performance Evaluation Criteria
An end-of-term individual exam (50%):
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The final exam will be a closed book exam, to test the student’s
knowledge, comprehension and application of the subject. It will be
based on literature covered during lectures and tutorials. The
exam comprises open ended and multiple choice questions.
Subject matters for the exam are (i) lectures, (ii) book chapters and
(iii) assigned papers.
Case assignments and Active participation (25%):
Case Assignments (15%): Students will work in teams to present a
case study analysis in tutorials. In each tutorial, one or several teams
are asked by the instructor to present a detailed and critical response
to a given case. The discussant team is expected to present their
case and involve the rest of the class in a critical analysis. The case
presentation will constitute 15% of your grade. Your Tutorial
instructor will use the grading system described in appendix 1 to
evaluate the students’ presentations. The important thing is to make
an impression with your knowledge of the theory and linking it to the
assigned case. Students are expected to critically analyze, report and
debate the case from various perspective.
Active Participation (10%): Active participation will be evaluated using
the Peerwise Score. The aim of PeerWise is to assure that students
learn the material, and is to prepare students for the final exam. The
reading material for the course consists of the 7 topics mentioned in
the course manual (lectures and tutorials). These topics are
introduced as “tags” in the course page on PeerWise. Each student is
expected to submit at least 4 multiple-choice questions for the topics
covered in the course. You need to tag your questions accordingly.
Each topic has a deadline to submit questions: that is 1 week after
the readings are scheduled in the course manual (check deadline
section in this course manual for the exact dates). Students are also
encouraged to answer, rate, and comment on other students'
questions in order to increase their reputation score and answer
score. The PeerWise total score will account for the 10% of the overall
grade. The data for the PeerWise grade will be taken when students
are in the exam, thus participating in PeerWise after the exam will not
have an impact of the grade.
In each tutorial, students will also prepare for academic articles
related to the topic discussed in that week. In each tutorial, we will
talk about the assigned academic articles in class; giving a short
summary of what each article is about. All students are responsible to
read the papers and to prepare a critical discussion of the articles
(ready for a debate) with their notes (strengths, weaknesses,
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implications for practice and society, examples). These articles are
exam material.
Group Project (25%): Strategic Adaptation and Performance
Study
Objective: This project aims to deepen your understanding of
strategic business management by analyzing real-world cases
involving European firms. By investigating how certain companies
have risen or declined in the Financial Times Europe 500 rankings
over time, students will gain insights into the strategic choices and
external factors that drive business success or failure.
Group Composition: Work in groups of 5. Collaboration and
equitable participation are essential to ensure a robust analysis and
presentation.
Project Components:
1. Research and Firm Selection:
•Select two European firms from the Financial Times Europe
500 list provided on Blackboard.
•One firm must have significantly improved its ranking between
2023-2024, while the other should have experienced a decline
or even exited the list during the same timeframe.
•Document your criteria for selecting these firms and provide
background information on both.
2. Strategic Analysis of Success and Failure: This section will
require an in-depth examination of each selected company’s strategic
decisions, performance, and the context surrounding their changes in
ranking. The analysis should focus on the following subpoints:
•In-depth Strategic Review: Analyze the strategic decisions
made by both companies during the specified period. This
includes investments, product diversification, mergers and
acquisitions, market entry/exit, and other significant business
moves.
•Factor Identification: Identify key internal factors (e.g.,
leadership changes, corporate restructuring, innovation
strategies) and external factors (e.g., economic shifts,
regulatory policies, industry trends) that influenced their
trajectories.
•Performance Metrics: Compare financial and non-financial
metrics that illustrate changes in their market positions, such as
revenue, profit margins, stock performance, and market share.
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3. Comparative Analysis: This section involves a side-by-side
examination of the strategic approaches, successes, and failures of
the two chosen companies. The goal is to identify similarities,
differences, and key lessons from their journeys through changes in
their rankings.
•Contrast Strategic Approaches: Highlight the differences in
how these companies responded to challenges and
opportunities. Discuss why certain strategies proved successful
for one and detrimental for the other.
•Framework Application: Utilize relevant course frameworks
(e.g., SWOT, PESTEL, Porter’s Five Forces) to structure your
analysis and support your conclusions.
•Adaptive Strategies: Examine how well each company adapted
to changes such as technological advancements, shifts in
consumer behavior, and global market fluctuations.
Methodological Approach:
•Data Collection: Gather data from credible sources such as
company annual reports, financial publications, news articles,
and industry reports. Document all sources in an appendix.
•Analysis Techniques: Use a combination of qualitative and
quantitative analysis methods to assess strategic decisions and
their outcomes.
•Group Meetings and Division of Work: Schedule regular team
meetings to coordinate research, analysis, and report writing.
Assign clear roles and responsibilities to ensure an even
distribution of workload.
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Deliverables:
1. Comprehensive Report (3,500-4,500 words): 15%
•Structure:
Executive Summary: Summarize key findings and insights.
Introduction: Provide an overview of the firms selected and
the project scope.
Strategic Analysis: Present a detailed analysis for each firm,
focusing on strategic choices and external influences.
Comparative Section: Analyze the contrast in strategic
approaches and discuss lessons learned.
Conclusion and Recommendations: Offer final thoughts and
strategic recommendations for companies in similar
situations.
Appendices and References: Include supplementary data and
a list of references.
2. Group Presentation (10-15 minutes): 10%
•Prepare a concise presentation highlighting the most critical
insights and comparative analysis. Use visuals such as charts,
graphs, and infographics.
•Prepare and record a 15 minute presentation.
Suggested Timeline:
• Week 1-2: Firm selection and initial research.
• Week 3-4: Detailed strategic analysis.
• Week 5,6: Comparative analysis and report drafting.
• Week 7: Report finalization and presentation preparation.
• Week 8: Group presentation Submission and submission of the
final report.
Communication & Blackboard
- All course documents are provided on Blackboard (except the
book).
- Course information, course documents and assignments for in-
class discussion will be posted on Blackboard prior to the class
meeting. Also, lecture slides will be made available only after a
lecture and not before. Blackboard will serve as the main
communication tool for this course and therefore students are
expected to check regularly the announcements and other
information posted on Blackboard by the course coordinator.
- There will be announcements through Blackboard, so be sure that
your e-mail address is correct and that you check your email
frequently.
- If you send emails to your instructor regarding individual
work (leave, questions etc), please be sure to provide your
tutorial group, and student number in the email.
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- If you send e-mails to your instructor regarding group
work, please be sure to include your groupmates in the cc,
so that every team member has the same information.
Alternatively, you can also use the Black Board group interface and
email from there.
- You are always welcomed to ask for appointments to discuss your
questions and ideas about the course with the course instructor.
Schedule
Lecture / Relevant textbook chapters and
Week Date
Tutorial Theme materials to read and prepare
Grant and Jordan, Chapter 1
Lecture 01:
What is
46
Strategy? Academic paper: Of strategies,
November, 13
deliberate and emergent
1. Team Building Exercise
2. Case Presentation
3. Academic papers
Tutorial 01: 3.1. Can you say what your strategy
47
is?
November, 18-19
3.2. Managing the right tension.
3.3. Putting leadership back into
strategy
Lecture 02: Grant and Jordan, Chapter 2
External
47
Analysis
November, 20
1. Case Presentation
2. Academic Papers:
Tutorial 02: 2.1. The Five Competitive forces
48 that shape strategy
November, 25-26 2.2. Are You Ignoring Trends That
Could Shake Up Your Business
2.3. The Perils of Bad Strategy
Lecture 03: Internal
48 Grant and Jordan, Chapter 3
November, 27 Analysis
1. Case Presentations
2. Academic Papers:
2.1. The Icarus Paradox: How
Tutorial 03: exceptional companies bring
49
December, 2,3 about their own downfall.
2.2. The Resource Based Theory of
Competitive Advantage
2.3. Strategy as ecology
10
Lecture 04: Business
49 Grant and Jordan, Chapter 4, 5
Strategy - 1
December, 4
1. Case Presentations
2. Academic Papers:
Tutorial 04: 2.1. First Mover advantages
50
December, 9-10 2.2. First Mover disadvantages
2.3. The Ambidextrous Organisation
Lecture 05: Business
50 Grant and Jordan, Chapter 6
Strategy - 2
December, 11
1. Case Presentations
2. Academic Papers:
2.1. How to Capture Value from
Tutorial 05:
51 Innovation
December, 16-17
2.2. The Art of Standards Wars
Corporate
51 December, 18 Grant and Jordan, Chapter 7
Strategy
1. Case Presentations
2. Academic Papers:
2.1. When to ally & When to acquire?
2.2. Managing differences: The
2 January, 6,7
central challenge of global
strategy.
2 January, 8 Global Strategy Grant and Jordan, Chapter 8
3 January, 13,14 To Be Announced
4 January, 20 Multiple Locations: Refer Timetable for
Final Exam
final schedule.
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Course evaluation
Like all courses, this course is also evaluated by the participants at
the end. Based on the feedback obtained, the course coordinator will
propose measurements for future improvements. Feedback from last
years was implemented, so instructors are actually using these
inputs. In order to contribute to systematic course improvements, it is
important that students take the evaluation seriously and fill in the
evaluation forms with honesty.
Effort requirement
The Strategy and Management course is an intensive course with
weekly assignments. If one of the below requirements is not met,
students fail the effort requirement:
Obligatory Lectures/ Requirements:
Lecture 01: Mandatory attendance
75% attendance is required to be eligible for a retake.
Rules for complete retake / partial retake
The following rules apply for the complete and partial retake:
- Students with a final grade between 4,00 and 4,99 are eligible
for a full retake.
- Students with a final grade between 5,00 and 5,49 are eligible
for a partial retake.
- The retake takes place in week 16 (April).
- A retake is in the form of a written exam.
- Students who have not met the effort requirement are
excluded from the complete and partial retake exams.
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Appendix 1: Case Presentation Evaluation Criteria
Case presentations Evaluation quality criterion
0-2 Team is not present or prepared. There is no presentation or content
presented by the team. The presentation does not deal with course
material or homework materials. The team members do not show
ownership over the topic and cannot adequately answer Q&A.
2-3.5 The team do not respond in a meaningful way to the case questions or
problems. The content of the presentation is fully detached from the
required reading material or course material and fails to generate
learnings or discussion for the class. Only few team members are able
to present or adequately respond to questions.
4-5.5 The team response to the case questions only scratches the surface of
the problem at hand. The content of the presentation seems largely
detached from the reading material and does not evoke learnings or
discussion for the class. Only few team members showcase ownership
over the topic and can respond only vaguely to questions.
5.5-6.5 The team answers to the case question adequately responds to the
case question, but remains superficial. The content of the presentation
is limitedly linked to the required reading material and evokes only
limited learnings or discussion for the class. Several team members
showcase ownership over the topic and can respond to general
questions.
6.5-7.5 The team answers to the case question provides a fitting response or
solution to the case question, but there is room for more improvement
and critical thinking. The content of the presentation is directly linked
to the required reading material and evokes learning or discussion for
the class. Most team members showcase ownership over the topic and
can adequately respond to any question.
7.5-8.5 The team answers to the case question provides a solid response or
solution to the case question, and showcases critical thinking and
depth of reasoning. The content of the presentation is directly linked
to the reading material and evokes learnings or discussion for the
class. All team members showcase ownership and mastery over the
topic and can perfectly respond to any questions.
9-10 The team answers to the case question provides a great response or
solution to the case question, it extends knowledge for the
participants (e.g. the class learns something new) and showcases
critical thinking and depth of reasoning. The content of the
presentation is linked to both the required reading material and the
recommended reading material and evokes learnings or discussion for
the class. All team members showcase ownership and advanced
mastery over the topic and can perfectly respond to any questions.
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Appendix 2: Peerwise Instructions
We will be using PeerWise as a place for you to create, share and
evaluate assessment questions with your classmates. Start by visiting
PeerWise here: http://peerwise.cs.auckland.ac.nz/at/?uu_nl
If you have not used PeerWise before, just click the "Registration" link
and follow the prompts. All you need to do is choose a user name and
a password for your PeerWise account. If you have used PeerWise
before, simply log in and then select "Join course" from the Home
menu.
To access our course, "ECB3SM 2024-25", you will need to enter two
pieces of information:
1) Course ID = 27753
2) Identifier = Please enter your student ID
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Appendix 3: Reading list
Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic
management journal, 6(3), 257-272.
https://utrechtuniversity.on.worldcat.org/search/detail/9989098439?
queryString=Of%20strategies%2C%20deliberate%20and
%20emergent&clusterResults=true&groupVariantRecords=false
Tutorial 01
1. Collis, D. J., & Rukstad, M. G. (2008). Can you say what your strategy
is? Harvard Business Review, 86(4), 82–90. https://web-p-ebscohost-
com.proxy.library.uu.nl/ehost/pdfviewer/pdfviewer?
vid=0&sid=627d09b7-710e-4312-8a18-c1a18c2b59a4%40redis
2. Dodd, D., & Favaro, K. (2006). Managing the right tension. Harvard
Business Review, 84(12), 62–74. https://web-p-ebscohost-
com.proxy.library.uu.nl/ehost/pdfviewer/pdfviewer?
vid=0&sid=9a8b8c90-588f-40fd-ab97-02298b72611e%40redis
3. Montgomery, C. A. (2008). Putting leadership back into strategy. Harvard
Business Review, 86(1), 54–60. https://web-p-ebscohost-
com.proxy.library.uu.nl/ehost/pdfviewer/pdfviewer?
vid=0&sid=233555d4-7dfd-44cf-8a7b-1fb9bc14fb57%40redis
Tutorial 02
1. Porter, M. E. (2008). The five competitive forces that shape
strategy. Harvard Business Review, 86(1), 78–93. https://web-p-
ebscohost-com.proxy.library.uu.nl/ehost/pdfviewer/pdfviewer?
vid=0&sid=7358d140-2f1b-4ebe-9a17-8634da6d0cbd%40redis
2. Ofek, E., & Wathieu, L. (2010). Are you ignoring trends that could shake
up your business? Harvard Business Review, 88(7/8), 124–131.
https://web-s-ebscohost-com.proxy.library.uu.nl/ehost/pdfviewer/pdfview
er?vid=0&sid=f96e1259-fe9a-4c7f-8fcc-3d1c4e64e1b0%40redis
3. Rumelt, R. (2011). The perils of bad strategy. Mckinsey Quarterly, 1(1),
30–39.
https://web-s-ebscohost-com.proxy.library.uu.nl/ehost/detail/detail?
vid=1&sid=49820cc1-ce6c-4078-bb26-
67dc89f64506%40redis&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=58572247&db=buh
Tutorial 3
1. Miller, D. (1992). The icarus paradox: how exceptional companies bring
about their own downfall. Business Horizons, 35(1), 24–35. https://www-
sciencedirect-com.proxy.library.uu.nl/science/article/pii/
000768139290112M
2. Grant, R. M. (1991). The resource-based theory of competitive
advantage: implications for strategy formulation. California Management
Review, 33(3), 114–135. https://web-s-ebscohost-
com.proxy.library.uu.nl/ehost/pdfviewer/pdfviewer?
vid=0&sid=55142ba4-6fb0-4ac7-baba-e49af34384bb%40redis
15
3. Iansiti, M., & Levien, R. (2004). Strategy as ecology. Harvard Business
Review, 82(3), 68–78.
https://web-s-ebscohost-com.proxy.library.uu.nl/ehost/pdfviewer/pdfview
er?vid=0&sid=e68fdf8b-7ef5-439d-a36f-44854efcb6e5%40redis
16
Tutorial 04
1. Lieberman, M. B., & Montgomery, D. B. (1988). First-mover
advantages. Strategic Management Journal, 9, 41–58. https://www-jstor-
org.proxy.library.uu.nl/stable/2486211
2. Lieberman, M. B., & Montgomery, D. B. (1998). First-mover
(dis)advantages: retrospective and link with the resource-based
view. Strategic Management Journal, 19(12), 1111–1125.
https://onlinelibrary-wiley-com.proxy.library.uu.nl/doi/epdf/10.1002/%28S
ICI%291097-0266%281998120%2919%3A12%3C1111%3A%3AAID-
SMJ21%3E3.0.CO%3B2-W
3. O'Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous
organization. Harvard Business Review, 82(4), 74–81. https://web-s-
ebscohost-com.proxy.library.uu.nl/ehost/pdfviewer/pdfviewer?
vid=0&sid=a0fca924-e8ba-40f5-a00f-6a28eae19d1a%40redis
Tutorial 05
1. Pisano, G. P., & Teece, D. J. (2007). How to capture value from
innovation: shaping intellectual property and industry
architecture. California Management Review, 50(1), 278–296.
https://journals-sagepub-com.proxy.library.uu.nl/doi/10.2307/41166428
2. Shapiro, C., & Varian, H. R. (1999). The art of standards wars. California
Management Review, 41(2), 8–32. https://journals-sagepub-
com.proxy.library.uu.nl/doi/10.2307/41165984
Tutorial 06
1. Dyer, J. H., Kale, P., & Singh, H. (2004). When to ally & when to
acquire. Harvard Business Review, 82(7-8), 108–15. https://web-s-
ebscohost-com.proxy.library.uu.nl/ehost/pdfviewer/pdfviewer?
vid=0&sid=381bf742-9255-430c-9c69-2bdd720ba036%40redis
2. Ghemawat, P. (2007). Managing differences: The central challenge of
global strategy. Harvard business review, 85(3), 58-68. https://web-p-
ebscohost-com.utrechtuniversity.idm.oclc.org/ehost/pdfviewer/
pdfviewer?vid=0&sid=230b572e-9eee-4f51-9cc4-dd82edca550c
%40redis
17
