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Cardiff Metropolitan UniversityMODULE TITLE: Strategic Management

PROGRAMME: MBA

SEMESTER: Semester Two

ACADEMIC YEAR PERIOD: OCT 2014- JAN 2015

LECTURER SETTING ASSESSMENT: - Mervyn Sookun (Module Leader)

Contact: [email protected]

DATE ASSESSMENT SET AND LOADED ON TO STUDENT PORTAL:-

DATE ASSESSMENT TO BE COMPLETED AND SUBMITTTED:

Table of Contents:

1. Assessment type2. Indicative assessment requirements for the module3. Maximum word limit and assessment weighting for each aspect within the

assessment4. Description of assessment requirements and Marking Scheme (Tasks 1-3)5. Group Report and PPT guidelines6. Learning Outcomes7. Summary of marking scheme (group report and PPT)8. Grading Criteria9. Individual supporting contributions to group report and PPT, and marking

scheme.10. Notes on Plagiarism & Harvard Referencing 11. Module Descriptor12. Further Guidance Notes13. Reading list

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---------------------------------------------------------------------------------------------------SECTION 1Assessment Type:

Group Report and a set of PowerPoint slides (50%) Individual Supporting Contributions to Group Report and Power

Point slides (50%)--------------------------------------------------------------------------------------------------SECTION 2 Indicative Assessment Requirements for the Module:

Group Report and supporting Power Point slides. Supporting documentation is required to be produced as an individual contribution to the assessment (equivalent to an overall maximum of 4000 words in total)---------------------------------------------------------------------------------------------------

SECTION 3Maximum Word Limit and Assessment weighting for each aspect within the assessment:

Group Report: 4000 words and a maximum 15 Power Point Slides: Assessment Weighting 50%

Individual assessment contribution (an individual set of supporting documentation from each student equivalent to 4000 words absolute maximum): Assessment Weighting 50%

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SECTION 4

Description of Assessment Requirements

Strategic Management In your confirmed role as a group of strategy consultants to the board of an established organisation of your choice in either the retail or banking or airline sector, you have a brief to fulfil by addressing the following requirements that were agreed at the time of your appointment:

Task 1A historical review of the core business domain to understand how the milestones achieved are the foundation for the business position today. (10 marks)

Task 2

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Highlight the need for and urgency of change internally and in the market environment to fully leverage core business.Assess the relevance of the organisations existing culture, assets and competencies for sustainable market relevance . (25 marks)

Task 3Using relevant strategic choice models, critically identify and discuss the strategic options open to the company. (25 marks)

Task 4Critically evaluate and discuss in relation to implementation the structural, people ,processes and technology issues which will all contribute to shareholder return through improvements in business optimisation ,provided that top management approval is given to your proposals.State how such change could be accomplished, the barriers which may occur and how these could be pre-empted in a change plan.15 marks)

Task 5

One of the Board members has recently attended a seminar on "Strategic Leadership" and would like your team to include a discussion of the importance of strategic leadership to the company in your report. Using relevant sources and contemporary texts on strategy leadership, construct an argument for the attention of the Board. (15 marks)

Presentation (10 marks)

You may use appendices. These do not affect the word count.

Total (100 marks)Marking Scheme:

Task 1Discussion of the strategic trajectories followed by the firm and competencies developed over time(10 marks)

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A critical discussion of the core capabilities of the organisationand culture of the organisation, drawing on relevant modelsApplication of relevant models to conduct an external and competitive analysis to identify and discuss drivers of change and competency gaps. (25 marks)

Task 3Drawing on relevant strategic choice models and business canvas, students are required to explain how the competency gaps could be addressed.(25 marks)

Task 4Application of evaluation models to project outcomes. Discussion of the challenges of resourcing the implementation process. 15 marks

Task 5

Discussion of the relationship between change management and strategy, using appropriate models15 marks

Presentation Ensure that evidence sources used are appropriate to the tasks and that the conventions for academic referencing quality are maintained.References, Structure and Construction: using the Harvard referencing system throughout, provide references and evidence sources and use appropriate academic protocol for the report. The submission of your work for assessment should be organized, clearly structured

[10marks]

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SECTION 5

Group Report Guidelines

a) Students are required to fully participate in and contribute to the development of the Group Report and PowerPoint slides. Non-participation and/or non-attendance will result in a restriction of marks for this aspect of the assessment.

b) The group size will be determined by the module leader and module teaching team and will normally be 6 members (normal maximum). In specific circumstances this may be varied.

c) Students are required to submit their formal Group Report (4000 words) via Turnitin during the examination week ( a specific date will be communicated to you during the semester). Only one report per group is required.

d) The Assessment Weighting for this aspect of the group assessment is 50% (all students in the particular group are awarded the same percentage)

e) Marks will be allocated based on the guidelines specified in Section 7 below (Also see the detailed feedback sheet in Section 12 and Guidance Notes in Section 14)

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SECTION 6: Learning Outcomes

Learning outcomes tested:Task 1

Demonstrate a critical awareness of research in the evolution of strategic management

Critically analyse a case situation in terms of strategic issues and make justified recommendations

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Task 2 Identify and explain the importance of how the synthesise of knowledge

gained from other business modules may be brought together into a comprehensive understanding of the concepts underpinning competitive advantage.

Understand and be able to critically analyse the strategic position and the interrelated functions of Production and Operations Management (POM) in organisations

Demonstrate, understand and critically explain the importance of integrational thinking in their understanding of strategy and its formation and development in complex organisations

Task 3

Evaluate and develop the ability to identify strategic issues and design appropriate courses of action

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7: Grading Criteria

MARK 29 or less 30 - 39 40 - 49 50 - 59 60 - 69 70 +

CONTENT: Has the question been answered?

Vague, random, unrelated material

Some mention of the issue, but a collection of disparate points

Barely answers the question – just reproduces what knows about the topic

Some looseness/digressions

Well focused Highly focused

TOPICKNOWLEDGEIs there evidence of having read widely and use of appropriate and up to date material to make a case?

No evidence of reading.No use of theory – not even hinted at implicitly.

No evidence of reading.An implicit hint at some knowledge of theory, etc.

No evidence of reading. Very basic theories mentioned but not developed or well used.

Some reading evident, but confined to core texts.

Good reading.Good range of theories included.

Excellent reading.Well chosen theories.

UNDERSTANDING & SYNTHESISAre ideas summarized rather than being reproduced, and are they inter-related with other ideas?

No theory included.

Vague assertions/poor explanations.

Long winded descriptions of theory.

Some long winded sections.Some quotations, but stand alone.Some inter- connections.

Good summary of theory.Good use of quotations that flow with narrative.Good inter-connections.

Succinct, effective summaries of theory. Excellent choice and threading of quotations into argument. Good counterpoising of a range of perspectives.

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APPLICATIONDoes it show appropriate use of theory in a practical situation?

No examples

No/limited/inappropriate examples

Few examples

Uneven examples

Good examples

Excellent range of examples.

ANALYSISDoes it identify the key issues, etc in a given scenario, proposal or argument?

Vague assertions about issues.

Largely descriptive with no identification and analysis of central issues.

Limited insight into issues.

Some good observations.

Good, detailed analysis.

Comprehensive range of issues identified and discussed fully.

EVALUATION & CONCLUSIONDoes it critically assess material?Are there a workable and imaginative solutions?

No evaluation.

Uncritical acceptance of material.

Some evaluation but weak. Little insight.

Good interpretation. Some but limited sophistication in argument.

Good critical assessment. Independent thought displayed.

Full critical assessment and substantial individual insight.

REFERENCINGThorough and accurate citation and referencing

No referencing

No referencing Limited/poor referencing

Some inconsistencies in referencing

Appropriate referencing

Appropriate referencing

PRESENTATIONLogical and coherent structure to argument and effective presentation

No structure apparent.Poor presentation.

Poor structure.Poor presentation.

Acceptable, but uneven structure.Reasonable presentation.

Reasonable structure.Good presentation.

Good argument.Well presented material.

Excellent argument.Very effective presentation format.

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SECTION 8 :Individual Supporting Contributions to Group Report and Slides

Learning outcome assessed:

Critically analyse a case situation in terms of strategic issues and make justified recommendations.

Each student is required to provide supporting documentation within a stipulated allowed maximum of 4000 words .

The required content of the supporting documentation produced by each student should cover the specific categories listed:(a) Provide an executive summary for their personal and individual research

and work undertaken for the topic set-required in Executive Report standard format: (10 marks)

(b) Indicate and identify the key areas of research and sources which the student has had to identify and undertake to contribute to the presentation and their key sources of research/references/literature search sources related to each to the task above. Research Skills (Use of free web-based resources such as company reports, trade association statistics and some government or supra-governmental (EU, UN) reports and statistics, the business press and journals available through BusinessSource Premier,

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Factiva or Proquest, and reports from organisations such as Euromonitor, Key Notes and Mintel ) (10 marks)

(c) A critical discussion of strategic models from the evidence identified by the individual student related to the topic set. (40 marks)

(d) An indication of the individual key conclusions and findings related to strategic theories and models and the practical implications for the corporate parent/board of directors. (20 marks)

(e) Identification of the key issues and conclusions which the student has learned as a result of undertaking the group assignment on the topic set and an identification of the success or failure of their group-team endeavours. (10 marks)

(f) An indication of the way in which their individual contribution impacted on Group Assignment by listing the action points included in the Group Report. (10 marks)

Total: 100 marks/ 50%(Max 4000 words 50% weighting)

Each student will receive an individual mark for their submission of their individual supporting contributions and documentation. It is emphasised that this aspect of the assignment is to be the work of the individual student and should reflect individual researches; comprehension of the tasks involved; views; critical awareness; use of theory; interpretation and judgements; use of evidence; evaluation and a systematic approach to the use of research

---------------------------------------------------------------------------------------------------SECTION 9:Notes on Plagiarism & Harvard Referencing

Plagiarism

Plagiarism is passing off the work of others as your own. This constitutes academic theft and is a serious matter which is penalized in assignment marking.

Plagiarism is the submission of an item of assessment containing elements of work produced by another person(s) in such a way that it could be assumed to be the student’s own work. Examples of plagiarism are :

the verbatim copying of another person’s work without acknowledgement

the close paraphrasing of another person’s work by simply changing a few words or altering the order of presentation without acknowledgement

the unacknowledged quotation of phrases from another person’s work and/or the presentation of another person’s idea(s) as one’s own.

Copying or close paraphrasing with occasional acknowledgement of the source may also be deemed to be plagiarism is the absence of quotation marks implies that the phraseology is the student’s own.

Plagiarised work may belong to another student or be from a published source such as a book, report, journal or material available on the internet.8 | P a g e

Harvard Referencing

The structure of a citation under the Harvard referencing system is the author’s surname, year of publication, and page number or range, in parentheses, as illustrated in the Smith example near the top of this article.

The page number or page range is omitted if the entire work is cited. The author’s surname is omitted if it appears in the text. Thus we may say : “Jones (2001) revolutionized the field of trauma surgery.”

Two or three authors are cited using “and” or “&” : (Deane, Smith, and Jones, 1991) or (Deane, Smith & Jones, 1991). More than three authors are cited using et al. (Deane et al. 1992).

An unknown date is cited as no date (Deane n.d.). A reference to a reprint is cited with the original publication date in square brackets (Marx [1867] 1967, p. 90).

If an author published two books in 2005, the year of the first (in the alphabetic order of the references) is cited and referenced as 2005a, the second as 2005b.

A citation is placed wherever appropriate in or after the sentence. If it is at the end of a sentence, it is placed before the period, but a citation for an entire block quote immediately follows the period at the end of the block since the citation is not an actual part of the quotation itself.

Complete citations are provided in alphabetical order in a section following the text, usually designated as “Works cited” or “References”. The difference between a “works cited” or “references” list and a bibliography is that a bibliography may include works not directly cited in the text.

All citations are in the same font as the main text.

Examples

Examples of book references are :

Smith, J. (2005a). Dutch Citing Practices. The Hague: Holland Research Foundation.

Smith, J. (2005b). Harvard Referencing. London: Jolly Good Publishing.

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In giving the city of publication, an internationally well-known city (such as London, The Hague, or New York) is referenced as the city alone. If the city is not internationally well known, the country (or state and country if in the U.S.) are given.

An example of a journal reference :

Smith, John Maynard. “The origin of altruism,” Nature 393, 1998, pp. 639-40.

An example of a journal reference :

Bowcott, Owen. “Street Protest”, The Guardian,October 18, 2005, accessed February 7, 2006.

SECTION 10: MODULE DESCRIPTOR

.

Module TitleModule Number

JACS Subject Code(s) and % of each subject

ASC Category(ies)

Strategic Management tbc

Level (4-6 u/g; 7 p/g; 8 doctorate)

CreditsECTS Credit

Module Value % Taught in Welsh Module Type

7 20 10

Teaching Period Pre-requisitesOne trimester None

Module Leader School(s)Campus

Mervyn Sookun London School of Commerce London

Assessment MethodsAssessment Type Duration/Length of

Assessment TypeWeighting of Assessment

Approximate Date of Submission

Group Presentation PP Paper, and individual assignment based on developing strategy for business resilience and sustainability

4000 words maximum equivalent

100% Week 12

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Aim(s)The module aims to:-

Provide students with a detailed integrative framework for understanding the role and functions of Strategic Management within contemporary business organisations.

Enable students to comprehend how organisations formulate, implement, and evaluate strategies and how they consider the strategic alternatives available to them.

Develop in students and provide them with a comprehensive understanding of strategicmanagement concepts and the techniques which are used in the development and formation of strategies.

Provide a framework and context within which knowledge acquired across the programme may be coupled with new strategic-management techniques and how this may be synthesised to chart the future potential direction ofdifferent organisations.

Enhance understanding of how, in the formulation of strategy for an organisation, the different functional areas of business (e.g. accounting, finance, human resources, information systems, marketing, operations management, etc.) are required to be considered as part of an integrative approach.

Consider how management tools (e.g. SWOT/PESTEL analysis) may be used to formulate strategy and position the organisation internally and in the external environment

Examine the contribution which business organisation, operations and circumstances make to strategic development and their relationship and significance to customer service; the supply chain; provision of goods and services; total systems approaches; value chains and value concepts; client and customer perceptions; the manufacturing and operations plan, and global environments,

Learning Outcomes

Upon successful completion of this module the students will be able to: Demonstrate, understand and critically explain the importance of integrational thinking in their

understanding of strategy and its formation and development in complex organisations Identify and explain the importance of how the synthesise of knowledge gained from other business

modules may be brought together into a comprehensive understanding of the concepts underpinning competitive advantage.

Critically analyse a case situation in terms of strategic issues and make justified recommendations. Evaluate and develop the ability to identify strategic issues and design appropriate courses of action. Understand and be able to critically analyse the strategic position and the interrelated functions of

Production and Operations Management (POM) in organisations Demonstrate a critical awareness of research in the evolution of strategic management

Learning and Teaching Delivery Methods

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A variety of teaching approaches is used, including lectures, seminars, case analysis, teamwork and extensive use of electronic resources for guided research.

STUDY HOURS

Lectures/ seminars24

Directed learning 48Independent learning 128Total study hours 200

Indicative Content The strategy concept; corporate strategy. Models of how organisations formulate strategy. Environmental analysis. Strategy formulation. Forms of organisational structure; organisational analysis Setting strategic direction Process by which strategy is formulated and formed in particular situations. Strategic changes; leadership requirements for strategic change. Implementing strategic change. Strategic Management: Manufacturing Inventory Control Facilities location planning Control of processes, operations and operations management

Recommended Reading & Required Reading

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Core Text: Johnson G. and Scholes K. (2012) Exploring Corporate Strategy, (8th Edn) Prentice Hall, UK Greasley, A (2009) Operations Management (2nd edn).Chichester, UK: John Wiley.

Recommended reading Core text: Mintzberg H, Quinn J. and Ghoshal S (2004) The Strategy Process (European Edition), Prentice

Hall, UK, 4th edn De Wit and Mayer (2010) Strategy CENGAGE Learning Business Press; 4th Revised edition Lynch R. (2006) Corporate Strategy, (4th edn) Pitman Publishing, London Rosen R (2006) Strategic Management: An Introduction, Pitman, UK Stacey R. (2007) Strategic Management and Organisational Dynamics, (5th edn) Pitman, UK Christopher.M., (2005), Logistics and Supply Chain Management, Strategies for Reducing Cost and

Improving Service, (3rd edn). London: Pearson Education. Bozarth, C and Handfield, R (2008). Introduction to Operations and Supply Chain Management.(2nd edn.).

London: Pearson Education.

Access to Specialist RequirementsNone

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SECTION 11: Further Guidance Notes

Students are advised to study the whole of this document very carefully and in particular pay attention to the assignment brief, the learning outcomes the marking scheme and the feedback sheets). The content of this document will be discussed fully in class. Please note that according to the module descriptor the total study hours for this module is 200. Therefore the six group members combined have to demonstrate that they have conducted 1200 hours of learning. Below are further guidance notes which cross-refer you to the study notes and slides on the portal, based on Johnson, Scholes and Whittington, (2010), Exploring Corporate Strategy, Prentice Hall. Ensure that you achieve the basic learning outcomes of each set of slides before you attempt to write up your Group Report, prepare PPT slides, and do your Individual Report.

Task 1&2Portal: PP 012 for the types of strategy

• Explain what is meant by intended and emergent strategy development.• Identify intended processes of strategy development in organisations including: the

role of strategic leadership, strategic planning systems and externally imposed strategy.

• Identify processes that give rise to emergent strategy development such as: logical incrementalism, political processes, the influence of prior decisions and organisational systems.

• Explain some of the challenges managers face in strategy development including: managing multiple strategy processes, strategy development in different contexts and managing intended and emergent strategy.

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PP 02• Analyse the broad macro-environment of organisations in terms of political,

economic, social, technological, environmental (‘green’) and legal factors (PESTEL).Identify key drivers in this macro-environment and use these key drivers to construct alternative scenarios with regard toenvironmental change

.

B. Strategic Capabilities and Purpose of organisation: PP03 and PP 04• Summarise the strategy of an organisation in a ‘strategy statement’.

• Identify key issues for an organisation’s strategy according to the Exploring Strategy model.

• Distinguish between corporate, business and operational strategies.

• Understand how different people contribute to strategy at work.

• Appreciate the contributions of different academic disciplines and theoretical lenses to practical strategy analysis

• Identify what comprises strategic capabilities in terms of

organisational resources and competences and how these

relate to the strategies of organisations.

• Analyse how strategic capabilities might provide sustainable competitive advantageon the basis of their value, rarity, inimitability and non-substitutability (VRIN).

• Diagnose strategic capability by means of benchmarking, value chain analysis, activity mapping and SWOT analysis.

• Consider how managers can develop strategic capabilities for their organisations

TASK 3

D. Business Strategy PP 06

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• How organisations relate to competitors in terms of their competitive business strategies.

• How broad and diverse organisations should be in terms of their corporate portfolios.

• How far organisations should extend themselves internationally.• How organisations are creative and innovative.• How organisations pursue strategies through organic development, acquisitions or

strategic alliances.

E. Corporate Strategy PP 07





F International Strategy PP08

• Assess the internationalisation potential of different markets.• Identify sources of competitive advantage in international strategy, through both

global sourcing and exploitation of local factors.• Distinguish between four main types of international strategy.• Rank markets for entry or expansion, taking into account attractiveness, cultural and

other forms of distance and competitor retaliation threats.• Assess the relative merits of different market entry modes, including joint ventures,

licensing and foreign direct investment.

Evaluation of Strategies: PP 011• Employ three success criteria for evaluating strategic options:

– Suitability: whether a strategy addresses the key issues relating to the opportunities and constraints an organisation faces.

– Acceptability: whether a strategy meets the expectations of stakeholders.– Feasibility: whether a strategy could work in practice.

• For each of these use a range of different techniques for evaluating strategic options, both financial and non-financial.

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TASK 4 &5B. Resourcing the Implementation Process PP 012, PP013





• Identify key challenges in organising for success, including ensuring control, managing knowledge, coping with change and responding to internationalisation.

• Analyse main organisation structural types in terms of strengths and weaknesses.• Recognise key issues in designing organisational control systems (such as planning

and performance targeting systems).• Recognise how the three strands of strategy, structure and systems should reinforce

each other in organisational configurations and the managerial dilemmas involved

A. Management of Change: PP 014

• Identify types of required strategic change.• Analyse how organisational context might affect the design of strategic change

programmes.• Undertake a forcefield analysis to identify forces blocking and facilitating change.

• Identify and assess the different styles of leading and managing strategic change.• Assess the value of different levers for strategic change.• Identify the pitfalls and problems of managing change programmes.

Note

[ Other sets of slides: ,09, 010 dealing with innovation and entrepreneurship may also be useful depending on the issues you aim to develop]

Powerpoint Slides17 | P a g e

• Coherence between Group Report, Individual Report and PowerPoint Slides

• Consistently clear, concise, well organized. Points are easy to follow because of the organization. Transitions between sections are smooth and coordinated.

• Display an excellent grasp of the material. Demonstrate excellent mastery of content, application and implications. Excellent research depth.

• Very creative and original. Imaginative design and use of materials. Visual aids, or methods.

• Simple, clear, easy to interpret, easy to read. Well coordinated with content, well designed, used very effectively. Excellent example of how to prepare and use good visual aids

• Clear, concise, major points emphasised, clear recommendations, strong conclusion or call for action

SECTION 12: Reading list

(Also see the portal for a list of recommended textbooks) You may find some of the references below useful for your assignment depending on

the topic/type of company you wish to research into. The list is by no means exhaustive. You are at liberty to use refereed sources and compile your own list of references.

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Ackermann, F. (2011). "How OR can contribute to strategy making." The Journal of the Operational Research Society 62(5): 921-923.

Andrews, K. (2004). The concept of corporate strategy. Strategy: Process, content and context (third edition). B. de Wit and R. Meyer. London, Thomson.

Benedict , J., Steenkamp, E. & Kumar, N., (2009). Don't be undersold. Harvard Business review, pp. 91-95.

Boyne, G. & Meier, K., (2009). Environmental change , human resources and organizational turnaround. Journal of management studies , Volume 46, pp. 835-863.

Bradfield, R., G. Wright, et al. (2005). "The origins and evolution of scenario techniques in long range business planning." Futures 37(8): 795-812.

Bratt, I., Byron , E. & Zimmerman, A., 2009. US cut back on spice once the spice of marketing. Wall street journal, pp. 16-17

Bryant, J., J. Darwin, et al. (2011). "Strategy making with the whole organisation: OR and the art of the possible." The Journal of the Operational Research Society 62(5): 840-854.

Bryant, J., M. Meadows, et al. (2007). Gone fishing: A case study. Supporting strategy: Frameworks, methods and models. F. O' Brien and R. G. Dyson. Chichester, Wiley.

Cable, V., 2009. The storm:the world economic crisis & what it means. In: London: Atlantic books.

Chalmeta, R. and S. Palomero (2011). "Methodological proposal for business sustainability management by means of the Balanced Scorecard." The Journal of the Operational Research Society 62(7): 1344-1356.

Clemens, R. (2009). "Environmental Scanning and Scenario Planning: A 12 month Perspective on Applying the Viable Systems Model to Developing Public Sector Foresight." Systemic Practice and Action Research 22(4): 249.Cravens, D. W., Piercy, N. & Baldauf, A., 2009. Management frameword guiding strategic thinking in rapidly changing markets. Journal of marketing management, Volume 25, pp. 31-49.

Driouchi, T., M. Leseure, et al. (2009). "A robustness framework for monitoring real options

Dyson, R. G., J. Bryant, et al. (2007). The strategic development process. Supporting strategy:Frameworks, methods and models. F. O' Brien and R. G. DYSON. Chichester, Wiley.

Dyson,

Favoro, K., Romberger, T. & Meer, D., (2009). Five rules for retailing in a recession. Harvard Business Review, pp. 64-72.

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Ferraro, C. & Sands, S., (2010), Retailers' strategic responses to economic downturn:insights from down under. International Journal of retail and distribution management , 38(8), pp. 567

Franco, L., F. O’Brien, et al. (2011). "Supporting strategy: Contributions from OR, The Journal of the Operational Research Society (editorial)." Journal of the Operational Research Society 62(5): 815-816.Grant, R. M. (2006). Contemporary strategy analysis (Fifth edition). Oxford, Blackwell. Grinyer, P.

Jarzabkowski, P. and A. P. Spee (2009). "Strategy-as-practice: A review and future directions for the field." International Journal of Management Reviews 11(1): 69-95.

Johnson, G., K. Scholes, et al. (2012). Exploring corporate strategy (Seventh edition). London, Prentice Hall.Jones, B. & Temperley, J., 2011. Waitrose :an emporium for the middle classes broadens its appeal. International Journal of management cases, pp. 341-346.

Kaplan, R. S. and D. P. Norton (1992). "The Balanced Scorecard - Measures That Drive Performance." Harvard Business Review 70(1): 71 - 79.

Kowalski, K., S. Stagl, et al. (2009). "Sustainable energy futures: Methodological challenges in combining scenarios and participatory multi-criteria analysis." European Journal of Operational Research 197(3): 1063.Moreau, R., 2010. Private label and discounters shaping grocery retailing in Europe. Euromonitor International, pp. 86-89.

Morrow, J., Hitt, D. & Holcomb, T., 2007. Creating value in the face of declining performance - firm strategies and organizational recovery. strategic management journal, Volume 28, pp. 271-283.

McGee, J., H. Thomas, et al. (2010). Strategy: Analysis and practice (2nd edition). London, McGrawHill.

Meadows, M. and F. O'Brien (2007). Visioning: A process for strategic development Supporting Strategy: Frameworks, methods and models. F. O' Brien and R. Dyson. Chichester, Wiley: 27-54.

Montibeller, G. and A. Franco (2011), "Raising the bar: strategic multi-criteria decision analysis." Journal of the Operational Research Society 62(5): 855-867.Piercy, N., Cravens, D. & Lane , N., 2010. Thinking strategically about pricing decisions. Journal of Business strategy, pp. 38-48.Porter, M., 1980. Competitive strategy:Techniques for analysing Industries and competitors. In: New York: Free press.

Porter, M.,( 2008). The five competitive forces that shape strategy. Harvard Business review, pp. 79-93.

Porter, M. E., (1980,1998). Competitive strategy:Techniques for analysing Industries and competitors. Free Press, a division of Simon and Schuster.

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Price, T., 2009. Prospering in uncertain times. Indust. and Comm.Tr, Volume 41, pp. 75-79.

Quelch, J. & Jocz, K.,( 2009). How to market in a downturn. Harvard business review, Volume 4, pp. 52-62.

Raisch, S. & Birkinshaw, (2008). Organisational ambidextirity, antecedents , outcomes and moderators. Journal of management , Volume 34, pp. 375-409.

Reeves, M. & Deimler, M., (2009). Strategies for winning in the current and post recession

environment. Strategy and leadership, 37(6), pp. 10-17.

Rouleau, L. and J. Balogun (2011). "Middle managers, strategic sensemaking and discursive competence." Journal of Management Studies 48(5): 953-983.

Rouwette, E. (2011). "Facilitated modelling in strategy development: Measuring the impact on communication, consensus and commitment." Journal of the Operational Research Society 62(5): 879-887.

Rumelt , R., 2009. Strategy in a structural break. McKinsey quarterly, Volume 1, pp. 35-42.

Stenfors, S., L. Tanner, et al. (2007). "Executive views concerning decision support tools." European Journal of Operational Research 181: 929 - 938.

Tapinos, E., R. G. Dyson, et al. (2011). "Does the Balanced Scorecard make a difference to the strategy development process?" The Journal of the Operational Research Society 62(5): 888-899.

Trutnevyte, E., M. Stauffacher, et al. (2012). "Linking stakeholder visions with resource allocation scenarios and multi-criteria assessment." European Journal of Operational Research 219(3): 762.

Whittington, R. (2006). "Completing the practice turn in strategy." Organization Studies27(5): 613-634.

Wright, G., G. Cairns, et al. (2009). "Teaching scenario planning: Lessons from practice in academe and business." European Journal of Opera

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