Topic 10 of 13

Business consulting

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References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Aritzeta, A., Swailes, S. and Senior, B. (2007) ‘Belbin's team role model: development, validity and applications for team building’, Journal of Management Studies, 44(1), pp. 96–118.doi:10.1111/j.1467-6486.2007.00666.xSource page
  2. Asquer, A. (2012) ‘What is corporate diplomacy? And why does it matter?’, Journal of Multidisciplinary Research, 4(3), pp. 53–63.No DOIdoi.orgSource page
  3. Balogun, J. and Hailey, V.H. (1999) Exploring Strategic Change. London: Prentice Hall.No DOISource page
  4. Barney, J.B. (1991) ‘Firm resources and sustained competitive advantage’, Journal of Management, 17(1), pp. 99–120.doi:10.1177/014920639101700108Source page
  5. Barney, J.B. (1995) ‘Looking inside for competitive advantage’, Academy of Management Executive, 9(4), pp. 49–61.doi:10.5465/ame.1995.9512032192Source page
  6. Bolewski, W. (2018) ‘Corporate diplomacy as global management’, International Journal of Diplomacy and Economy, 4(2), pp. 107–138.doi:10.1504/ijdipe.2018.094089Source page
  7. Cairo, A. (2019) How charts lie: getting smarter about visual information. New York: W.W. Norton.No DOISource page
  8. Elliott, B. and Elliott, J. (2019) Financial Accounting and Reporting, 19th edn. Harlow: Pearson.No DOISource page
  9. Gigerenzer, G. et al. (2007) ‘Helping doctors and patients make sense of health statistics’, Psychological Science in the Public Interest, 8(2), pp. 53–96.doi:10.1111/j.1539-6053.2008.00033.xSource page
  10. Henisz, W.J. (2016) ‘The dynamic capability of corporate diplomacy’, Global Strategy Journal, 6(3), pp. 183–196.doi:10.1002/gsj.1121Source page
  11. Hiatt, J.M. (2006) ADKAR: A Model for Change in Business, Government and Our Community. Loveland, CO: Prosci Learning Center Publications.No DOISource page
  12. Johnson, G., Scholes, K. and Whittington, R. (2008) Exploring corporate strategy: text and cases. Harlow: FT Prentice Hall.No DOISource page
  13. Johnson, G., Whittington, R. and Scholes, K. (2011) Exploring Strategy. Harlow: Financial Times Prentice Hall.No DOISource page
  14. Kotter, J.P. (1995) Leading change: why transformation efforts fail. Harvard Business Review.No DOIhbr.orgSource page
  15. Minto, B. (2009) The pyramid principle: logic in writing and thinking. Harlow: Financial Times Prentice Hall.No DOISource page
  16. Moschieri, C., Ravasi, D. and Huy, Q. (2024) ‘Why do some multinational firms respond better than others to the hostility of host governments? Proximal embedding and the side effects of local partnerships’, Journal of Management Studies, 61(2), pp. 627–685.doi:10.1111/joms.12809Source page
  17. Oakland, J.S. and Tanner, S.J. (2007) ‘A new framework for managing change’, The TQM Magazine, 19(6), pp. 572–589.doi:10.1108/09544780710828421Source page
  18. Odeh, G. (2021) ‘Implementing McKinsey 7S model of organizational diagnosis and planned change, Best Western Italy case analysis’, Journal of International Business and Management, 11(4), pp. 1–8.doi:10.37227/JIBM-2021-09-1438Source page
  19. Osterwalder, A., Pigneur, Y. and Tucci, C.L. (2005) ‘Clarifying business models: origins, present, and future of the concept’, Communications of the Association for Information Systems, 16, pp. 1–25.doi:10.17705/1CAIS.01601Source page
  20. Osterwalder, A. and Pigneur, Y. (2010) Business model generation. Hoboken, NJ: Wiley.No DOISource page
  21. Porter, M.E. (1979) ‘How competitive forces shape strategy’, Harvard Business Review, 57(2), pp. 137–145.No DOIhbr.orgCited in 1 article
  22. Porter, M.E. (1980) Competitive strategy: techniques for analyzing industries and competitors. New York: Free Press.No DOICited in 1 article
  23. Porter, M.E. (2008) ‘The five competitive forces that shape strategy’, Harvard Business Review, 86(1), pp. 78–93.No DOIhbr.orgCited in 1 article
  24. Teece, D.J. (2007) ‘Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance’, Strategic Management Journal, 28(13), pp. 1319–1350.doi:10.1002/smj.640Source page
  25. Tufte, E.R. (2001) The visual display of quantitative information. Cheshire, CT: Graphics Press.No DOISource page
  26. Waterman, R.H., Peters, T.J. and Phillips, J.R. (1980) ‘Structure is not organization’, Business Horizons, 23(3), pp. 14–26.doi:10.1016/0007-6813(80)90027-0Source page
  27. Weihrich, H. (1982) ‘The TOWS matrix: a tool for situational analysis’, Long Range Planning, 15(2), pp. 54–66.doi:10.1016/0024-6301(82)90120-0Source page
  28. Whittington, R. et al. (2023) Exploring strategy: text and cases. Harlow: Pearson.No DOISource page
  29. Wilson, J.M. (2003) ‘Gantt charts: a centenary appreciation’, European Journal of Operational Research, 149(2), pp. 430–437.doi:10.1016/S0377-2217(02)00769-5Source page
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