1. C.A. Bartlett and S. Ghoshal. 2002. “Building Competitive Advantage Through People,” Sloan Management Review 43, no. 2, pp. 34–41.

   2. C.K. Prahalad and G. Hamel. May–June, 1990. “The Core Competence of the Corporation,” Harvard Business Review 68, no. 3, pp. 79–91.

   3. C.A. Bartlett and S. Ghoshal, 2002, p. 35.

   4. D.J. Teece. 2010. “Business Models, Business Strategy and Innovation,” Long Range Planning 43, pp. 172–94.

   5. M.E. Porter. November–December, 1996. “What Is Strategy?” Harvard Business Review 74, no. 6, pp. 61–78.

   6. Amazon - Relentless.com, The Economist, Print edition, June 21, 2014.

   7. These ideas are based on T.A. Luehrman. September–October, 1998. “Strategy as a Portfolio of Real Options,” Harvard Business Review 76, pp. 89–99.

   8. H. Mintzberg. 1985. “Of Strategies, Deliberate and Emergent,” Strategic Management Journal 6, no. 3, pp. 257–72.

   9. R.E. Freeman. 1984. Strategic Management: A Stakeholder Approach (Boston, MA: Pittman), p. 9.

 10. G. Hamel and C.K. Prahalad. May–June, 1989. “Strategic Intent,” Harvard Business Review 67, pp. 63–76.

 11. J. Kotter. 1990. A Force for Change (New York: Free Press), p. 47.

 12. G. Hamel and C.K. Prahalad, 1989.

   1. A.D. Chandler. March–April, 1990. “The Enduring Logic of Industrial Success,” Harvard Business Review 90, pp. 130–40.

   2. P. Calthrop. November, 2001. “Define the Core: Strategy as Choice,” Management Ideas in Action, Bain International.

   3. G.S. Day. July–August, 2004. “Which Way Should You Grow?,” Harvard Business Review, pp. 24–26.

   4. J.A. Pearce II and J.W. Harvey. February, 1990. “Concentrated Growth Strategies,” Academy of Management Executive 4, pp. 61–68.

   5. R.P. Rumelt. 1974. Strategy, Structure, and Economic Performance (Cambridge, MA: Harvard University Press).

   6. M.E. Porter. May–June 1987. “From Competitive Advantage to Corporate Strategy,” Harvard Business Review, p. 46.

   7. J.R. Harbison and P. Pekar, Jr. 1993. A Practical Guide to Alliances: Leapfrogging the Learning Curve (Los Angeles, CA: Booz Allen & Hamilton).

   8. J.W. Bennett et al. 2000. “The Organization vs. The Strategy: Solving the Alignment Paradox,” Strategy + Business, Fourth Quarter.

   9. C. Bartlett and S. Goshal. November, 1994. “Changing the Role of Top Management: From Strategy to Purpose,” Harvard Business Review, p. 79.

 10. It is, of course, no coincidence that during this same period the resource-based view of strategic thinking overtook the industrial economics perspective. See Chapter 1.

 11. G. Neilson, D. Kletter, and J. Jones. 2003. “Treating the Troubled Corporation,” Strategy + Business, First Quarter.

 12. J.P. Kotter. 1988. The Leadership Factor (New York: The Free Press), p. 12.

 13. K. Rebello and E.I. Schwartz. April 19, 1999. “Microsoft: Bill Gates’s Baby Is on Top of the World. Can It Stay There?,” BusinessWeek.

 14. L. Soupata. 2001. “Managing Culture for Competitive Advantage at United Parcel Service,” Journal of Organizational Excellence 20, no. 3, pp. 19–26.

 15. J.R. Ross. Spring, 2000. “Does Corporate Culture Contribute to Performance?” American International College Journal of Business, pp. 4–9.

 16. See, e.g., T. Copeland, T. Koller, and J. Murrin. 1995. Valuation: Measuring and Managing the Value of Companies (New York: John Wiley & Sons).

 17. R.S. Kaplan and D.P. Norton. January–February, 1996. “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review, pp. 75–85; and R.S. Kaplan and D.P. Norton. January–February, 1992.

 18. R. Kaplan and D.P. Norton. May–June, 2001. “Building a Strategy Focused Organization,” Ivey Business Journal, pp. 12–17.

 19. R. Kaplan and D.P. Norton. September, 2001. “Leading Change with the Balanced Scorecard,” Financial Executive, pp. 64–66.

   1. P. Ghemawat. March–April, 2007. “Why the World Isn’t Flat,” Foreign Policy, no. 159, pp. 54–60.

   2. K. Moore and A. Rugman. Fall, 2005. “Globalization Is about Regionalization,” McGill International Review 6, no. 1; see also K. Moore and A. Rugman. Summer, 2005. “The Myth of Global Business,” European Business Forum.

   3. The Toyota, Wal-Mart, and Coca-Cola examples are taken from P. Ghemawat. 2007. Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter (Harvard Business School Press), chap. 1.

   4. P. Ghemawat. September, 2001. “Distance Still Matters: The Hard Reality of Global Expansion,” Harvard Business Review, pp. 16–26.

   5. This framework was first developed in G.S. Yip. 1992. Total Global Strategy: Managing for Worldwide Competitive Advantage (New Jersey: Prentice Hall), chaps. 1 and 2.

   6. H.L. Sirkin, J.W. Hemerling, and A.K. Bhattacharya. 2008. Globality: Competing with Everyone from Everywhere for Everything (New York, NY: Business Plus).

   7. A.K. Gupta, V. Govindarajan, and H. Wang. 2008. The Quest for Global Dominance, 2nd edition (San Francisco, CA: Jossey-Bass), p. 28.

   8. This section draws on S. Behrendt and P. Khanna. 2004. “Risky Business: Geopolitics and the Global Corporation,” Strategy & Business, 32, no.2.

   9. P. Anton, R. Silberglitt, and J. Schneider. 2001. The Global Technology Revolution: Bio/Nano/Materials Trends and Their Synergy with Information Technology by 2015 (RAND Corporation Monograph), 86pp.

 10. Y. Bakos and E. Brynjolfsson. 2000. “Bundling and Competition on the Internet,” Marketing Science at the University of Florida 19, no. 1, pp. 37–52.

 11. J. Manyika et al. May, 2011. Big Data: The Next Frontier for Innovation, Competition, and Productivity (New York: McKinsey Global Institute), p. 2.

 12. Ibid., p. 91.

 13. S. Rochlin. 2006. “The New Laws for Business Success,” Corporate Citizen (A Publication by the Center for Corporate Citizenship, Carroll School of Management, Boston College).

 14. T. Struyk. 2010. “For Companies, Green Is the New Black,” Investopedia (A Forbes Digital Company).

 15. G. Unruh and R. Ettenson. June, 2010. “Growing Green,” Harvard Business Review, pp. 94–100.

 16. Xerox Corporation. July, 2012. “Smarter Ways to Green: How to Make Sustainability Succeed in Your Business,” Xerox White Paper.

 17. H. Courtney, J. Kirkland, and P. Viguerie. November/December, 1997. “Strategy under Uncertainty,” Harvard Business Review, pp. 66–79.

 18. This description is based on P.J.H. Schoemaker and C.A.J.M. van de Heijden. 1992. “Integrating Scenarios into Strategic Planning at Royal Dutch/Shell,” Planning Review 20, pp. 41–46.

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   2. M.E. Porter. 1980. Competitive Strategy (New York, Free Press).

   3. A.S. Grove. 1996. Only the Paranoid Survive (New York, Doubleday).

   4. M.E. Porter. March, 2001. “Strategy and the Internet,” Harvard Business Review 79 (3), pp. 63–78.

   5. This section is based on A.M. McGahan. October, 2004. “How Industries Change,” Harvard Business Review 82 (10), pp. 87–94.

   6. J.N. Sheth and R.S. Sisodia. 2002. The Rule of Three: Surviving and Thriving in Competitive Markets (New York: Free Press).

   7. Ibid., p. 200.

   8. Ibid.

   9. M. Zanini. November, 2008. “Using ‘Power Curves’ to Assess Industry Dynamics,” McKinsey Quarterly 1, p. 1.

 10. C.K. Prahalad. 1995. “Weak Signals Versus Strong Paradigms,” Journal of Marketing Research 32, pp. iii–ix.

   1. J. Manyika et al. 2011. Big Data: The Next Frontier for Innovation, Competition and Productivity (McKinsey Global Institute), pp. 1–143. http://www.mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation.

   2. McKinsey & Company. 2013. “Big Data Analytics and the Future of Marketing and Sales,” Forbes. http://www.forbes.com/sites/mckinsey/2013/07/22/big-data-analytics-and-the-future-of-marketing-sales/.

   3. Manyika et al. 2011. Big Data. http://www.mckinsey.com/insights/business_technology/big_data_the_next_frontier_for_innovation.

   4. J. Brodkin. 2012. “Bandwidth Explosion: As Internet Use Soars, Can Bottlenecks Be Averted?” Ars Technica. http://arstechnica.com/business/2012/05/bandwidth-explosion-as-internet-use-soars-can-bottlenecks-be-averted/.

   5. V.A. Rice. 1996. “Why EVA Works for Varity,” Chief Executive 110, pp. 40–44.

   6. S. Tully. 1999. “The EVA Advantage,” Fortune 139, no. 6, p. 210; J.B. White. April 10, 1997. “Value-Based Pay Systems Are Gaining Popularity,” The Wall Street Journal, p. B8; J.L. Dodd and J. Johns. 1999. “EVA Reconsidered,” Business and Economic Review 45, no. 3, pp. 13–18.

   7. J. Byrne, A. Reinhardt, and R.D. Hof. October 4, 1999. “The Search for the Young and Gifted: Why Talent Counts,” BusinessWeek 3649, pp108–116.

   8. J.A. Pearce II. 2006. “How Companies Can Preserve Market Dominance after Patents Expire,” Long Range Planning 39, no. 1, pp. 71–87.

   9. M. Lindner. March 25, 2008. “The 10 Biggest Blunders Ever in Business,” Forbes. http://www.msnbc.msn.com/id/23677510/.

 10. J.S. Brown and P. Duguid. 2000. “Balancing Act: How to Capture Knowledge Without Killing It,” Harvard Business Review 78, pp. 73–80.

 11. R. Cross and L. Baird. 2000. “Technology Is Not Enough: Improving Performance by Building Organizational Memory,” Sloan Management Review 41, pp. 69–78.

 12. D. Haigh. October 6, 2008. “Brand Values on the Line,” Brand Strategy, pp. 52–53.

 13. M. Banutu-Gomez et al. 2009. “International Branding Effectiveness: The Global Image of Nestlé’s Brand Name and Employee Perceptions of Strategies and Brands,” Journal of Global Business Issues 3, no. 2, pp. 17–24.

 14. J.K. Johansson and I.A. Ronkainen. 2005. “The Esteem of Global Brands,” Journal of Brand Management 12, no. 5, pp. 339–354.

 15. G.R. Foxall and V.K. James. 2003. “The Behavioral Ecology of Brand Choice: How and What Do Consumers Maximize?” Psychology and Marketing 20, no. 9, pp. 811–836.

 16. P. Itthiopassagul, P. Patterson, and B. Piyathasanan. 2009. “An Emerging South-East Asian Brand: MK Restaurants,” Australasian Marketing Journal 17, no. 3, pp. 175–181.

 17. J. Jannarone. February 6, 2010. “Wal-Mart Spices Up Private Label,” Wall Street Journal, B.16.

 18. C.K. Prahalad and G. Hamel. May–June, 1990. “The Core Competence of the Corporation,” Harvard Business Review, pp. 79–93.

 19. Accenture 2009 Global Consumer Satisfaction Survey. http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture_2009_Global_Consumer_Satisfaction_Report.pdf.

 20. M. Meyers and M. Cheung. 2008. “Sharing Global Supply Chain Knowledge,” MIT Sloan Management Review 49, no. 4, pp. 67–73.

 21. C.C. Poirier, F.J. Quinn, and M.L. Swink. 2009. “Progress Despite the Downturn,” Supply Chain Management Review 13.7, pp. 26–33.

 22. K. Butner. 2010. “The Smarter Supply Chain of the Future,” Strategy & Leadership 38, no. 1, pp. 22–31.

 23. M. Hopkins. 2010. “Your Next Supply Chain,” MIT Sloan Management Review 51, no. 2, pp. 17–24.

 24. D. Blanchard. 2009. “Moving Ahead by Mastering the Reverse Supply Chain,” Industry Week 258, no. 6, pp. 58–59.

 25. J.A. Pearce II and S.C. Michael. 2006. “Strategies to Prevent Economic Recession from Causing Business Failure,” Business Horizons 49, no. 3, pp. 201–209.

 26. P. Strebel. 1994. “Choosing the Right Change Path,” California Management Review 36, p. 30.

 27. R.H. Waterman Jr., T.J. Peters, and J.R. Phillips. June, 1980. “Structure Is Not Organization,” Business Horizons, pp. 14–26.

 28. J.A. Pearce II. 2009. “The Profit-Making Allure of Product Reconstruction,” MIT-Sloan Management Review 50, no. 3, pp. 59–65.

 29. J.A. Pearce II. October 20, 2008. “In With the Old: Reconstructed Products Offer a Promising Market for Many Companies,” The Wall Street Journal, p. R8.

 30. R. Kauffeld, A. Malholtra, and S. Higgins. December 21, 2009. “Green Is a Strategy,” Strategy-Business.com. http://www.strategy-business.com/article/00013?pg=all.

 31. With the rise of green marketing claims, there are instances of deliberate miscommunication in advertising. Known as “greenwashing,” it is the act of misleading consumers regarding the company’s environmental practices or the environmental benefits of the product. For example, Mobil Chemical added a small amount of starch to their bags and claimed that the bags were biodegradable. A court case against Mobile forced it to withdraw the claims.

   1. R. Ribeiro. 2012. “What Industries Will Technology Have Disrupted by 2025?” BizTech. http://www.biztechmagazine.com/article/2012/08/what-industries-will-technology-have-disrupted-2025

   2. A.M. McGahan and M.E. Porter. 1997. “How Much Does Industry Matter, Really?” Strategic Management Journal 18, pp. 15–30.

   3. A.J. Slywotzky, D.J. Morrison, and B. Andelman. 1997. The Profit Zone; How Strategic Business Design Will Lead You to Tomorrow’s Profits (New York: Times Books).

   4. J.E. Urbany and J.H. Davis. 2007. “Strategic Insight in Three Circles,” Harvard Business Review 85, no. 11, pp. 28–30.

   5. J. Webb and C. Gile. 2001. “Reversing the Value Chain,” The Journal of Business Strategy 22, no. 2, pp. 13–17.

   6. A. Camuffo, P. Romano and A. Vinelli, 2001, “Back to the Future: Benetton Transforms Its Global Network,” Sloan Management Review 43, pp. 46–52.

   7. O. Gadiesh and J.L. Gilbert. 1998. “Profit Pools: A Fresh Look at Strategy,” Harvard Business Review 76, no. 3, pp. 139–47.

   8. D. Champion. 2001. “Mastering the Value Chain,” Harvard Business Review 79, no. 6, pp. 109–15.

   9. F. Budde et al. 2000. “The Chemistry of Knowledge,” The McKinsey Quarterly 4, pp. 98–107.

 10. R.B. Robinson, Jr. and J.A. Pearce II. 1988. “Planned Patterns of Strategic Behavior and Their Relationship to Business-Unit Performance,” Strategic Management Journal 9, no. 1, pp. 43–60; A.I. Murray. 1988. “A Contingency View of Porter’s Generic Strategies,” Academy of Management Review 13, no. 3, pp. 390–400.

 11. C.W.L. Hill. 1988. “Differentiation versus Low Cost or Differentiation and Low Cost: A Contingency Framework,” Academy of Management Review 13, no. 3, pp. 401–12.

 12. M. Treacy and F. Wiersema. January–February, 1993. “Customer Intimacy and Other Value Disciplines,” Harvard Business Review, pp. 84–93.

 13. A.J. Slywotzki et al., 1997.

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   2. Ibid.

   3. M.E. Porter. 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press), Chapters 11 and 12.

   4. J.E. Bleeke. September–October, 1990. “Strategic Choices for Newly Opened Markets,” Harvard Business Review 68, no. 5, pp. 158-165.

   5. R.A. D’Aveni. 1999. “Strategic Supremacy through Disruption and Dominance,” Sloan Management Review 40, no. 3,pp. 127–35.

   6. W.I. Huyett and S.P. Viguerie. 2005. “Extreme Competition,” McKinsey Quarterly 1, pp 47–57.

   7. E. Kim, D. Nam, and J.L. Stimpert. 2004. “Testing the Applicability of Porter’s Generic Strategies in the Digital Age: A Study of Korean Cyber Malls,” Journal of Business Strategies 21, no. 1, pp. 19–45.

   8. C. Grosso, J. McPherson, and C. Shi. 2005. “Retailing: What’s Working Online,” McKinsey Quarterly 3, pp. 18–20.

   9. R.T. Grenci and C.A. Watts. 2007. “Maximizing Customer Value via Mass Customized E-consumer Services,” Business Horizons 50, no. 2, pp. 123.

 10. M. Koand, and N. Roztocki. 2009. “Investigating the Impact of Firm Strategy-Click-and-Brick, Brick-and-Mortar, and Pure-Click-on Financial Performance,” Journal of Information Technology Theory and Application 10, no. 2, pp. 4–17.

 11. F. Bernstein, J. Song, and X. Zheng. 2008. “‘Bricks-and-Mortar’ vs. ‘Click-and-Mortar’: An Equilibrium Analysis,” European Journal of Operational Research 187, no. 3, p. 671.

 12. T. Randall, S. Netessine, and N. Rudi. 2006. “An Empirical Examination of the Decision to Invest in Fulfillment Capabilities: A Study of Internet Retailers,” Management Science 52, no. 4, pp. 567–80.

 13. J.A. Pearce II. 2002. “Speed Merchants,” Organizational Dynamics 30, no. 3, pp. 1–16.

 14. M. Vella. March 14, 2008. “How Hulu’s Design Gets It Right,” Business Week. (Online). Accessed November 13, 2014 at http://search.proquest.com/docview/217404001?accountid=14853

 15. J.C. Linder, S. Jarvenpaa, and T. H. Davenport. 2003. “Toward an Innovation Sourcing Strategy,” MIT Sloan Management Review 44, no. 4, p. 43.

 16. P. Engardio and B. Einhorn. March 20, 2005. “Outsourcing Innovation,” Business Week (Online). Accessed November 13, 2014 at http://www.businessweek.com/magazine/content/05_12/b3925601.htm

 17. C.A. de Kluyver. “Innovation: The Strategic Thrust of the Nineties,” A Cresap Insight, July 1988.

 18. C.M. Christensen and M. Raynor. 1997. The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Boston, MA: Harvard Business School Press).

 19. C.M. Christensen and M. Raynor. 2003. The Innovator’s Solution: Creating and Sustaining Successful Growth (Boston, MA: Harvard Business School Press).

 20. D. Dodd and K. Favaro. 2006. “Managing the Right Tension,” Harvard Business Review 84, no. 12, pp. 62–74.

 21. R. Varadarajan. 2009. “Fortune at the Bottom of the Innovation Pyramid: The Strategic Logic of Incremental Innovations,” Business Horizons 52, pp. 21–9.

 22. V. Bhatia and G. Carey. 2007. “Patenting for Profits,” MIT Sloan Management Review 48, no. 4, pp. 15–16.

 23. Ibid.

 24. D. Laurie, Y. Doz, and C. Scheer. 2006. “Creating New Growth Platforms,” Harvard Business Review 84, pp. 80–90.

 25. Proctor and Gamble Annual Report, 2009. Accessed November 13, 2014 at http://www.pg.com/annualreport2009/_downloads/PG_2009_AnnualReport.pdf

 26. O. Alexy, P. Criscuolo, and A. Salter. 2009. “Does IP Strategy Have to Cripple Open Innovation?” MIT Sloan Management Review 51, no. 1, pp. 71–7.

 27. H. Chesbrough and A. Garman. 2009. “How Open Innovation Can Help You Cope in Lean Times,” Harvard Business Review 87, no. 12, pp. 68–76.

 28. J.D. Bate. 2010. “How to Explore for Innovation on Your Organization’s Strategic Frontier,” Strategy and Leadership 38, no. 1, pp. 32–6.

 29. N. Radjou. 2005. “Networked Innovation Drives Profits,” Industrial Management 47, no. 1, pp. 14–21.

 30. R. Stringer. 2000. “How to Manage Radical Innovation,” California Management Review 42, no. 4, pp. 70–88.

 31. M. Amram. 2003. “Magnetic Intellectual Property: Accelerating Revenues from Innovation,” Journal of Business Strategy 24, no. 3, pp. 24–30.

 32. P. Koudal and G.C. Coleman. 2005. “Coordinating Operations to Enhance Innovation in the Global Corporation,” Strategy & Leadership 33, no. 4, pp. 20–32.

 33. G. Stevens and J. Burley. 2003. “Piloting the Rocket of Radical Innovation,” Research Technology Management 46, no. 2, pp. 16–25.

 34. S. Ogawa and F.P. Piller. 2006. “Reducing the Risks of New Product Development,” MIT Sloan Management Review 47, no. 2, pp. 65–71.

 35. T. Vesey. 1991. “Speed-To-Market Distinguishes the New Competitors,” Research Technology Management 34, no. 6, pp. 33–8.

 36. C.B. Dobni. 2006. “The Innovation Blueprint,” Business Horizons 49, no. 4, pp. 329–39.

 37. M. Sawhney, R.C. Wolcott, and I. Arroniz. 2006. “The 12 Different Ways for Companies to Innovate,” MIT Sloan Management Review 47, no. 3, pp. 75–81.

 38. T. Shervani and P.C. Zerillo. 1997. “The Albatross of Product Innovation,” Business Horizons 40, no. 1, pp. 57–62.

 39. H.W. Chesbrough. 2007. “Why Companies Should Have Open Business Models,” MIT Sloan Management Review 40, no. 2, pp. 22–8.

 40. R.D. Ireland and J.W. Webb. 2007. “Strategic Entrepreneurship: Creating Competitive Advantage through Streams of Innovation,” Business Horizons 50, no. 1, 49–59.

 41. M. O’Leary-Collins. 2005. “A Powerful Business Model for Capturing Innovation,” Management Services 49, no. 2, pp. 37–9.

 42. P. Koudal and G.C. Coleman. 2005. “Coordinating Operations to Enhance Innovation in the Global Corporation,” Strategy & Leadership 33, no. 4, pp. 20–32.

 43. S. Ogawa and F.P. Piller. 2006. “Reducing the Risks of New Product Development,” MIT Sloan Management Review 47, no. 2, pp. 65–71.

   1. H. Paul. March/April, 2000. “Creating a Mindset,” Thunderbird International Business Review 42, no. 2, pp. 187–200.

   2. Ibid.

   3. C.K. Prahalad and K. Lieberthal. 1998. “The End of Corporate Imperialism,” Harvard Business Review 76. pp. 109-117.

   4. This section draws substantially on M. Aboy. 2009. “The Organization of Modern MNEs is More Complicated Than the Old Models of Global, Multidomestic, and Transnational,” International Business Strategy—Social Science Research Network, pp. 1–5.

   5. See, e.g., C.A. Bartlett and S. Ghoshal. 1987. “Managing Across Borders: New Organizational Responses,” International Executive 29, no. 3, pp. 10–13; C.A. Bartlett and S. Ghoshal. 1987. “Managing across Borders: New Strategic Requirements,” Sloan Management Review 28, no. 4, pp. 7–17; C.A. Bartlett and S. Ghoshal. 1988. “Organizing for Worldwide Effectiveness: The Transnational Solution,” California Management Review 31, no. 1, p. 54; C.A. Bartlett and S. Ghoshal. 1992. “What Is a Global Manager?” Harvard Business Review 70, no. 5, pp. 124–132; C.A. Bartlett and S. Ghoshal. 2000. “Going Global,” Harvard Business Review 78, no. 2, pp. 132–142.

   6. Bartlett and Ghoshal. 1987. International Executive, pp. 10–13; Bartlett and Ghoshal. 1987. Sloan Management Review, pp. 7–17.

   7. See, e.g., G.S. Yip. 1981. “Market Selection and Direction: Role of Product Portfolio Planning” (Boston. MA: Harvard Business School); G.S. Yip. 1982. “Diversification Entry: Internal Development versus Acquisition,” Strategic Management Journal 3, no. 4, pp. 331–345; G.S. Yip. 1982. “Gateways to ENTRY,” Harvard Business Review 60, no. 5, pp. 85–92; G.S. Yip. 1989. “Global Strategy a World of Nations?” Sloan Management Review 31, no. 1, pp. 29–41; G.S. Yip. 1991. “A Performance Comparison of Continental and National Businesses in Europe,” International Marketing Review 8, no. 2, p. 31; G.S. Yip. 1991. “Strategies in Global Industries: How U.S. Businesses Compete,” Journal of International Business Studies 22, no. 4, pp. 749–753; G.S. Yip. 1994. “Industry Drivers of Global Strategy and Organization,” International Executive 36, no. 5, pp. 529–556; G.S. Yip. 1996. “Global Strategy as a Factor in Japanese Success,” International Executive 38, no. 1, pp. 145–167; G.S. Yip. 1997. “Patterns and Determinants of Global Marketing,” Journal of Marketing Management 13, no. 1–3, pp. 153–164; G.S. Yip et al. 2000. “The Role of the Internationalization Process in the Performance of Newly Internationalizing Firms,” Journal of International Marketing 8, no. 3, pp. 10–35; G.S. Yip et al. 1997. “Effects of Nationality on Global Strategy,” Management International Review 37, no. 4, pp. 365–385; G.S. Yip et al. 1988. “How to Take Your Company to the Global Market,” Columbia Journal of World Business 23, no. 4, pp. 37–48; G.S. Yip and T.L. Madsen. 1996. “Global Account Management: The New Frontier in Relationship Marketing,” International Marketing Review 13, no. 3, pp. 24; G.S. Yip et al. 1998. “The Use and Performance Effect of Global Account Management: An Empirical Analysis Using Structural Equations Modeling.”(Stanford, CA: Stanford Graduate School of Business), Working Paper No. 1481

   8. K. Ohmae. 2006. “Growing in a Global Garden,” Leadership Excellence 23, no. 9, pp. 14–15.

   9. Aboy. 2009. International Business Strategy, pp. 1–5.

   1. P. Ghemawat. September, 2001. “Distance Still Matters: The Hard Reality of Global Expansion,” Harvard Business Review, pp. 3–11.

   2. T. Khanna, K.G. Palepu, and J. Sinha. 2005. “Strategies That Fit Emerging Markets,” Harvard Business Review 83, No. 6, pp. 63–76.

   3. D. Arnold. 2004. The Mirage of Global Markets (FT: Prentice Hall), p. 34.

   4. For a more detailed discussion, see G.J. Tellis, P.N. Golder, and C.M. Christensen. 2001. Will and Vision: How Latecomers Grow to Dominate Markets (NY: McGraw Hill), p. 86.

   5. S.D. Eppinger and A.R. Chitkara. Summer, 2006. “The New Practice of Global Product Development,” MIT Sloan Management Review 47, no. 4, pp. 22–30.

   6. J. Santos, Y. Doz, and P. Williamson. Summer, 2004. “Is Your Innovation Process Global?”, MIT Sloan Management Review 45, no. 4; p. 31.

   7. Ibid.

   8. Special Report on Outsourcing, Business Week, January 2006.

   9. C.A. Raiborn, J.B. Butler, and M.F. Massoud. 2009. Business Horizons, 52. pp. 347-356

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   2. Bart, C. (2004). The governance role of the board in corporate strategy: An initial progress report. International Journal of Business Governance and Ethics, 1(2/3), 111–125.

   3. Lorsch, J. (1995, January–February). Empowering the board. Harvard Business Review, 73(1), 107–117.

   4. Felton, R., & Fritz, P. (2005). The view from the boardroom: Value and performance [Special issue]. McKinsey Quarterly, 48–61.

   5. de Kluyver, C.A and J. Pearce II (2009) STRATEGY: A VIEW FROM THE TOP, (New Jersey: Prentice Hall) Fourth Edition, Chapter 1.

   6. Bart, C. (2004). The governance role of the board in corporate strategy: An initial progress report. International Journal of Business Governance and Ethics, 1(2/3), 111–125.

   7. Carey, D. C., & Patsalos-Fox, M. (2006). Shaping strategy from the boardroom. McKinsey Quarterly, 3, 90–94.

   8. Korn/Ferry International. (2007). 33rd annual board of directors study. Los Angeles: Author.

   9. Nadler, D. (2004). What’s the board’s role in strategy development? Engaging the board in corporate strategy. Strategy and Leadership, 32(5), 25–33.

 10. Ibid.

 11. Ibid.

 12. Ibid.

 13. Ibid.

 14. This section is based on de Kluyver and Pearce (2009), op. cit., Chapter. 9; and Rérolle, J.-F., & Vermeire, T. (2005, April 29). M&A best practices for boards of directors. From Houlihan, Lokey, Howard, & Zukin, Corporate Board Member Magazine, M&A /Capital Markets.

 15. Usually, such opinions are prepared by the company’s financial advisers or other consultants hired by management (who naturally hope to gain repeat business). The board must ensure that this expert appraisal is carried out in a truly independent manner. The board must therefore verify the independence and skills of the expert(s), and, when the report is submitted, it must ensure that the work was carried out properly, in accordance with the professional standards in force. This assumes that at least one member of the board has adequate, relevant experience or that the board is assisted by another expert to help it in this task of supervision.

 16. Rérolle and Vermeire,(April 29, 2005), op. cit.

 17. This section is based on “What directors know about their companies: A McKinsey Survey” (March, 2006).

 18. This section is based on Nadler (2004), op. cit.