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Provided by James R. Martin, Ph.D., CMA
Professor Emeritus, University of South Florida
Strategy
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Kach, A., C. Busse, A. Azadegan and S. M. Wagner. 2016. Maneuvering through hostile environments: How firms leverage product and process innovations. Decision Sciences 47(5): 907-956.
Kahneman, D., D. Lovallo and O. Sibony. 2011. Before you make that big decision: Dangerous biases can creep into every strategic choice. Here's how to find them - before they lead you astray. Harvard Business Review (June): 50-60.
Kahneman, D., D. Lovallo and O. Sibony. 2019. A structured approach to strategic decisions. MIT Sloan Management Review (Spring): 67-73.
Kanigel, R. 1997. The One Best Way: Frederick Winslow Taylor and The Enigma of Efficiency. Viking. Penguin Group, Penguin Books USA Inc.
Kanter, R. M. 2002. Strategy as improvisational theater. MIT Sloan Management Review (Winter): 76-81.
Kanter, R. M. 2011. How great companies think differently. Harvard Business Review (November): 66-78.
Kapanowski, G. 2016. Lean strategy: Customer focus for generating competitive advantage. Cost Management (September/October): 37-42.
Kapanowski, G. 2017. Lean strategy implementation: Success is achievable through the accountant. Cost Management (January/February): 42-47.
Kaplan, R. E. and R. B. Kaiser. 2009. Stop overdoing your strengths. Harvard Business Review (February): 100-103.
Kaplan, R. S. and A. Mikes. 2012. Managing risks: A new framework. Smart companies match their approach to the nature of the threats they face. Harvard Business Review (June): 48-60. (Discussion of three categories of risks: Preventable risks, strategy risks, and external risks that are beyond the organization's influence and control. Each type of risk requires a different risk-management approach). (Summary).
Kaplan, R. S. and D. P. Norton. 1996. Using the balanced scorecard as a strategic management system. Harvard Business Review (January-February): 75-85. (Summary).
Kaplan, R. S. and D. P. Norton. 2000. Having trouble with your strategy? Then map it. Harvard Business Review (September-October): 167-176. (Summary).
Kaplan, R. S. and D. P. Norton. 2001. Transforming the balanced scorecard from performance measurement to strategic management: Part I. Accounting Horizons (March): 87-104. (Summary).
Kaplan, R. S. and D. P. Norton. 2001. Transforming the balanced scorecard from performance measurement to strategic management: Part II. Accounting Horizons (June): 147-160. (Summary).
Kaplan, R. S. and D. P. Norton. 2001. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston, MA: Harvard Business School Press. (Summary).
Kaplan, R. S. and D. P. Norton. 2004. Measuring the strategic readiness of intangible assets. Harvard Business Review (February): 52-63. (Summary).
Kaplan, R. S. and D. P. Norton. 2004. Strategy maps: They show you how to describe, measure, and align your intangible assets to achieve superior performance and become more profitable. Strategic Finance (March): 26-35.
Kaplan, R. S. and D. P. Norton. 2004. Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Press.
Kaplan, R. S. and D. P. Norton. 2005. The office of strategy management. Harvard Business Review (October): 72-80.
Kaplan, R. S. and D. P. Norton. 2005. The office of strategy management. Strategic Finance (October): 8, 10, 59-60.
Kaplan, R. S. and D. P. Norton. 2006. How to implement new strategy without disrupting your organization. Harvard Business Review (March): 100-109.
Kaplan, R. S. and D. P. Norton. 2008. Mastering the management system. Harvard Business Review (January): 62-77.
Kaplan, R. S. and D. P. Norton. 2008. The Execution Premium: Linking Strategy to Operations for Competitive Advantage. Harvard Business School Press.
Kaplan, S. and E. D. Beinhocker. 2003. The real value of strategic planning. MIT Sloan Management Review (Winter): 71-76.
Kaplan, S. and W. Orlikowski. 2014. Beyond forecasting: Creating new strategic narratives. MIT Sloan Management Review (Fall): 23-28.
Karayan, J. E. and C. W. Swenson. 2002. Strategic Corporate Tax Planning. John Wiley & Sons.
Karmarkar, U. 2004. Will you survive the services revolution? Harvard Business Review (June): 100-107. (Summary).
Katila, R. and E. L. Chen. 2008. Effects of search timing on innovation: The value of not being in sync with rivals. Administrative Science Quarterly 53(4): 593-625.
Katsioloudes, M. I. 2006. Strategic Management. Butterworth-Heinemann.
Kavadias, S., K. Ladas and C. Loch. 2016. The transformative business model: How to tell if you have one. Harvard Business Review (October): 90-98. (Summary).
Kawada, M. and D. F. Johnson. 1993. Strategic management accounting - Why and how. Management Accounting (August): 32-38.
Kelly, D. and T. L. Amburgey. 1991. Organizational inertia and momentum: A dynamic model of strategic change. The Academy of Management Journal 34(3): 591-612.
Keegan, D. P. and S. W. Pesci. 1994. Why not reengineer the management process itself? Journal of Cost Management (Summer): 63-70.
Keller, K. L., B. Sternthal and A. Tybout. 2002. Three questions you need to ask about your brand. Harvard Business Review (September): 80-86.
Kenny, G. 2023. Strategic planning should be a strategic exercise. Harvard Business Review (Spring Special Issue): 104-105.
Kern, C. L. and D. M. Greenwood. 2005. A corporate dilemma: Unintended effects of goal attainment. Journal of Forensic Accounting 6(2): 419-428.
Kerr, J. L. 1985. Diversification strategies and managerial rewards: An empirical study. The Academy of Management Journal 28(1): 155-179.
Kershaw, R. 2001. A framework for examining the use of strategic controls to implement strategy. Advances in Management Accounting (10): 273-290.
Kershaw, R. and A. Harrell. 1999. Strategic control systems and managers' quality effort decisions: An agency theory perspective. Advances in Management Accounting (7): 151-167.
Kershaw, R. and S. Kershaw. 2001. Developing a balanced scorecard to implement strategy at St. Elsewhere Hospital. Management Accounting Quarterly (Winter): 28-35.
Ketokivi, M. and X. Castañer. 2004. Strategic planning as an integrative device. Administrative Science Quarterly 49(3): 337-365.
Khanna, T., K. G. Palepu and J. Sinha. 2005. Strategies that fit emerging markets: Fast-growing economies often provide poor soil for profits. The cause? A lack of specialized intermediary firms and regulatory systems on which multinational companies depend. Successful businesses look for those institutional voids and work around them. Harvard Business Review (June): 63-76.
Khedmati, M., E. K. Lim, V. Naiker and F. Navissi. 2019. Business strategy and the cost of equity capital: An evaluation of pure versus hybrid business strategies. Journal of Management Accounting Research 31(2): 111-141.
Khtaian, G. A. 1977. Strategic and financial models for a utility. Management Accounting (June): 47-51.
Khurana, R., R. Florida, A. Slywotzky, D. L. Coutu, C. M. Christensen, J. Kurtzman, R. Sutton, D. Simester, D. H. Pink, J. Fuller, B. Fryer, C. Meyer, H. Ibarra, I. Quadir, E. Peebles, C. Shirky, T. Stewart, L. Buchanan and R. Kurzweil. 2004. Breakthrough ideas for 2004: The HBR list. Harvard Business Review (February): 13-24, 32-37.
Kilduff, M. and B. Landis. 2010. Book review: Neighbor Networks: Competitive Advantage Local and Personal by R. S. Burt. Administrative Science Quarterly 55(4): 677-679.
Kim, L. and Y. Lim. 1988. Environment, generic strategies, and performance in a rapidly developing country: A taxonomic approach. The Academy of Management Journal 31(4): 802-827.
Kim, W. C. and R. Mauborgne. 1997. Value innovation: The strategic logic of high growth. Harvard Business Review (January-February): 103-112. (Summary).
Kim, W. C. and R. Mauborgne. 1999. Creating new market space: A systematic approach to value innovation can help companies break free from the competitive pack. Harvard Business Review (January-February): 83-93. (Summary).
Kim, W. C. and R. Mauborgne. 2002. Charting your company's future. Harvard Business Review (June): 77-83. (Summary).
Kim, W. C. and R. Mauborgne. 2003. Tipping point leadership. Harvard Business Review (April): 60-69. (New strategy for New York City's police department).
Kim, W. C. and R. Mauborgne. 2004. Blue ocean strategy. Harvard Business Review (October): 76-84. (Summary).
Kim, W. C. and R. Mauborgne. 2004. Value innovation: The strategic logic of high growth. Harvard Business Review (July/August): 172-180. (Reprint of their 1997 HBR article). (Summary).
Kim, W. C. and R. Mauborgne. 2005. Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant. Harvard Business School Press.
Kim, W. C. and R. Mauborgne. 2009. How strategy shapes structure. Harvard Business Review (September): 72-80. (Summary).
Kim, W. C. and R. Mauborgne. 2015. Red ocean traps: The mental models that undermine market-creating strategies. Harvard Business Review (March): 68-73. (Summary).
Kim, W. C. and R. A. Mauborgne. 1993. Procedural justice, attitudes, and subsidiary top management compliance with multinationals' corporate strategic decisions. The Academy of Management Journal 36(3): 502-526.
King, A. A., M. J. Lenox and A. Terlaak. 2005. The strategic use of decentralized institutions: Exploring certification with the ISO 14001 management standard. The Academy of Management Journal 48(6): 1091-1106.
Kiron, D. and M. Schrage. 2019. Strategy for and with AI. MIT Sloan Management Review (Summer): 30-35.
Kittredge, J. 2003. Strategic renewal: Management 101 meets performance architecture. Journal of Cost Management (May/June): 15-23.
Klammer, T. 1993. Managing Strategic and Capital Investment Decisions. Burr ridge, IL Irwin & IMA.
Kleindl, B. 2003. Strategic Electronic Marketing: Managing E-Business, 2e. South-Western Educational Publishing.
Kline, D. 2003. Sharing the corporate crown jewels. MIT Sloan Management Review (Spring): 89-93. (Strategic licensing - sharing core technologies with others can provide significant financial and strategic benefits).
Kober, R., J. Ng and B. J. Paul. 2007. The interrelationship between management control mechanisms and strategy. Management Accounting Research (December): 425-452.
Kolko, J. 2015. Design thinking comes of age. Harvard Business Review (September): 66-71.
Korn, H. J. and J. A. C. Baum. 1999. Chance, imitative, and strategic antecedents to multimarket contact. The Academy of Management Journal 42(2): 171-193.
Korsgaard, M. A., D. M. Schweiger and H. J. Sapienza. 1995. Building commitment, attachment, and trust in strategic decision-making teams: The role of procedural justice. The Academy of Management Journal 38(1): 60-84.
Kotha, R., P. H. Kim and O. Alexy. 2014. Turn your science into a business. Harvard Business Review (November): 106-114. (How to avoid the traps when commercializing scientific discoveries).
Kotler, P. 1965. Competitive strategies for new product marketing over the life cycle. Management Science (December): B104-B119.
Kotter, J. P. 2012. Accelerate! How the most innovative companies capitalize on today's rapid-fire strategic challenges - and still make their numbers. Harvard Business Review (November): 43-58. (Dual operating system: The hierarchy and the network).
Kotter, J. P. and L. A. Schlesinger. 2008. Choosing strategies for change. Harvard Business Review (July-August): 130, 132-139. (Reprint from 1979).
Kovar, S. E. and E. G. Mauldin. 2007. Consulting the consultants - Using external services strategically. Strategic Finance (November): 30-37.
Kowalczyk, T., S. Rafai and A. Taylor. 2006. An experimental investigation of strategic budgeting: A technique for integrating information symmetry. Advances in Management Accounting (15): 1-20.
Krishnan, R. and D. Mani. 2020. Uncertainty and compensation design in strategic interfirm contracts. Contemporary Accounting Research 37(1): 542-574.
Krishnan, V. and W. Zhu. 2006. Designing a family of development-intensive products. Management Science (June): 813-825.
Krumwiede, K. R. and S. L. Charles. 2014. The use of activity-based costing with competitive strategies: Impact on firm performance. Advances in Management Accounting (23): 113-148.
Kudla, R. J. 1980. The effects of strategic planning on common stock returns. The Academy of Management Journal 23(1): 5-20.
Kuehn, K. 2008. Seven habits of strategic CFOs. Strategic Finance (September): 26-30.
Kulesza, C. S. 2004. Strategic decisions: Changing with the times. Cost Management (March/April): 6-12.
Kumar, N. 2006. Strategies to fight low-costrivals. Harvard Business Review (December): 104-112.
Kumar, V. 2014. Making "Freemium" work. Harvard Business Review (May): 27-29. (Freemium is a business model combining "free" and "premium" where users get basic features at no cost and can access richer functionality for a subscription fee. Some companies that use the model are Dropbox, LinkedIn, NYTmes.com and Spotify).
Kumar, V., R. Rajkumar and W. Reinartz. 2006. Knowing what to sell, when, and to whom. Harvard Business Review (March): 131-137.
Kun, K. and K. Kelly. 2022. Strategy maps in changing times. Strategic Finance (October): 23-24.
Kuratko, D. F. and H. Welsch. 2004. Strategic Entrepreneurial Growth With Infotrac. South-Western Educational Publishing.
Lafley, A. G., R. L. Martin, J. W. Rivkin and N. Siggelkow. 2012. Bringing science to the art of strategy. Harvard Business Review (September): 56-66. (Seven steps to strategy making: Frame a choice, generate possibilities, specify conditions, identify barriers, design tests, conduct the tests, make your choice).
Lamont, B. T. and C. R. Anderson. 1985. Mode of corporate diversification and economic performance. The Academy of Management Journal 28(4): 926-934.
Lamont, B. T., R. J. Williams and J. J. Hoffman. 1994. Performance during "M-form" reorganization and recovery time: The effects of prior strategy and implementation speed. The Academy of Management Journal 37(1): 153-166.
Landel, M. 2015. How we did it...Sodexo's CEO on smart diversification. Harvard Business Review (March): 41-44.
Langfield-Smith, K. 1997. Management control systems and strategy: A critical review. Accounting, Organizations and Society 22(2): 207-232. (Summary).
Larcker, D. F. 1981. The perceived importance of selected information characteristics for strategic capital budgeting decisions. The Accounting Review (July): 519-538.
Lassar, W. M., S. S. Lassar and N. A. Rauseo. 2008. Developing a CRM strategy in your firm. Journal of Accountancy (August): 68-73.
Latham, G. P. and G. A. Yukl. 1975. A review of research on the application of goal setting in organizations. The Academy of Management Journal 18(4): 824-845.
Latimer, M. F. 2001. Linking strategy-based costing and innovation-based budgeting. Strategic Finance (March): 38-42.
Lawson, R. A. and S. B. Richtermeyer. 2010. Aligning boards for improved strategic performance oversight. Cost Management (March/April): 6-15.
Lay, C. F. 1929. Business policy as related to accounting. The Accounting Review (June): 121-128.
Leauby, B. A. and P. Brazina. 1998. Concept mapping: Potential uses in accounting education. Journal of Accounting Education 16(1): 123-138.
Lee, C. and W. Wang. 2020. Strategy, accountants' activities and new product development performance. Advances in Accounting: Incorporating Advances in International Accounting (50): 100487.
Lee, C. and Y. Shih. 2021. Collaboration, strategic performance measurement systems, and competitiveness. Advances in Management Accounting (33): 77-95.
Lee, G. K. and S. Paruchuri. 2008. Entry into emergent and uncertain product-markets: The role of associative rhetoric. The Academy of Management Journal 51(6): 1171-1188.
Leinwand, P. and C. Mainardi. 2010. The coherence premium. Harvard Business Review (June): 86-92. (Coherent companies align their differentiating internal capabilities with the right external market position).
Leitner, P. J. 1998. Beyond the numbers. Management Accounting (May): 45-46, 48, 50, 52, 54. (Business assessment model).
Lempert, R. J., D. G. Groves, S. W. Popper and S. C. Bankes. 2006. A general, analytic method for generating robust strategies and narrative scenarios. Management Science (April): 514-528.
Lester, R. K. and M. J. Piore. 2004. Innovation: The Missing Dimension. Harvard University Press.
Lev, B. 1975. Environmental uncertainty reduction by smoothing and buffering: An empirical verification. The Academy of Management Journal 18(4): 864-871.
Levin, B. and L. Downes. 2022. Every company needs a political strategy today: Five principles will help leaders take decisive action when fast-moving laws and regulations conflict with stakeholder values. MIT Sloan Management Review (Fall): 1-4. (Summary).
Li, H. and K. Atuahene-Gima. 2001. Product innovation strategy and the performance of new technology ventures in China. The Academy of Management Journal 44(6): 1123-1134.
Liang, H., N. Wang, Y. Xue, S. Ge and S. Ransbotham. 2018. Can IT be too in sync with business strategy? MIT Sloan Management Review (Spring): 1-5. (Alignment vs. agility).
Lidow, D. 2023. A better way to set strategic priorities. Harvard Business Review (Spring Special Issue): 106-108.
Lin, T. W. and J. Liu. 2018. Haier's individual-goal combination performance management system. Cost Management (March/April): 15-27.
Litman, J. 2000. Genuine assets: Building blocks of strategy and sustainable competitive advantage. Strategic Finance (November): 37-42.
Litman, J. and M. L. Frigo. 2004. When strategy and valuation meet: Five lessons from return driven strategy. Strategic Finance (August): 30-39. (Discussion of the "return driven strategy initiative" research and why: 1. A great product does not ensure a great business, 2. Being different is a by-product to strategy, not core to strategy. 3. Great stocks and great businesses are not the same thing. 4. Monopolies are frequently not great stocks. 5. Growth is not always a good thing).
Levin, B. and L. Downes. 2022. Every company needs a political strategy today: Five principles will help leaders take decision action when fast-moving laws and regulations conflict with stakeholder values. MIT Sloan Management Review (Fall): 1-4. (Summary).
Lord, M. D., S. W. Mandel and J. D. Wager. 2002. Spinning out a star. Harvard Business Review (June): 115-121. (Packaging R&D projects as stand-alone entities and spinning them out to tone up finances and create a potential windfall when the new business go public).
Lord, R. A. and Y. Saito. 2017. Refocusing through discounted operations in response to acquisitions and diversification. Advances in Accounting: Incorporating Advances in International Accounting (37): 71-84.
Lorsch, J. W. and E. McTague. 2016. Culture is not the culprit: When organizations are in crisis, it's usually because the business is broken. Harvard Business Review (April): 96-105. (Cultural change is what you get after you put new processes or structures in place. The culture evolves as you rework your outdated strategy and business model).
Lowe, E. A. 1974. Comments on Georgiou's "The goal paradigm and notes towards a counter paradigm. Administrative Science Quarterly 19(2): 253-254.
Luehrman, T. A. 1998. Strategy as a portfolio of real options. Harvard Business Review (September-October): 89-99. (Summary).
Luffman, G. A., E. Lea, S. Sanderson and B. Kenny. 1996. Strategic Management: An Analytical Introduction. Blackwell Publishing.
Lumpkin, G. T. and G. G. Dess. 1995. Simplicity as a strategy-making process: The effects of stage of organizational development and environment on performance. The Academy of Management Journal 38(5): 1386-1407.
Lynch, R. L., J. G. Diezemann and J. F. Dowling. 2003. The Capable Company: Building the Capabilities That Make Strategy Work. Blackwell Publishing.
MacArthur, J. B. 1996. Performance measures that count: Monitoring variables of strategic importance. Journal of Cost Management (Fall): 39-45.
MacArthur, J. B., M. J. Brost and B. Doueck. 2004. Strategic alignment and systems control of processes: The case of JEA. Management Accounting Quarterly (Summer): 11-24.
Mackelprang, A. W., E. Bernardes, G. J. Burke and C. Welter. 2018. Supplier innovation strategy and performance: A matter of supply chain market positioning. Decision Sciences 49(4): 660-689.
Mackey, J. and L. Välikangas. 2004. The myth of unbounded growth. MIT Sloan Management Review (Winter): 89-92. (Alternatives: Break up the company, create a new corporate form, or make a graceful growth-to-value transition).
Mackey, J. T. and H. D. Brecht. 2010. Kenco Engineering Corporation: Strategy-driven costing and lean management. IMA Educational Case Journal 3(2): 1-10.
Mackey, J. T. and M. F. Thomas. 1999. Strategic Accounting for Managers: One Company's Road of Discovery. South-Western Publishing.
MacMillan, I. C. and L. Selden. 2008. Tool kit: The incumbent's advantage. Harvard Business Review (October): 11-116, 118, 120, 121.
Macnab, A. 2012. Strategic objective costing: A new tool for improving resource allocation. CGMA Magazine (Inaugural issue): 35-39.
Magretta, J. 2002. Why business models matter. Harvard Business Review (May): 86-92. Explains the difference between a business model and a competitive strategy. (Summary).
Mahindra, A. G. 2008. Finding a higher gear. Harvard Business Review (July-August): 68-76.
Maiga, A. S. 2015. Information technology integration, extent of ABC use, business strategy, and performance. Journal of Applied Management Accounting Research (Summer).
Malhotra, D. 2015. Control the negotiation before it begins. Harvard Business Review (December): 66-72.
Malina, M. A. and F. H. Selto. 2001. Communicating and controlling strategy: An empirical study of the effectiveness of the balance scorecard. Journal of Management Accounting Research (13): 47-90.
Malnight, T. W. and I. Buche. 2022. The strategic advantage of incumbency. Harvard Business Review (January/February): 43-48.
Malnight, T. W., I. Buche and C. Dhanaraj. 2019. Put purpose at the CORE of your strategy. Harvard Business Review (September/October): 70-79.
Malone, D. and M. Mouritsen. 2014. Change management: Risk, transition, and strategy. Cost Management (May/June): 6-13. (Summary).
Maniha, J. and C. Perrow. 1965. The reluctant organization and the aggressive environment. Administrative Science Quarterly 10(2): 238-257.
Mankins, M. and M. Gottfredson. 2022. Strategy-making in turbulent times: A dynamic new model: In crafting strategy, companies often struggle to cope with volatility. Harvard Business Review (September/October): 60-69. (The five steps of the new approach: 1. Defines extreme but plausible scenarios, 2. Identify strategic hedges and options, 3. Run experiments before locking in investment, 4. Identify trigger points, signposts, and metrics, 5. Provide prescriptive surveillance).
Mankins, M., K. Harris and D. Harding. 2017. Strategy in the age of superabundant capital. Harvard Business Review (March/April): 66-75.
Mankins, M. C. and R. Steele. 2005. Turning great strategy into great performance. Harvard Business Review (July/August): 64-72. (Seven simple rules).
Mankins, M. C. and R. Steele. 2006. Stop making plans start making decisions. Harvard Business Review (January): 76-84.
Marcus, A. A. and R. S. Goodman. 1991. Victims and shareholders: The dilemmas of presenting corporate policy during a crisis. The Academy of Management Journal 34(2): 281-305.
Maresco, P. A. and B. Lyons. 2005. Achieving growth in the luxury market. Strategic Finance (May): 47-52. (Hotel strategy).
Mariello, A. 2007. The five stages of successful innovation. MIT Sloan Management Review (Spring): 8-9. (Idea generation and mobilization, advocacy and screening, experimentation, commercialization, and diffusion and implementation).
Mariotti, J. J. 1971. Comparative analysis of individuals, items, projects, products and strategies. Decision Sciences 2(3): 321-340.
Markides, C. C. 1999. All the Right Moves: A Guide to Crafting Breakthrough Strategies. Harvard Business School Press.
Markides, C. C. and D. Oyon. 2010. What to do against disruptive business models (When and how to play two games at once). MIT Sloan Management Review (Summer): 27-32.
Marks, E. A. 2002. Business Darwinism Evolve or Dissolve: Adaptive Strategies for the Information Age. John Wiley & Sons.
Marshall, D., A. O'Dochartaigh, A. Prothero, O. Reynolds and E. Secchi. 2022. Why businesses need to embrace the bioeconomy. MIT Sloan Management Review (Fall): 1-4.
Martin, J. R. Not dated. Simon's levers or control in relation to the balanced scorecard. Management And Accounting Web. Simon'sLeversofControl.htm
Martin, J. R. 1976. An Empirical Investigation into the Nature, Strength and Significance of the Relationship between Market Structure and Corporate Accounting and Discretionary Expenditure Strategy. Ph.D. dissertation, University of Alabama.
Martin, J. R. 1984. Market structure and corporate accounting strategy. The American Economist (Spring): 34-43.
Martin, R. D. and F. Phillips. 2006. Aerospace Lighting, Inc. (ALI): Linking business strategy to audit planning. Issues in Accounting Education (August): 313-321.
Martin, R. L. 2010. The execution trap. Harvard Business Review (July/August): 64-71.
Martin, R. L. 2014. The big lie of strategic planning. Harvard Business Review (January/Feburary): 78-84.
Martin, R. L. 2023. Strategy isn't what you say - It's what you do. Harvard Business Review (Spring Special Issue): 113-114.
Martin, R. L. and J. Riel. 2019. The one thing you need to know about managing functions: They require their own strategies. Harvard Business Review (July/August): 104-113.
Martin, R. L. and M. Reeves. 2022. Strategy in a hyperpolitical world: How to make smart choices when values clash. Harvard Business Review (November/December): 47-52.
Martin, X., A. Swaminathan and W. Mitchell. 1998. Organizational evolution in the interorganizational environment: Incentives and constraints on international expansion strategy. Administrative Science Quarterly 43(3): 566-601.
Martinsons, M., R. Davison and D. Tse. 1999. The balanced scorecard: A foundation for the strategic management of information systems. Decision Support Systems (25): 71-88. (Summary).
Mason, H. and T. Rohner. 2002. The Venture Imperative. Harvard Business School Press.
Mat, T. Z. T. and M. Smith. 2014. The impact of changes in environmental and AMT on management accounting practices and organizational strategy, structure and performance. Journal of Applied Management Accounting Research (Winter): 55-82.
McAfee, A. and E. Brynjolfsson. 2008. Investing in the IT that makes a competitive difference. Harvard Business Review (July-August): 98-107.
McBarnet, D., S. Weston and C. J. Whelan. 1993. Adversary accounting: Strategic uses of financial information by capital and labour. Accounting, Organizations and Society 18(1): 81-100.
McCoy, R. E. and R. C. Robinson. 1984. Positioning for the upturn after surviving the downturn. Management Accounting (March): 24-28.
McCue, S. 2004. Building E-Commerce Strategies: From Farce to Force. South-Western Educational Publishing.
McDonald, M. L. and J. D. Westphal. 2003. Getting by with the advice of their friends: CEOs' advice networks and firms' strategic responses to poor performance. Administrative Science Quarterly 48(1): 1-32.
McDonald, R. and K. Eisenhardt. 2020. The new-market conundrum: In emerging industries the usual rules of strategy don't apply. Harvard Business Review (May/June): 74-83.
McDonald, R. and R. Bremner. 2020. When it's time to pivot, what's your story? How to sell stakeholders on a new strategy. Harvard Business Review (September/October): 98-105.
McDonough, E. F. III, M. H. Zack, H. Lin and I. Berdrow. 2008. Integrating innovation style and knowledge into strategy. MIT Sloan Management Review (Fall): 53-58.
McFarland, K. R. 2008. Should you build strategy like you build software? MIT Sloan Management Review (Spring): 69-74.
McGrath, R. and R. McManus. 2020. Discovery-driven digital transformation. Harvard Business Review (May/June): 124-133.
McGrath, R. G. 2011. Failing by design. Harvard Business Review (April): 76-83.
McGrath, R. G. 2012. How the growth outliers do it. Harvard Business Review (January/February): 110-116.
McGrath, R. G. 2013. Transient advantage. Harvard Business Review (June): 62-70. (Strategy).
McGrath, R. G. 2017. Old habits die hard, but they do die. Harvard Business Review (January/February): 54-57.
McGrath, R. G. 2020. The new disrupters. MIT Sloan Management Review (Spring): 28-33.
McGrath, R. G. and I. MacMillan. 2000. The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty. Harvard Business School Press.
McGrath, R. G. and I. C. MacMillan. 2005. Market busting: Strategies for exceptional business growth. Harvard Business Review (March): 80-89. ("A company can't outperform its rivals if it competes the same way they do. Reconceive your business's profit drivers, and you can change from copycat to king of the jungle.").
McGrath, R. G., T. Keil and T. Tukiainen. 2006. Extracting value from corporate venturing. MIT Sloan Management Review (Fall): 50-56.
McIntosh, R. I., S. J. Culley, A. R. Mileham and G. W. Owen. 2001. Improving Changeover Performance: A Strategy for becoming a Lean, Responsive Manufacturer. Butterworth Heinemann.
McKenzie, J. L. and G. L. Melling. 2001. Skills-based human capital budgeting: A strategic initiative, not a financial exercise. Journal of Cost Management (May/June): 30-36.
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