Deciding what to do and, more importantly, what not to.
12 topics · 4 curated works
No prior grounding assumed.
Strategic Management
Reed Kennedy · 2020
Frames strategic management as one continuous cycle of external analysis, internal analysis, formulation and execution, arguing firms fail less from…
Assumes you know the vocabulary.
Corporate Diversification
Cynthia A. Montgomery · 1994
Reviews why diversified firms so often destroy rather than create value, arguing the strategy literature's resource-based explanations fit the…
+1 more at this level
Primary sources and full treatments.
Firm Resources and Sustained Competitive Advantage
Jay B. Barney · 1991
Argues that sustained competitive advantage comes from a firm's internal resources being valuable, rare, imperfectly imitable and non-substitutable,…
4 works
Reed Kennedy
Frames strategic management as one continuous cycle of external analysis, internal analysis, formulation and execution, arguing firms fail less from bad analysis than from treating these as separate, sequential jobs.
link checked 17 Sept 2026Cynthia A. Montgomery
Reviews why diversified firms so often destroy rather than create value, arguing the strategy literature's resource-based explanations fit the evidence better than the market-power story economists had favoured.
link checked 17 Sept 2026Michael J. Mauboussin, Dan Callahan & Darius Majd
Sets out how to quantify the size and durability of a company's competitive moat by decomposing return on invested capital and growth, arguing most moats are narrower and shorter-lived than investors assume.
link checked 17 Sept 2026Jay B. Barney
Argues that sustained competitive advantage comes from a firm's internal resources being valuable, rare, imperfectly imitable and non-substitutable, founding the resource-based view of strategy.