1.
Puranam, P., Vanneste, B.: Corporate strategy: tools for analysis and decision-making. Cambridge University Press, Cambridge (2016).
2.
Osegowitsch, T., Madhok, A.: Vertical integration is dead, or is it? Business Horizons. 46, 25–34 (2003). https://doi.org/10.1016/S0007-6813(03)00006-5.
3.
Jacobides, M.G., Hitt, L.M.: Losing sight of the forest for the trees? Productive capabilities and gains from trade as drivers of vertical scope. Strategic Management Journal. 26, 1209–1227 (2005). https://doi.org/10.1002/smj.501.
4.
Gulati, R., Lawrence, P.R., Puranam, P.: Adaptation in vertical relationships: beyond incentive conflict. Strategic Management Journal. 26, 415–440 (2005). https://doi.org/10.1002/smj.458.
5.
Madhok, A.: Reassessing the fundamentals and beyond: Ronald Coase, the transaction cost and resource-based theories of the firm and the institutional structure of production. Strategic Management Journal. 23, 535–550 (2002). https://doi.org/10.1002/smj.247.
6.
Argyres, N.: Evidence on the role of firm capabilities in vertical integration decisions. Strategic Management Journal. 17, 129–150 (1998).
7.
Grant, R.M.: Contemporary strategy analysis: text and cases. Wiley, Chichester, West Sussex, United Kingdom (2016).
8.
Hax, A.C.: Customer segmentation and customer value proposition: The first critical task of strategy. In: The Delta Model: Reinventing Your Business Strategy. pp. 33–73. Springer, New York, NY (2010).
9.
Saloner, G., Shepard, A., Podolny, J.M.: Competitive advantage. In: Strategic management. pp. 39–63. John Wiley, New York (2001).
10.
Schein, E.H.: How to define culture in general. In: Organizational culture and leadership. pp. 3–16. Wiley, Hoboken, New Jersey (2017).
11.
Puranam, P., Vanneste, B.: Corporate strategy: tools for analysis and decision-making. Cambridge University Press, Cambridge (2016).
12.
Casadesus-Masanell, R., Ricart, J.E.: From Strategy to Business Models and onto Tactics. Long Range Planning. 43, 195–215 (2010). https://doi.org/10.1016/j.lrp.2010.01.004.
13.
Roberts, J.: The modern firm: organizational design for performance and growth. Oxford University Press, Oxford (2004).
14.
Ahern, K.R., Weston, J.F.: M&As: The Good, the Bad, and the Ugly. Journal of Applied Finance. 17, 5–20 (2007).
15.
Collis, D.J., Montgomery, C.A.: Corporate strategy: a resource-based approach. McGraw-Hill/Irwin, Boston, Mass (2005).
16.
Puranam, P., Vanneste, B.: Corporate strategy: tools for analysis and decision-making. Cambridge University Press, Cambridge (2016).
17.
Argyres, N.S., Zenger, T.R.: Capabilities, Transaction Costs, and Firm Boundaries. Organization Science. 23, 1643–1657 (2012). https://doi.org/10.1287/orsc.1110.0736.
18.
Wu, B.: Opportunity costs, industry dynamics, and corporate diversification: Evidence from the cardiovascular medical device industry, 1976-2004. Strategic Management Journal. 34, 1265–1287 (2013). https://doi.org/10.1002/smj.2069.
19.
Zhou, Y.M.: Synergy, coordination costs, and diversification choices. Strategic Management Journal. 32, 624–639 (2011). https://doi.org/10.1002/smj.889.
20.
Puranam, P., Vanneste, B.: Corporate strategy: tools for analysis and decision-making. Cambridge University Press, Cambridge (2016).
21.
Harreld, J.B., O’Reilly, C.A., Tushman, M.L.: Dynamic Capabilities at IBM: Driving Strategy into Action. California Management Review. 49, 21–43 (2007). https://doi.org/10.2307/41166404.
22.
O’Reilly, C.A., Harreld, J.B., Tushman, M.L.: Organizational Ambidexterity: IBM and Emerging Business Opportunities. California Management Review. 51, 75–99 (2009). https://doi.org/10.2307/41166506.
23.
Hoskisson, R.E., Turk, T.A.: Corporate Restructuring: Governance and Control Limits of the Internal Capital Market. The Academy of Management Review. 15, 459–477 (1990).
24.
Gulati, R., Singh, H.: The Architecture of Cooperation: Managing Coordination Costs and Appropriation Concerns in Strategic Alliances. Administrative Science Quarterly. 43, (1998). https://doi.org/10.2307/2393616.
25.
Geyskens, I., Steenkamp, J.-B.E.M., Kumar, N.: Make, buy, or ally: A transaction cost theory meta-analysis. Academy of Management Journal. 49, 519–543 (2006).
26.
Helfat, C.E., Peteraf, M.A.: The dynamic resource-based view: capability lifecycles. Strategic Management Journal. 24, 997–1010 (2003). https://doi.org/10.1002/smj.332.
27.
Kale, P., Singh, H.: Managing Strategic Alliances: What Do We Know Now, and Where Do We Go from Here? Academy of Management Perspectives. 23, 45–62 (2009).
28.
Kale, P., Puranam, P.: Choosing Equity Stakes in Technology-Sourcing Relationships: An Integrative Framework. California Management Review. 46, 77–99 (2004). https://doi.org/10.2307/41166222.
29.
King, D.R., Dalton, D.R., Daily, C.M., Covin, J.G.: Meta-analyses of post-acquisition performance: indications of unidentified moderators. Strategic Management Journal. 25, 187–200 (2004). https://doi.org/10.1002/smj.371.
30.
Puranam, P., Vanneste, B.: Corporate strategy: tools for analysis and decision-making. Cambridge University Press, Cambridge (2016).
31.
Alcacer, J., Oxley, J.: Learning by supplying. Strategic Management Journal. 35, 204–223 (2014). https://doi.org/10.1002/smj.2134.
32.
Buckman, R.: Outsourcing With a Twist; Indian Phone Giant Bharti Sends Jobs to Western Firms In Multinational Role Switch. Wall Street Journal.
33.
Su, N., Levina, N., Ross, J.W.: The Long-Tail Strategy of IT Outsourcing. MIT Sloan Management Review. 57, 81–89.
34.
Geyskens, I., Steenkamp, J.-B.E.M., Kumar, N.: Make, buy, or ally: A transaction cost theory meta-analysis. Academy of Management Journal. 49, 519–543 (2006).
35.
Puranam, P., Vanneste, B.: Corporate strategy: tools for analysis and decision-making. Cambridge University Press, Cambridge (2016).
36.
Grant, R.M.: Contemporary strategy analysis: text and cases. Wiley, Chichester, West Sussex, United Kingdom (2016).
37.
Nadler, D., Tushman, M., Nadler, M.B.: Competing by design: the power of organizational architecture. Oxford University Press, New York (1997).
38.
Puranam, P., Vanneste, B.: Corporate strategy: tools for analysis and decision-making. Cambridge University Press, Cambridge (2016).
39.
Gawer, A., Cusumano, M.A.: Industry Platforms and Ecosystem Innovation. Journal of Product Innovation Management. 31, 417–433 (2014). https://doi.org/10.1111/jpim.12105.
40.
From headquarters to ahead-quarters: How corporate functions can add more value – Key findings of the study Corporate Headquarters 2014” Roland Berger, https://www.rolandberger.com/en/Publications/pub_headquarters_to_ahead_quarters.html.
41.
Gawer, A., Cusumano, M.A.: How Companies Become Platform Leaders. MIT Sloan Management Review. 49, 28–35.
42.
Lex in depth: Alibaba. Financial Times. 11–11 (10) AD.
43.
Campbell, A., Kunisch, S., Müller-Stewens, G.: To centralize or not to centralize? McKinsey Quarterly. 97–102 (2011).
44.
Campbell, A., Kunisch, S., Müller-Stewens, G.: To centralize or not to centralize? McKinsey Quarterly. 97–102 (2011).
45.
Boston Consulting Group: Designing the corporate center: how to turn strategy into structure, http://image-src.bcg.com/Images/BCG_Designing_the_Corporate_Center_May_2013_tcm9-97479.pdf.
46.
Corporate headquarters: Developing value adding capabilities to overcome the parenting advantage paradox — Roland Berger, https://www.rolandberger.com/en/Publications/pub_corporate_headquarters.html.
47.
Boston Consulting Group: First do no harm: How to be a good corporate parent, http://image-src.bcg.com/Images/First_Do_No_%20Harm_Mar_2012_tcm9-106817.pdf.
48.
Boston Consulting Group: A New Perspective on the Role of the Center: Lean and Active, https://www.bcgperspectives.com/content/articles/role_of_center_lean_lean_and_active_new_perspective_on_role_of_center/#chapter1.
49.
Boston Consulting Group: The Parenting Advantage: How to Make It Work, https://www.bcgperspectives.com/content/interviews/corporate-development-corporate-strategy-portfolio-management-parenting-advantage/.
50.
Founder of Alibaba Jack Ma Interview by Charlie Rose - YouTube, https://www.youtube.com/watch?v=rUwmakdaye4.
51.
Puranam, P., Vanneste, B.: Corporate strategy: tools for analysis and decision-making. Cambridge University Press, Cambridge (2016).
52.
Haspeslagh, P.C., Jemison, D.B.: Managing acquisitions: creating value through corporate renewal. Free Press, Toronto (1991).
53.
Capron, L., Guillén, M.: National corporate governance institutions and post-acquisition target reorganization. Strategic Management Journal. 30, 803–833 (2009). https://doi.org/10.1002/smj.768.
54.
Karim, S., Capron, L.: Reconfiguration: Adding, redeploying, recombining and divesting resources and business units. Strategic Management Journal. 37, E54–E62 (2016). https://doi.org/10.1002/smj.2537.
55.
Tushman, M.L., O’Reilly, C.: Managerial problem solving: A congruence approach. In: Winning through innovation: a practical guide to leading organizational change and renewal. pp. 567–77. Harvard Business School Press, Boston, Massachusetts (2002).
56.
Bartlett, C.A., Sumantra, G.: Managing across Borders: New Organizational Responses. Sloan Management Review. 29, 43–53 (1987).
57.
Eisenmann, T., Parker, G., Van Alstyne, M.: Platform envelopment. Strategic Management Journal. 32, 1270–1285 (2011). https://doi.org/10.1002/smj.935.
58.
Gulati, R.: Why and how to bridge and bust organizational silos? - YouTube, https://www.youtube.com/watch?v=cvvptKXEHuc, (2010).
59.
Hagiu, A.: Strategic Decisions for Multisided Platforms. MIT Sloan Management Review. 55, 71–80.