DMFT-8717 v1

Isabelle, D., Horak, K., McKinnon, S., & Palumbo, C. (2020). Is Porter's Five Forces Framework Still Relevant? A study of the capital/labor intensity continuum via mining and IT industries. Technology Innovation Management Review, 10(6).
This article investigates the relevance of Porter's framework by contrasting vastly different industries and discusses going beyond Porter's framework, as a way to help monitor their business environment and enhance decision-making processes, particularly in a post-COVID-19 world.

Tawse, A., & Tabesh, P. (2023). Thirty years with the balanced scorecard: What we have learned. Business Horizons, 66(1), 123-132.
This article takes stock of the practical impact the balanced scorecard has had, and investigate the conditions under which the balanced scorecard has been found to be a successful strategy implementation tool.

Nandonde, F. A. (2019). A PESTLE analysis of international retailing in the East African Community. Global Business & Organizational Excellence, 38(4), 54–61.
This article discusses the application of the PESTLE model—which examines various political, economic, social, technological, legal, and environmental issues—to investigate the barriers and opportunities in the sector highlights several obstacles to effective and efficient commerce.

Moore, I. (2022). COVID-19 and implementing e-mental health using the VRIO strategic planning framework. International Journal of E-Collaboration, 18(1).
This article notes that strategic planning calls for thoughtful collaboration, collection, and consideration of the necessary adaptations to meet the mission and vision of the organization. Strategic frameworks like the Value, Rarity, Imitability, and Organization are useful tools for mental health clinics to plan on shifting their operations from an in-person to a virtual environment.

Mazzola, P., Marchisio, G., & Astrachan, J. (2008). Strategic planning in family business: A powerful developmental tool for the next generation. Family Business Review, 21(3), 239-258.
This article shows that involving next-generation family members in the planning process benefits their developmental process and the strategic management in family firms.

Balanced Scorecard Institute (n.d). Balanced Scorecard Basics.

The Five Competitive Forces that Shape Strategy; Michael Porter. Harvard Business Review. (2008, Jun 30).

Osnes, G., Hök, L., Olive, Y. H., Haug, M., Grady, V., & Grady, J. D. (2019). Strategic plurality in intergenerational hand-over: Incubation and succession strategies in family ownership. Journal of Family Business Management, 9(1), 149-174.

Dolar, B., & Biloslavo, R. (2023). The Process of the Intergenerational Succession of Leadership in a Family Business. Economic and Business Review, 25(1), 24-40.

Siringoringo, H. & Kuruppuge, R. H. (Eds.). (2023). Perspectives and Strategies of Family Business Resiliency in Unprecedented Times. IGI Global.