What do you think were the critical factors that fueled the need for IT governance? In what ways did ISO affect the standards for network security?

Please make your initial post and two response posts substantive. A substantive post will do at least TWO of the following:

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978-1-5386-6589-3/18/$31.00©2018 IEEE

COSO Framework for Warehouse

Management

Internal Control Evaluation: Enabling Smart

Warehouse Systems

Ratna Sari
Information Systems Department,

School of Information Systems,

Bina Nusantara University,

Jakarta 11480, Indonesia

Computer Science Department, BINUS

Graduate Program – Doctor of

Computer Science, Bina Nusantara

University, Jakarta, Indonesia 11480

rasari@binus.edu

Raymond Kosala
Computer Science Department, BINUS

Graduate Program – Doctor of
Computer Science, Bina Nusantara
University, Jakarta, Indonesia 11480

rkosala@binus.edu

Benny Ranti
Faculty of Computer Science,

Universitas Indonesia,

Depok 16424, Indonesia

ranti@ui.ac.id

Suhono Harso Supangkat
Sekolah Teknik Elektro dan

Informatika,

Institut Teknologi Bandung,

Bandung, Indonesia

suhono@lpik.itb.ac.id

Abstract— There are many ways for the company to

improve its performance, one of them is optimizing the

internal control of the company’s activities. Internal

control is intended to evaluate company activities and

operations. This study took a case study at PT. XYZ

related to the evaluation of internal controls in

warehouse management using the COSO framework

approach. From 5 elements and 17 Principle, study

found, there are 2 principles that have not been applied

in PT. XYZ; enforced accountability and control over

technology. The recommendation given is system

improvement as intended the inventory system to be

more accurate and reliable to enable smart warehouse

systems inside organizations.

Keywords: internal control, COSO framework, warehouse

management, evaluation

I. INTRODUCTION

There are many ways for the company to improve its

performance, one of them is optimizing the internal control

of the company’s activities and also implementation of the

new system to increase efficiency and effectiveness in all

business process activities [4]. Internal control is a process

undertaken by company management to assist the

achievement of operations, reporting and in accordance with

the compliance [9]. The internal optimization is needed

because it describes the overall rules and procedures used by

management to improve management effectiveness in the

business and identify lack of internal control in the business

processes that it can make the organization vulnerable and

possible risks occurs, eventually all these risks can have an

impact on a company’s financial performance [2].

In warehouse management, internal controls devoted to

optimizing the functions, including the process of finished

goods inventory, and it useful to organize the distribution

process to the market. According to Rita Makumbi (2013)

[6] the function of the warehouse management is one of a

service that can help the company’s operational functions

run smoothly as a store of raw material, unfinished goods,

until stock the finished goods or inventory. One of the

problem in warehouse management is high production of

manufacture, company must pay attention to the process

from the beginning of production, to the process of goods

delivery, and inventory calculations.

One of famous approach for warehouse management

control is using COSO framework. COSO framework is one

of tools to maintain the effectiveness and efficiency of

inventory process in organizations [12]. COSO framework

also known as integrated framework that can help company

to:(1) warehouse operation process more effective and

efficient; (2) accountable and reliable of inventory stock

calculation; (3) compliances with government law and

regulations [8].

This research took case study from PT. XYZ as one of

company who implemented the warehouse management.

Based on observing in PT. XYZ, we found that company

still difficulty to balance the production and inventory

storage in warehouse which impact to lack of inventory

control.

II. LITERATURE REVIEW

Early definition of internal control is the plan of

organization to coordinate methods and measure all the

element in process business safe, accurate, reliable,

encourage the prescribed managerial policies [10]. Another

definition of internal control is philosophy of risk alignment,

risk management, ethics, policies, resources, tasks and

responsibilities according to organizational capacity to

manage risk [12].

In warehousing planning and control, company produces

various product, company needs good control over its

inventory which two main objectives such as (1) warehouse

inventory planning and control; (2) reliable inventory report

to support financial statements [11]

Related to COSO framework, basic concepts of internal

control are:(a) internal control is an integrated process and a

tool that can be used to achieve organization goals; (b)

Internal control is not only limited to policies and

procedures but should include all levels within the

organization; (c) Internal control can only provide a

reasonable guarantee, not an absolute guarantee, because

there are limitations that can obstruct the absoluteness of the

internal control itself; (d) Internal Control will ultimately

result in achievement of goals in categories of financial

statements, compliance, operational activities [13].

Using COSO framework for evaluating the internal

control helps company to calculate the probability of risk

which can occur adversely [2]. However COSO can

maintain and support the company to maintain risk which

known can give positive feedback nor negative [12].

COSO framework is consist of five: (1) Control

environment; (2) Risk assessment; (3) Control activities; (4)

Information & Communication; (5) Monitoring activities

[7].

Figure 1. The COSO Cube [3]

Table 1. Component of Internal Control in COSO [1]

III. METHODOLOGY

With COSO framework approach this research starting

with process business analysis as preliminary measurement

and basic analysis in PT. XYZ then continue with internal

control evaluation as follow:

Figure 2. The Research Flow for Warehouse Management

Evaluation in PT. XYZ

For detail performed as follows:

1) Meeting related to explaining flow of evaluation
process.

2) Conducting interviews with stakeholders such as IS
team leader operations, IS analyst, supervisor factory

logistics, team leader factory logistics, warehouse staff,

forklift drivers, internal control, and IPG (Information

Protection & Governance) to observe and also learn

detail about how the business process run, systems

used and also the company’s internal control

procedures.

3) Documents checking related to the process of the
finished goods

inventory.

4) Doing directly observations in order to learn and
understand more clearly about the working procedures

associated with the process of finished goods

inventory.

IV. ANALYSIS AND RESULT

A. FINDINGS
Based on the results of research and interviews as

part of internal control evaluation, here are the results:
Based on the result above, total of 17 principles from

COSO framework known as 2 principles is in red area for
medium and high risk area, 6 principles is in yellow area
which “not fully adapted” for medium and high risk area
and green area for total 9 principles from low and high
risk area.

For the red area, we conducted deeply investigation
as high level evaluation for give the best
recommendation. We found incorrect procedure during
the process of inventory cycle in warehouse, due to goods
receipt in warehouse is not loaded to the shelf directly
and it put to wrong shelf. The impact, a lot of expired
inventory due to incorrect process in goods issue. The
inventory are stored in a multilevel shelf. During the
good issue and shipment for delivery, it was taken
randomly.

Another issued for the red area is control activities for
control over technology. PT. XYZ not only use
warehouse management but also already used one of the
systems like robot machine systems for put the inventory
during the goods receipt. The process starts when
shipping case sent by the conveyor and the systems will
create into one pallet by robot machine then the next step
is data will be stored in the robot database, but once in
while systems went down, there is no back up so the
process will be stopped or create manually. The effect for
this case is lack of control for goods receipt.

B. RECOMMENDATION
After we found the fact findings about internal control

evaluation for warehouse management in PT. XYZ, the

recommendation is as follow:

• Conducting customization through warehouse
management system at PT. XYZ.

• Change business processes related to system
requirements.

The recommendation above expected, will support and

improved the process in PT. XYZ such as:(1) Eliminate the

manual process; (2) Provide reliable information about

location of inventory stored and retrieved; (3) Trackable

inventory; (4) Provide real-time information related to

inventory in the warehouse.

The recommendation of design architecture for

warehouse management customization is using Three-Tier

Architecture. While the warehouse management will

integrated with robot machine and the application will store

into one single application server. This design purpose with

benefit: (1) optimized the server for storage, data process

and retrieving database; (2) Reduce data duplication [5].

Figure 3. Three-Tier Architecture [5]

The business process changes purposed as follow:

Robot Machine

Systems

Warehouse

Management
Systems

DATABASE

Interface Process Integration

Mobile Scanner (Goods Issue)

Inventory Barcode Create

Automatic Inventory Stock Calculation

Recommendation for Goods Issue

Movement (First In First Out Method

Adoption)

Figure 4. System Design

System design from figure 4, describes about additional

interface process integration as bridging between warehouse

management systems and robot machine systems which all

data from the systems will save into single database.

Otherwise the process will improve since the inventory

movement will follow with FEFO (First Expired First Out),

like picture describe in figure 5.

Table 2. Coso Matrix Performance in PT. XYZ

In the figure 5 shown the inventory movement while

systems automatically will scan and check the criteria. If the

criteria of the product proper the next step systems will

input into inventory systems and robot systems will take the

product into the pallet specifically based on criteria and

create delivery notes, afterwards the inventory staff will put

into shelf storing. For the next process, PT. XYZ move the

process of inventory into FEFO System (First Expired First

Out): the systems will create the delivery note (inventory

selection based on expired date) and show which the

inventory should out and help the inventory staff find the

correct inventory.

V. CONCLUSION

COSO framework not only providing better internal
control but also measurement of compliance risk due to
reviewing the organization operational as well. COSO
framework can support the risk mitigation, which can give
recommendation and also solution to the company.

Through 5 elements and 17 principles, it will help
company reach the objective nor goal of effectiveness and
efficiency company operation. Another opinion COSO
framework is likely common audit that enables controls not
the business operations but also all personnel inside of
company.

REFERENCES

[1] COSO Framework. (2016).

Retrieved from

http://www.bussvc.wisc.edu/intcntrls/cosoframework.h

tml

[2] Diane J. Janvrin, E. A. (2012). The Updated COSO
Internal Control— Integrated Framework:

Recommendations and Opportunities for Future

Research. JOURNAL OF INFORMATION SYSTEMS,

189-213.
[3] J. Stephen McNally, C. (2013, June 2013). The 2013

COSO Framework & SOX Compliance : ONE

APPROACH TO AN EFFECTIVE TRANSITION.

Retrieved from

https://www.coso.org/documents/COSO%20McNallyT

ransition%20Article-

Final%20COSO%20Version%20Proof_5-31-13

[4] Jokipii, A. (2009). Determinants and consequences of

internal control in firms: a contingency theory based

analysis. Springer Science-Business Media, 115-144

[5] Kambalyal, C. (2010). Three Tier Architecture.

Retrieved from

http://channukambalyal.tripod.com/NTierArchitecture.

pdf

[6] Makumbi, R. (2013). Introduction to Warehousing

Principles and Practices. Lambert Academic

Publishing.

Figure 5 – The Process of Inventory Movement

[7] Martin, K., Sanders, E., & Scalan, G. (2014). The

Potential Impact of COSO Internal Control Integrated

Framework Revision on Internal Audit Structured

SOX Work Program . Elsivier – Research in

Accounting Regulations.

[8] Mary B. Curtis, F. H. (2000). The components of a

comprehensive framework of internal control. The

CPA Journal, 64-66.

[9] Miles E.A. Everson, S. E. (2013). Internal Control —

Integrated Framework. NY: Committee of Sponsoring

Organizations of the Treadway Commission.

[10] Procedure, A. I. (2008). Codification of auditing

standards and procedures . University of Mississippi

Library. Accounting Collection.

[11] Ravee, J. M. (2009). Pengantar Akuntansi-Adaptasi

Indonesia . Jakarta: Salemba Empat.

[12] Thomas V. Scannell, S. C. (2013). Supply Chain Risk

Management within the Context of COSO’s Enterprise

Risk Management Framework. Journal of Business

Administration Research, 15-28, Vol. 2, No. 1.

[13] Tsay, B.-Y. (2010). Designing an Internal Control

Assessment Program Using COSO’s Guidance on

Monitoring. New York: The CPA Journal.

Runninghead: INSERT FIRST 50 CHARACTERS OF TITLE 1

SAMPLE PAPER

Identifying the Best Practices in

Strategic Management

Gertrude Steinbeck

ORG500 – Foundations of Effective Management

Colorado State University – Global Campus

Dr. Stephanie Allong

August 6, 2015

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should be inserted

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IDENTIFYING THE BEST PRACTICES IN STRATEGIC

2

Identifying the Best Practices in Strategic Management

Strategic management and corporate sustainability are two important dynamics of

modern-day organizations. It is important for organizational leaders to have an understanding of

the theoretical applications of strategic management as a means of addressing corporate

sustainability. The purpose of this paper is to provide definitions and an understanding of

strategic management and corporate sustainability. An overview of the Walgreen Company, the

organization of study, is also provided in order to understand how the company has utilized

strategic management to implement sustainability initiatives for long-term financial performance.

Strategic Management

The function of management is to plan, organize, lead, and control the operations of an

organization (Robbins & Coulter, 2007) and includes strategic management. Strategic

management is an approach in which organizations create a competitive advantage, enhance

productivity, and establish long-term financial performance. Chandler (as cited in Whittington,

2008) defines strategy as “the determination of the basic long-term goals and objectives of an

enterprise, and the adoption of courses of action and the allocation of resources necessary for

carrying out these goals” (p. 268). Similarly, Wheelen and Hunger (2008) define strategic

management as the managerial decisions and actions of an organization that achieve long-run

performance of the business, with benefits such as:

 Clearer sense of vision for the organization

 Sharper focus on what is strategically important

 Improved understanding of a changing environment

The Strategic Management Model (SMM) provides the framework for integrating strategic

planning into an organization so that the aforementioned benefits are realized.

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IDENTIFYING THE BEST PRACTICES IN STRATEGIC

3

Strategic Management Model

Research indicates as the concept of strategic management evolved, many

theoretical models were proposed. Ginter, Ruck, and Duncan (1985) identify eight

elements of the normative strategic model: vision and mission; objective setting; external

environmental scanning; internal environmental scanning; strategic alternatives; strategy

selection; implementation; and control. Long (as cited in Ginter et al., 1985) stated that

normative strategic management models are an “explicit, intentional, planned and rational

approach” (p. 581) to management. Similar to Ginter et al., Wheelen and Hunger (2008)

established the SMM (see Figure 1) which includes four main elements: environmental

scanning, strategy formulation, strategy implementation, and evaluation and control.

Environmental scanning is the monitoring, evaluating, and extracting of information from

the external and internal environments in order for management to establish plans

and

make decisions. Strategy formulation includes creating long-term plans for the

organization, including the mission, objectives, strategies and policies.

Strategy

implementation is the process of executing policies and strategies in order to achieve the

mission and objectives. Evaluation and control require monitoring the performance of the

organization and adjusting the process as necessary in order to achieve desired results

(Wheelen & Hunger, 2008).

The SMM assumes the organizational learning theory, which states that an

organization adapts to the changing environment and uses gathered knowledge to

improve the fit between itself and the environment. The SMM also assumes the

organization be a learning organization in which the gathered knowledge can be used to

change behavior and reflect new knowledge (Wheelen & Hunger, 2008).

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IDENTIFYING THE BEST PRACTICES IN STRATEGIC 4

Environmental

Scanning

Strategy

Formulation

Strategy

Implementation

Evaluation

and

Control

External:

Opportunities

Threats

Mission

Objectives

Strategies

Policies

Programs

Budgets

Procedures

Performance

Societal

Environmental

Task Environmental

Internal:

Strengths

Weaknesses

Structure

Culture

Resources
Figure 1. The strategic management model was adapted from Strategic management and business policy

(11th ed.) by T. L. Wheelen, & J. D. Hunger, 2008, Upper Saddle River, NJ: Pearson Prentice Hall.

Corporate Sustainability

In addition to enhancing financial performance through strategic management,

organizational leaders have the responsibility of increasing shareholder value through

corporate sustainability (Epstein, 2008). Corporate sustainability is defined in a variety of

ways. Hollingworth (2009) described a sustainable organization as “one that strives for

and achieves 360-organizational sustainability” (p. 1). The author claimed an

organization is sustainable when it can endure, or maintain, over a long-term without

permanently damaging or depleting resources including: the organization itself; its human

resources (internal and external); the community/society/ethno-sphere; and the planet’s

environment. He then claimed that if one of the four resources is not sustainable, issues

with the remaining resources will eventually develop (Hollingworth, 2009). Brundtland

(as cited in Epstein, 2008) described sustainability as the economic development that

addresses the needs of the present generation without depleting resources needed by

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IDENTIFYING THE BEST PRACTICES IN STRATEGIC 5

future generations Epstein (2008) adds to the definition from a business perspective by

including corporate social responsibility. Epstein also states that organizations have a

responsibility to stakeholders to improve management practices in order to add value by

addressing corporate social, environmental and economic impacts (Epstein, 2008).

Organizational leaders are the strategic decision makers of a company and have a

responsibility to stakeholders (Wheelen & Hunger 2008). Therefore, it is important to

have an understanding of why corporate sustainability is important, and how the nine

principles of sustainability performance guide strategic management.

Importance of Corporate Sustainability

In addition to making a profit, organizations have a responsibility to society,

which includes addressing its economic, social, and environmental impacts, otherwise

known as social responsibility. Friedman and Carroll had two opposing views of

corporate social responsibility. Friedman argued that the sole responsibility of business

was to use resources and activities that enhanced profits (Wheelen & Hunger, 2008).

Carroll (1979) argued that social responsibility included much more that making a profit;

he proposed businesses must include the economic, legal, ethical and discretionary

categories of business performance.

 Economic responsibilities include producing goods and services to meet the

needs/wants of society in order to make a profit;

 Legal responsibilities are the laws and regulations the company is expected to

abide by;

 Ethical responsibilities are included in the previous two statements, but also

include the norms and beliefs held by society;

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of the parentheses.

IDENTIFYING THE BEST PRACTICES IN STRATEGIC 6

 Discretionary responsibilities are other responsibilities taken on by the

organization including voluntary activities and philanthropic contributions

(Carroll, 1979).

The importance of corporate sustainability, therefore, is that an organization is

responsible for financial performance, but it also has additional responsibilities to

stakeholders and society in general.

The Nine Principles of Sustainability Performance

The nine principles, as presented by Epstein and Roy (2003) (see Table 1), further

define sustainability, are measureable, and can easily be incorporated into strategic

management (Epstein, 2008). These principles include ethics, governance, transparency,

business relationships, financial return, community involvement, value of products and

services, employment practices and protection of the environment.

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IDENTIFYING THE BEST PRACTICES IN STRATEGIC 7

Table 1

The Nine Principles of Sustainability Performance

1. Ethics The company establishes, promotes, monitors and maintains ethical
standards and practices in dealing with all of the company stakeholders.

2. Governance The company manages all of its resources conscientiously and effectively,
recognizing the fiduciary duty of corporate boards and managers to focus

on the interests of all company stakeholders.

3. Transparency The company provides timely disclosure of information about its
products, services and activities, thus permitting stakeholders to make

informed decisions.

4. Business
relationships

The company engages in fair-trading practices with suppliers, distributors

and partners.

5. Financial return The company compensates providers of capital with a competitive return
on investment and the protection of company assets.

6. Community
involvement/

economic

development

The company fosters a mutually beneficial relationship between the

corporation and community in which it is sensitive to the culture, context

and needs of the community.

7. Value of
product and

services

The company respects the needs, desires and rights of its customers and

strives to provide the highest levels of product and service values.

8. Employment
practices

The company engages in human-resource management practices that

promote personal and professional employee development, diversity and

empowerment.

9. Protection of the
environment

The company strives to protect and restore the environment and promote

sustainable development with products, processes, services and other

activities.

Note. There should be a general note about the table here. Adapted from “Improving

sustainability performance: Specifying, implementing and measuring key principles” by M.

Epstein, & M. Roy, 2003, Journal of General Management, 29(1), pp.15-31.

Walgreens Company

Walgreens Company is a retail drugstore that is in the primary business of prescription

and non-prescription drugs, and general merchandise including beauty care, personal care,

household items, photofinishing, greeting cards, and seasonal items (Reuters, 2010). More

recently, the organization diversified its offerings through worksite healthcare facilities, home

care facilities, specialty pharmacies, and mail service pharmacies (Walgreens Company, 2010).

When using a Table in your paper, make

sure you use the word “Table” with the

Table number. Then insert the title of the

Table in italics, with all major words

capitalized. Underneath the Table you must

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IDENTIFYING THE BEST PRACTICES IN STRATEGIC 8

Walgreen Company established a strong organizational culture focusing on consumer and

employee satisfaction. The mission of Walgreens is:

We will provide the most convenient access to consumer goods and services . . .

and pharmacy, health and wellness services . . . in America. We will earn the trust

of our customers and build shareholder value. We will treat each other with

respect and dignity and do the same for all we serve. We will offer employees of

all backgrounds a place to build a career. (Walgreens, 2010a, para. 1)

Walgreens was established in 1901 by pharmacist Charles R. Walgreen Sr. (Walgreens, 2010b).

Prior to establishing the company, Mr. Walgreen struggled with the direction the pharmacy

industry was headed; the lack of quality customer service and care for people concerned him.

Today, Walgreens is the largest drugstore chain in the United States employing over 238,000

people. Sales in 2009 exceeded $63 billion, in which 65% of sales were from prescriptions

drugs. The organization has expanded into all 50 states, as well as the District of Colombia and

Puerto Rico, for a total of 7,496 stores and 350 Take Care clinics (Walgreens Company, 2010,

para. 3).

Conclusion

Strategic management and corporate sustainability are two important practices in today’s

competitive global environment. In order to effectively implement strategic management in light

of corporate sustainability, leaders must have an understanding of such concepts. This paper has

provided a background and understanding of strategic management and corporate sustainability.

An overview and history of Walgreen Company was also presented in order to identify best

practices in strategic management that enhance corporate sustainability.

If you are using information from

multiple web pages from one

website, you need to distinguish

which citation came from which

web page. You can distinguish each

page, by putting the letters, “a,”

“b”, etc. with the year.

If a quotation is longer than 40 words, it

must be in a block format. The block

format is indented ½ inch (or 5 spaces

from the left) from the left margin. Do not

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IDENTIFYING THE BEST PRACTICES IN STRATEGIC 9

References

Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. The

Academy of Management Review, 4(4), 497.

Collins, J. (2001). Good to great. New York, NY: HarperCollins Publishers Inc.

Epstein, M. J. (2008). Making sustainability work. San Francisco, CA: Greenleaf

Publishing Limited.

Epstein, M., & Roy, M. (2003). Improving sustainability performance: Specifying, implementing

and measuring key principles. Journal of General Management, 29(1), 15-31.

French, S. (2009). Critiquing the language of strategic management. The Journal of Management

Development, 28(1), 6-17. doi: 10.1108/02621710910923836

Ginter, P., Ruck, A., & Duncan, W. (1985). Planners’ perceptions of the strategic management

process. Journal of Management Studies, 22(6), 581-596.

Hollingworth, M. (2009, November/December). Building 360 organizational sustainability. Ivey

Business Journal, 73(6), 2.

Walgreens. (2010a). Mission statement. Retrieved from

http://news.walgreens.com/article_display.cfm?article_id=1042

Walgreens. (2010b). Our past. Retrieved from

http://www.walgreens.com/marketing/about/history/default.html

Reuters. (2010). Walgreen Co. Retrieved from

http://www.reuters.com/finance/stocks/companyProfile?symbol=WAG.N

Robbins, S. P., & Coulter, M. (2007). Management (9th ed.). Upper Saddle River, NJ: Pearson

Prentice Hall.

Walgreens Company. (2010). 2009 Annual report. Retrieved from

List sources in

alphabetical order.

The word, References

should be capitalized,

centered, but not bold.

When a citation

runs over to the

second line,

indent 5 spaces to

the right. This is a

“hanging indent.”

Make sure that the links

are not live (you should

not be able to click on

them to go to the

website). If they are live,

right click and then click

on “Remove Hyperlink.”

If you are using information

from multiple web pages

from one website, you need

to be able to distinguish

what information came from

each web page. To do this,

you need to add the letters,

“a,” “b,” etc. to the year of

each citation.

IDENTIFYING THE BEST PRACTICES IN STRATEGIC 10

http://investor.walgreens.com/annual.cfm

Wheelen, T. L., & Hunger, J. D. (2008). Strategic management and business policy (11th ed.).

Upper Saddle River, NJ: Pearson Prentice Hall.

Whittington, R. (2008). Alfred Chandler, founder of strategy: Lost tradition and renewed

inspiration. Business History Review, 82(2), 267-277.

Note: Level Headers 3, 4, and 5 are also used but much less frequently. Click here for

more information on their format and use.

For more information on CSU-

Global APA requirements for

formatting in APA, and examples of

in-text and reference citations, see

the CSU-Global Guide to Writing

and APA Requirements.

https://owl.english.purdue.edu/owl/resource/560/16/

IDENTIFYING THE BEST PRACTICES IN STRATEGIC 11

References

Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. The

Academy of Management Review, 4(4), 497. [This is a journal article citation. Articles

from the Library databases are based on print journals so the citation will end with page

numbers.]

Collins, J. (2001). Good to great. New York, NY: HarperCollins Publishers Inc. [This is a book

citation.]

Epstein, M. J. (2008). Making sustainability work. San Francisco, CA: Greenleaf

Publishing Limited.

Epstein, M., & Roy, M. (2003). Improving sustainability performance: Specifying, implementing

and measuring key principles. Journal of General Management, 29(1), 15-31.

French, S. (2009). Critiquing the language of strategic management. The Journal of Management

Development, 28(1), 6-17. doi: 10.1108/02621710910923836 [This is a journal article

citation from a Library database. Include a doi number if available.]

Ginter, P., Ruck, A., & Duncan, W. (1985). Planners’ perceptions of the strategic management

process. Journal of Management Studies, 22(6), 581-596.

Hollingworth, M. (2009, November/December). Building 360 organizational sustainability. Ivey

Business Journal Online. Retrieved from

http://www.iveybusinessjournal.com/article.asp?intArticle_ID=868 [This is a journal that

is published online, so you would include the URL.]

Reuters. (2010). Walgreens Co. (WAG.N). Retrieved from

http://www.reuters.com/finance/stocks/companyProfile?symbol=WAG.N

IDENTIFYING THE BEST PRACTICES IN STRATEGIC 12

Walgreens. (2010a). Mission statement. Retrieved from

http://news.walgreens.com/article_display.cfm?article_id=1042 [This is a website citation

with a corporate author. If you retrieve information from various pages of this particular

website, you need to cite each web page. However, because the author and the year will

be exactly the same, the lowercase letters, “a,” “b,” etc. need to be added to the year. The

in-text citation would be: (Walgreens, 2010a).]

Walgreens. (2010b). Our past. Retrieved from

http://www.walgreens.com/marketing/about/history/default.html