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2010/2011  KAN-MIB_MI51  Strategy and Market Development

English Title
Strategy and Market Development

Course Information

Language English
Point 10 ECTS (300 SAT)
Type Mandatory
Level Full Degree Master
Duration One Quarter
Course Period First Quarter
Time Table Please see course schedule at e-Campus
Study Board
Study Board for MSc in Economics and Business Administration
Course Coordinator
Jens Frøslev Christensen
Main Category of the Course
  • Economics, macro economics and managerial economics
Last updated on 29 maj 2012
Learning Objectives
Important overall objectives of this course are to align the theory and practice of strategy, on the one hand, and more specifically to align core themes in innovation strategy with strategies for business and market development, on the other. The course aims to provide students with systematic analytical and practice-oriented insights into firm strategy with special emphasis on issues related to innovation strategy, business dynamics and market development. This objective is achieved through three approaches: first, introducing complementary theories and tools relating strategy to innovation in knowledge-intensive firms and industries; second, investigating in depth key topics within the scope of the course; and third, analysing business practice through case studies, exercises, simulations and presentations by and discussions with business practitioners.

At the end of the course the student should be able to:
An understanding of and familiarity with theories, concepts and cases covered by curriculum.
An ability to apply the theories and concepts in strategic analysis of concrete company cases.
An understanding of the central issues covered in the course on business/corporate strategy and innovation strategy and how they relate to market development.
An ability to critically assess the scope, limits and complementaries of applying the different theories and concepts to the strategic issues covered in the course.
Marking Scale 7-step scale
Exam Period May/June
Individual 4-hour written examination (all written and technical aids are allowed). The exam is internal and assessment is carried out by one teacher, cf. the General Degree Regulation § 25, S. (1), no.1.The regular examination is held in April/May 2011 The make-up/re-exam takes place in June 2011
Prerequisites for Attending the Exam
Course Content

Topics include core issues in business and corporate strategy (e.g. strategic positioning, building strategic competencies and strategic alliance, make-buy decisions, the dynamics of corporate strategy and structure) and more specific questions relating to innovation, business and industry dynamics and market development (see below). These topics are analysed by applying several theoretical approaches, including an industrial organization perspective, a resource- or competence-based perspective and a transaction cost perspective. These theories are considered complementary rather than mutually exclusive ways of approaching the strategic issues raised. The focus is primarily on innovative and knowledge-intensive firms in high-tech manufacturing industries (e.g. electronics, precision instruments, pharmaceuticals) as well as in the new services sectors (e.g. software development and Internet services).

Among the main issues raised in the course are the following:
What are the advantages and disadvantages of being first on the market? What determines who “wins” and who “loses” from investments in innovation?
What is the role of core capabilities in product and innovation strategies? How do these strategies relate to market development and the underlying market research?
What factors should firms take into consideration when engaging in partnering and contracting for research and development? How can cooperating firms create a framework within which they can successfully develop products of commercial value?
What challenges and opportunities do firms confront in managing environmentally sustainable innovation strategies?
How do recent trends towards globalization, modularization and networking transform the corporate strategies of large multinational companies – especially as related to innovation and corporate venturing?

Course Progression
The course builds on knowledge from the first semester courses in the MIB concentration.

Teaching Methods
The course combines interactive lectures with case-based exercises, simulations and videos, and interaction with business managers.

Burgelman, R. A. (2002): Strategy as Vector and the Inertia of Coevolutionary Lock-in, Administrative Science Quarterly, 47: 325-357.
Christensen, Jens Frøslev (2006): Wither Core Competencies in a Context of Open Innovation, in H. Chesbrough et al (eds.): Open Innovation – Researching a New Paradigm, Oxford University Press (509-533).
Davis, Lee (2008): Licensing Strategies and the New Intellectual Property Vendors, California Management Review. Winter (February)
Hall, J. and Vredenburg (2003): The Challenges of Innovation for Sustainable Development, MIT Sloan Management Review, 45.
Pisano, Gary P. and Teece, David J. (2007): How to Capture Value from Innovation: Shaping Intellectual Property and Industry Architecture, California Management Review, 50 (1): 278-96.