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Learning objectives
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In order to acquire the mark 12 within the course Strategic Management the student must demonstrate:
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Knowledge about and understanding of relevant terms, concepts, models, processes and perspectives within the field of strategic management and be able to relate these to different perspectives on economic theory and value creation.
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An ability to identify and solve strategic problems within organizations and industries by applying relevant terms, concepts, models, processes and perspectives from the discipline of strategic management on either cases or real organizations.
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An ability to discuss and evaluate the strength and weakness of the applied terms, concepts, models, processes and perspectives within the field of strategic management in relation to the behind economic theories.
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An ability to within the written exam case to identify and qualify strategic problems, argue for relevant use of models and there practical and theoretical implication, shortly present an organisation or an industry, conduct a couple of strategic analysis and put forward strategic solutions or identify possible strategic developments.
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Prerequisite
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The students must have a bachelor education in business administration or within a similar field within economics or social science.
Student that already have attended a course in Strategic Management cannot participate in this course
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Examination
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Strategic Management
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Home project assignment:
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Type of test
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Home Assignment
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Marking scale
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7-step scale
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Second examiner
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No second examiner
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Exam period
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Summer Term
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Aids
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Please, see the detailed regulations below
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Duration
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72 Hours
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Exam format:
72 hour written individual mini-project of 15 pages based on an exam case. The exam case and questions will be available on CBS Learn in the week after the teaching.
Exam aids:
All texts and official document are permitted
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Course content
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Aim
This course aims to provide the students with an understanding of some of the challenges facing top managers when they plan the long-term direction of an organization and its economic value creation and its exposure to business risk.
Content
The course start by explaining some central terms, concept, and definition in the area of strategy and we will look into some different ways in which a strategy can be developed. In connection to this we will discuss behaviour theory and the idea of bounded rationality.
Next we will focus on how we can map and analyse the environment of a company for instance through Porters Five Forces framework and we look at how this concept draw on neoclassical theory and the structure of conduct performance paradigm. Further we well determine competitive advantages and how economic value is created through the internal resources, activities, and competencies of the firm. Here we draw on the resource based view and evolutionary economic theory. Furthermore tools for mapping and analysing the political and cultural context of the company will be presented and in connection to this we will focus on principal/agent theory and behaviour theory.
After this we will discuss how corporate strategies, business/competitive strategies, international strategies, growth strategies and strategies on innovation can be developed. We will look into the different roles for the patterning company and the size of the corporation drawing on transaction cost theory. When looking at the competitive strategies of the company we will discuss the importance of long-term commitment, game theory, neo-institutional theory and constitutional theory. Furthermore we will be concerned with entrepreneurship and innovation.
In the last section of the course we will exemplify how companies can implement their strategies through organising the company, develop its functional areas and by managing strategic change. Again we will return to the ideas of bounded rationality and the management of stakeholders introduced within behaviour theory.
The course’s development of personal competences:
The course develops students competences in analyzing a case, work in groups and presentation skills.
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Teaching methods
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Each lesson will draw on a combination of overview lectures, group work on assignment and case as well as student presentation of cases and plenum discussions.
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Expected literature
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Gerry Johnson, Kevan Scholes & Richard Whittington: ”Exploring Strategy – Text Only – Ninth Edition”, Financial Time/Prentice Hall 2010. (600 pages)
Joseph T. Maghoney: “Economic Foundations of Strategy”, Saga Publications 2005. (200 pages)
Mehmet Barca: “Economic Foundations of Strategic Management”, Ashgate 2003 (selected parts)
Mintzberg, H.: “The Strategy Concept I: Five Ps For Strategy”, California Management Review; Fall 1987, Vol. 30 Issue 1, p11-24
Porter, M.E.: “What is Strategy”, Harvard Business Review, November – December 1996
Porter, M.E.: “The Competitive Forces That Shape Strategy”, Harvard Business Review, January 2008, p78 – 93.
Barney, J.B.: “The Future of Resoure-Based Theory: Revitalization or Decline?”, Journal of Management, August 2011
Parnell, J.: “Generic strategies after two decades: a reconceptualization of competitive strategy”;
Management Decision, 2006, Vol. 44 Issue 8, p1139-1154
Porter, M.E.: “Changing Patterns in on international competition”, California Management Review, vol. 28. no. 2. 1987, pp 9-39.
Teece, D.J.: “Business Models, Business Strategy and Innovation”, Long Range Planning, April 2010, Vol. 43 Issue 2/3, p172-194
Joan, M.: “Why Business Models Matter”, Harvard Business Review, May 2002, Vol. 80, Issue 5, p.86-92
Kaplan, R.S. et.al.: “Managing Risk in the new world”, Harvard Business Review, October 2009 p 69-75
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