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2016/2017  KAN-CCMVV3006U  Strategic management in different contexts

English Title
Strategic management in different contexts

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 80
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Stig Hartmann - Department of Accounting and Auditing (AA)
Kontaktinformation: https:/​/​e-campus.dk/​studium/​kontakt eller Contact information: https:/​/​e-campus.dk/​studium/​kontakt
Main academic disciplines
  • Management
  • Organization
  • Strategy
Last updated on 11-04-2016
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • - Knowledge about and understanding of relevant terms, concepts, processes and perspectives within the field of strategic management in different contexts.
  • - An ability to identify a specific strategic context and analyse this context in order to diagnose strategic, managerial and organizational problems by utilizing terms and concepts from the course.
  • - An ability to discuss relevant strategic issues for an organization/industry by applying terms, processes and perspectives from the course.
  • - An ability to develop specific solutions and recommendations within a specific strategic context by applying terms and concepts from the course.
Course prerequisites
In order to follow the course students must have acquired basic knowledge in Strategic Management for instance from an introduction course in this area.
Strategic management in different contexts:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Oral group exam based on written group product
Number of people in the group 2-4
Size of written product Max. 20 pages
Definition of number of pages:
Groups of
2 students 10 pages max.
3 students 15 pages max
4 students 20 pages max

Students who wish to have an individual exam might be able to write a term paper in the course. Please see the cand.merc. rules for term papers for more information.
Assignment type Project
Written product to be submitted on specified date and time.
15 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
Re-take exam is to be based on the same report as the ordinary exam:

* if a student is absent from the oral exam due to documented illness but has handed in the written group product she/he does not have to submit a new product for the re-take.

* if a whole group fails the oral exam they must hand in a revised product for the re-take.

* if one student in the group fails the oral exam the course coordinator chooses whether the student will have the oral exam on the basis of the same product or if he/she has to hand in a revised product for the re- take.
Description of the exam procedure




Course content and structure

First, we look at different perspectives on strategy, management and organization, including the different elements of a company and its context (environment).


This lead to a deep discussion of working with strategy, management and organizing in a number of specific contexts, namely: The entrepreneurial context; the large mass production/service context; the professional service context, the innovative context; and the divisional/corporate context. For each of these contexts we go in depth with the characteristics of the context including the typical drivers of the industries, the business model/logic of the companies, the formation of strategy, the managerial challenges of creating efficiency and innovation, how strategy can be developed and manage and how organizations in each of these context typically change and develop over time.   


In the last part of the course we go into deep discussions of a number of specific challenges to strategic management in many companies, namely: How do companies deal with the challenges of globalization? How do managers deal with the uncertainty of new and changing/disruptive technology? How do organizations cope with strategic alliances and changing values? We connect these issues to the above mentioned contexts and we focus on developing relevant managerial processes.    


Overall the course provides a comprehensive tool for diagnosing a company, as a manager, as a consultant, or as an job seeker, and up front know the kind of opportunities and challenges the organization typically is faced with concerning leadership, strategy and organizing.

Teaching methods
Teaching is a combination of dialog lectures, small group work during the classes, including both discussions and presentations by the students.
Student workload
Teaching in class 33 hours
Preparation 100 hours
Exam 73 hours
Expected literature


H. Mintzberg, J. Lampel, J.B.Quinn & S. Ghoshal: “The Strategy Process – Concepts, Contexts, Cases” Fifth Edition, Pearson Education 2014. ISBN 978-0-273-71628-0 (500 pages of original articles from academic A & B journals)




D. Bach and D. Allan: “What every CEO needs to know about nonmarket strategies”, in Sloan Management Review, August 2012, pp. 22-38.


J.B. Barney, D.J. Ketchen Jr, and M. Wright, “The future of the resource-based theory: revitalization or decline?”, in Journal of Management, vol. 37 no. 5 (2011) pp. 1299 - 1315 


J. Parnell, “Generic strategies after two decades: a reconceptualization of competitive strategy”, in Management Decision, vol. 48, no. 8 (2006), pp. 1139-1154.


M. Nippa, U. Pidua, and H. Rubner, “Corporate portfolio management: appraising four decades of academic research”, in Academy of Management Perspectives, November 2011, pp. 50-66.


F. Neffke and M. Henning, “Skill relatedness and firm diversification”, Strategic Management Journal, vol. 34, no. 3, (2013), pp. 297-316.


M. Alexander and H. Korine, “When you shouldn’t go global”, in Harvard Business Review (December 2008), pp. 70-77.     


D.J. Teece, “Business models, business strategy and Innovation”, in Long Range Planning, vol. 43, no. ¾, (2010) 172-194, (Special Issue on business models)


J. Bower and C. Christensen, “Disruptive technologies: catching the wave”, in Harvard Business Review, vol. 73, no. 1, (1995) pp. 43 – 53.


P. Audia and C. Rider, “a garage and an idea: what more does an entrepreneur need?” in California Management Review, vol. 40, no. 1 (2005) pp. 6-28.


R. Grant: “Strategic planning in a turbulent environment: evidence from the oil majors’”, in Strategic Management Journal, vol. 24 (2003) pp. 491-517.


S. Elbanna: “Strategic decision making: process perspectives”, in International Journal of Management Review, vol. 8, no. 1. (2006), pp. 1-20.


D. Miller and I. Le Breton-Miller: “Management insights from great and struggling family businesses’”, in Long Range Planning, vol. 38, (2005), pp. 517-530.


M. Goold and A. Campbell: “Do you have a well-designed organisation?”, in Harvard Business Review, vol. 80, no. 3, (2002).


J. Kotter: “What leaders really do”, Harvard Business Review, (December 2001) pp. 85-96.


D.A. Garvin and M.A. Roberto: “Change through persuasion”, in Harvard Business Review, (February 2005), pp. 104-112.


Last updated on 11-04-2016