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Strategy and
Market Developmen:
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| Exam
ECTS |
7,5 |
| Examination form |
Written sit-in exam on CBS'
computers |
| Individual or group exam |
Individual exam |
| Assignment type |
Written assignment |
| Duration |
4 hours |
| Grading scale |
7-step scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Summer |
| Aids |
Limited aids, see the list below:
The student is allowed to bring - USB key for uploading of notes, books and compendiums in a
non-executable format (no applications, application fragments, IT
tools etc.)
- Books (including translation dictionaries), compendiums and
notes in paper format
At all written
sit-in exams the student has access to the basic IT application
package (Microsoft Office (minus Excel), digital pen and paper,
7-zip file manager, Adobe Acrobat, Texlive, VLC player, Windows
Media Player). PLEASE NOTE: Students are not allowed to communicate
with others during the exam :
Read more about exam aids and IT application
packages here |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
If the number of registered candidates for the make-up
examination/re-take examination warrants that it may most
appropriately be held as an oral examination, the programme office
will inform the students that the make-up examination/re-take
examination will be held as an oral examination
instead.
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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 and presentations by and discussions with
business practitioners.
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, servitization and
networking transform the corporate strategies
of companies.
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