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2019/2020  BA-BSACO1009U  Strategy in a Service Perspective: Arts and Culture

English Title
Strategy in a Service Perspective: Arts and Culture

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Bachelor
Duration One Quarter
Start time of the course Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc in Service Management
Course coordinator
  • Aleksey Korniychuk - Department of Strategy and Innovation (SI)
Main academic disciplines
  • Strategy
Teaching methods
  • Face-to-face teaching
Last updated on 25/06/2019

Relevant links

Learning objectives
At the end of this course, students should:
  • Understand the particular strategic challenges associated with service firms.
  • Understand the key issues of strategic management: Value creation, value appropriation, superior positioning, and (sustained) competitive advantage.
  • Be able to explain and discuss the strategic management theories and models introduced in the course.
  • Be able to explain and discuss Be able to explain and discuss the links between the different theories and models introduced in the course. strategic management theories and models introduced in the course.
  • Be able to identify and apply relevant strategic management theories and models to analyze practical situations and issues related to firms’ strategy.
  • Understand the implications of digitalization for strategy formulation and implementation.
  • Understand how various functional areas fit together and influence the performance of the firm, which provides an important way in which this course serves an integrative purpose relative to the other courses in this program.
Course prerequisites
Students not enrolled in BSc in Business Administration & Service Management must document A level in English equal to TOEFL 575 and A level in mathematics equal to Danish level B.
Prerequisites for registering for the exam (activities during the teaching period)
Number of compulsory activities which must be approved: 2
Compulsory home assignments
Case study workshops (teamwork, presentations) or two individual written assignments (to be confirmed and specified before the workshop).
Strategy in a service perspective: Arts and culture:
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-point grading scale
Examiner(s) Internal examiner and external examiner
Exam period Autumn
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.)
  • Any calculator
  • Books (including translation dictionaries), compendiums and notes in paper format
The student will have access to
  • Access to Canvas
  • Advanced IT application package
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.
Course content, structure and pedagogical approach

The course provides an introduction to the core ideas of strategic management, value creation and appropriation, performance and (sustainable) competitive advantage. The content of the course is built around a standard textbook (see curriculum below) and a number of research articles and cases. The starting point and the running theme of the course is value creation and appropriation. Other topics include the analysis of the firm environment, internal resources, strategic factor markets, the relationship between value appropriation by different stakeholders and the observed firm performance, the main processes within the firm, etc. Throughout the course, the theoretical models are applied to service firms and the particular challenges raised by services.

Description of the teaching methods
Teaching is based on lectures with active in-class participation, group presentations, and case discussions. The date of the feedback lecture will be announced after the exam.
Feedback during the teaching period
Feedback during class discussions. Individual feedback during office hours.
Student workload
Classes 20 hours
Preparation for classes and workshops (incl exam) 171 hours
Expected literature


  • Grant, R. 2016: Contemporary Strategy Analysis, Text and Cases, 9th edition, Wiley.


Research articles and cases:

  • Barney JB. 1986. Strategic factor markets: Expectations, luck, and business strategy. Management Science 32(10): 1231–1241.
  • Barney JB. 1991. Firm resources and sustainable competitive advantage. Journal of Management 17(1): 99–120.
  • Bharadwaj SG, Varadarajan PR, Fahy J. 1993. Sustainable competitive advantage in service industries: a conceptual model and research propositions. The Journal of Marketing, 83–99.
  • Brandenburger AM, Stuart HW Jr. 1996. Value-based business strategy. Journal of Economics & Management Strategy 5(1): 5–24.
  • Chae B. 2012. An evolutionary framework for service innovation: Insights of complexity theory for service science. International Journal of Production Economics 135: 813–822.
  • Chalkiadakis G, Elkind E, Wooldridge M. 2012. Cooperative game theory: Basic concepts and computational challenges. IEEE intelligent Systems 27(3): 86 – 90. Section: Fair Division Schemes, pp. 87–88.
  • Coff RW. 1999. When competitive advantage doesn't lead to performance: The resource-based view and stakeholder bargaining power. Organization science 10(2): 119–133.
  • Dierickx I, Cool K. 1989. Asset Stock Accumulation and the Sustainability of Competitive Advantage. Management Science 35(12): 1504–1511.
  • Hill T, Westbrook R. 1997. SWOT analysis: It’s time for a product recall. Long Range Planning 30(1): 46–52.
  • Knight GA, Cavusgil ST. 2004. Innovation, organizational capabilities and the born-global firm. Journal of International Business Studies 35: 124–141.
  • Littlechild SC, Owen G. 1973. A simple expression for the Shapley value in a special case. Management Science 20(3): 370–372. p. 370.
  • Lovestock CH, Yip GS. 1996. Developing global strategies for service industries. California Management Review 38(2): 64–86.
  • McWilliams A, Siegel D. 2001. Corporate social responsibility: A theory of the firm perspective. Academy of Management Review 26(1): 117–127.
  • Mintzberg H, Waters JA. 1985. Of strategies, deliberate and emergent. Strategic management journal 6(3): 257–272.
  • Obloj T, Sengul M. 2012. Incentives life-cycles: Learning and the division of value in firms. Administrative Science Quarterly 57(2): 305–347.
  • Pacheco-de-Almeida G, Zemsky P. 2007. The timing of resource development and sustainable competitive advantage. Management Science 53(4): 651–666.
  • Penman SH. 2007. Financial Statement Analysis and Security Valuation 3rd edition. pp. 9–12, 159–162.
  • Waring GF. 1996. Industry differences in the persistence of firm-specific returns. The American Economic Review 86(5): 1253–1265.



  • Mostly in the textbook and Harvard Business Publishing


Changes may occur. The professor will upload the final reading list (except cases) on CBS Canvas before the course starts.


Last updated on 25/06/2019