| 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.
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| 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 (see section 13 of the Programme
Regulations): 2
Compulsory home
assignments
Case study workshops (teamwork, presentations) or two individual
written assignments (to be confirmed and specified before the
workshop).
The activities must be approved before the ordinary
exam.
|
| Examination |
|
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
- In Paper format: Books (including translation dictionaries),
compendiums and notes
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
The number of registered candidates for the make-up
examination/re-take examination may warrant that it most
appropriately be held as an oral examination. The programme office
will inform the students if the make-up examination/re-take
examination instead is held as an oral examination including a
second examiner or external examiner.
|
Description of the exam
procedure
No maximum number of pages, students have 4 hours to complete
the assignment.
|
|
| 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 |
The course will provide continuous feedback,
involving:
1. Questions and short exercises with live answers after lectures
2. Critical feedback on the team project during the workshop
3. Longer exercises and answers at the end of the course
4. Face-to-face meetings, which can be scheduled on an individual
basis during the office hours (to be announced at the beginning of
the course)
|
| Student workload |
| Classes |
20 hours |
| Preparation for classes and workshops (incl exam) |
171 hours |
|
| Expected literature |
|
Textbook:
- 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.
Cases:
- 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.
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