| Learning objectives |
At the end of the course the student should be
able to demonstrate:
- An understanding of and familiarity with theories, concepts and
cases covered by curriculum.
- An ability to apply the theories and concepts in strategic
analysis of concrete company cases.
- An understanding of the central issues covered in the course on
business/corporate strategy and innovation strategy and how they
relate to market development.
- An ability to critically assess the scope, limits and
complementaries of applying the different theories and concepts to
the strategic issues covered in the course.
|
| Examination |
|
Strategy and
Market Development:
|
| Exam
ECTS |
7.5 |
| Examination form |
Home assignment - written product |
| Individual or group exam |
Individual exam |
| Size of written product |
Max. 10 pages |
| Assignment type |
Written assignment |
| Release of assignment |
The Assignment is released in Digital Exam (DE)
at exam start |
| Duration |
24 hours to prepare |
| Grading scale |
7-point grading scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Summer |
| Make-up exam/re-exam |
Same examination form as the ordinary
exam
|
|
| Course content, structure and pedagogical
approach |
|
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, analyzing business practice through
case studies and presentations by and discussions with business
practitioners.
Topics include core issues in business and corporate strategy (eg
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 analyzed 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
(eg electronics, precision instruments, pharmaceuticals) as well as
in the new services sectors (eg 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?
- Where should firms locate to innovate and
grow?
|
|
| Research-based teaching |
|
CBS’ programmes and teaching are research-based. The following
types of research-based knowledge and research-like activities are
included in this course:
Research-based knowledge
- Classic and basic theory
- New theory
- Teacher’s own research
Research-like activities
- Development of research questions
- Discussion, critical reflection, modelling
|
| Description of the teaching methods |
| The course combines interactive lectures with
case-based exercises and interaction with business
managers. |
| Feedback during the teaching period |
Students will receive feedback in class in
connection with case discussions and exercises.
Students will have optional feedback sessions (1/3 of students
assigned to each session) where they will form groups of 3-to-5 to
prepare a practice exam. They can apply any theories and frameworks
covered in the course curriculum. The practice exam will be based
on a prior SMD final exam. Feedback will be provided primarily
during class discussion, and written feedback will be provided
summarizing the discussion in class.
An optional multiple-choice quiz will be given to the students. The
quiz will serve as feedback to the students in informing them
individually where they stand. Following the quiz, there will be a
feedback session in which the correct answers will be discussed.
|
| Student workload |
| Teaching |
36 hours |
| Preparation |
100 hours |
| Exam |
70 hours |
|
| Further Information |
|
Minor changes may occur to this course description until 30
June.
|
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