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2026/2027  KAN-CSOAV1002U  Managing Strategy Implementation in the Modern Corporation

English Title
Managing Strategy Implementation in the Modern Corporation

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 240
Study board
Study Board for Organisation, Strategy, Leadership and People
Programme MSc in Economics and Business Administration - Strategy, Organization and Leadership (SOL)
Course coordinator
  • Marcus Møller Larsen - Department of Strategy and Innovation (SI)
Main academic disciplines
  • Management
  • Organisation
  • Strategy
Teaching methods
  • Blended learning
Last updated on 29-01-2026

Relevant links
Learning objectives
To be awarded the highest mark (12), the student, with no or just a few insignificant shortcomings, must fulfill the following learning objectives:
  • The student should be able to account for relevant theories that explain strategy implementation in the modern corporation and organizations.
  • The student should be able to discuss the strengths and weaknesses of those theories.
  • The student should be able to apply appropriate theories to analyze and assess an organization’s strategy implementation.
  • The student should be able to reflect on the consequences of applying different theories to a given issue.
  • The student should present the analysis of the implementation in a given case in a structured and coherent manner.
Examination
Managing Strategy Implementation in the Modern Corporation:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Written assignment
Release of assignment The Assignment is released in Digital Exam (DE) at exam start
Duration 2 weeks to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

At the end of the teaching term, the students are required to hand in an individual take-home project exam (maximum 15 pages). There will be no oral examination. The project shall be based on an organization of the student's own choice, and will focus on the analysis and assessment of the organization's strategy implementation. The students are not entitled to supervision during the exam period. Access to library sources and to an individual computer is required. The exam will be evaluated in accordance with the course's learning objectives.
Course content, structure and pedagogical approach

This course deals with strategic and operational challenges of strategy implementations in modern corporations. Strategy implementation refers to the implementation of strategic decisions such as actions to be taken, resources to be devoted, or precedents set. For example, a firm deciding to internationalize its operations needs to gear its organization for the many cultural and operational challenges associated with this type of change. Relatedly, a firm deciding to change product markets must ensure its employees acknowledge and adapt to the new strategic directions. Often, however, firms experience several challenges when implementing strategic decisions. Organizational inertia may prevent the firm from changing strategic direction. Employees may lack the motivation to enter new product markets. Firms may realize that the actual implementation costs significantly exceed the anticipated costs. As a result, too many firms cannot successfully implement the strategies intended to ensure future growth.

 

In contrast to other courses focusing on strategic planning, this course centers on the actual implementation of strategies that have already been taken. We will do this by providing the relevant theoretical and empirical background of the core components of modern strategy implementation, such as strategic decision-making, ‘Management by Objectives’, the role of subunits, and leadership. In sum, this course aims to provide students with a theoretical and practical understanding of strategy implementation.

 

The course will fully adhere to building disciplinary skills and transformational capabilities around the Nordic Nine, and will specifically focus on #1 ("You have deep business knowledge placed in a broad context"), #2 (You are analytical with data and curious about ambiguity), #4 ("You are competitive in business and compassionate in society"), and #6 ("You are critical when thinking and constructive when collaborating").
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 is based on both research-driven and case-based teaching. The sessions emphasize the interplay between theoretical and practical understandings of strategy implementation in modern corporations. Each session will consist of a pre-recorded session that is released on CBS Canvas primo every week and an on-campus session for the case studies.

First, each pre-recorded session will consist of a series of shorter videos and home-assignments where theories and concepts that enhance our understanding of strategy implementation are presented, scrutinized and discussed. This is primarily done based on articles from leading management journals such the Academy of Management Journal, Strategic Management Journal and Harvard Business Review.

Second, we will each week have a two-hour on-campus session where we will analyze and discuss empirical cases of how organizations implement strategies in real-life contexts. It is important that the students study the pre-recorded online sessions prior to the on-campus sessions. To gain the most benefit from the on-campus sessions, students should be prepared to take an active part in class discussions by preparing the case studies (specific case questions are listed below). In these exercises, students may incorporate examples from the readings as well as confront issues the assignments have failed to address. In general, it is important to create an interactive atmosphere in the class which leads to a more effective understanding and assimilation of the course material.
Feedback during the teaching period
There are three general forms for feedback from lecturer to students:

1) students will get continuous feedback by actively attending class and case discussions.
2) students can get feedback through a Q&A session toward the end of the course.
3) students can get feedback by using the lecturers' office hours.

Besides the feedback from the lecturers to the students, we also highly encourage self-organized student-student feedback through peer feedback.
Student workload
Lectures 30 hours
Lecture preparation 70 hours
Extracurricular activities 30 hours
Exam (including preparation) 76 hours
Further Information

This course bridges components of strategic management, organisational behaviour and international business in addressing a crucial, but often neglected, topic in the teaching of strategy and management that of strategy implementation.
 
Expected literature

Journal articles (indicative list)

  • Beer M, Eisenstat RA. 2000. The silent killers of strategy implementation and learning. Sloan Management Review,Summer: 29-40.
  • Dean JW, Sharfman MP. 1996. Does decision process matter? A study of strategic decision-making effectiveness. Academy of Management Journal39(2):368-396.
  • Denison D, Hart S, Kahn J. 1996. From chimneys to cross functional teams: developing and validating a diagnostic model. Academy of Management Journal39(4): 1005-1023.
  • Eisenhardt KM, Zbaracki MJ. 1992. Strategic decision making. Strategic Management Journal13: 17-37.
  • Guth WD, Macmillan IC. 1986. Strategy implementation versus middle management self-interest. Strategic Management Journal7(4): 313-327.
  • Larsen MM, Manning S, Pedersen T. 2012. Uncovering the Hidden Costs of Offshoring: The Interplay of Complexity, Design Orientation and Experience. Strategic Management Journal (forthcoming).
  • Noble CH. 1999. The eclectic roots of strategy implementation research, Journal of Business Research45(2): 119-134.
  • Nonaka I. 1991. The Knowledge-Creating Company. Harvard Business Review69(6): 96-104.
  • Roth K, Morrison AJ. 1992. Implementing Global Strategy: Characteristics of global subsidiary mandates. Journal of International Business Studies23(4): 715-735.
  • Simon HA. 1993. Strategy and organizational evolution. Strategic Management Journal14: 131-142. 
Last updated on 29-01-2026