Strategic Management Fall Semester
Registration for Strategic Management in Fall Semester 2024:
Due to didactic reasons, the number of participants is limited to 80. Please register through myStudies to enroll for the course. Slots are assigned based on a first-come first-serve policy (in the order of the registration date on myStudies).
We regularly check the waitlist and move up students whenever possible. Please check your registration status shortly before and after the course start.
If you have any inquiries about the course or want to register as an exchange student, please contact Grace Chang Liu (E-Mail: )
Course Objectives
The Strategic Management course aims to impart relevant competencies in strategic management, both for professional and academic development. This course offers an introduction to the fundamentals of strategy and the most widely used concepts and methods in strategic management. The course is delivered through a combination of lectures on concepts and methods, as well as case studies where students work on solving strategic issues of the case companies. The students will also meet firm executives to learn real-time strategic issues firms are facing, providing them with practical experience.
Schedule
The lecture takes place at CAB Building G51 on the specified dates below
Exam and Case Analyses
Credit: 3 ECTS Credit Points
Performance Assessment: The grade is calculated by 40% case analyses and 60% semester-end exam. The case analyses consist of one group presentation in class. In addition, course participants are asked to hand-in three two-page analyses of other cases (passing grade). However, course participants can bypass handing in these written analyses by attending case presentations delivered by other groups. To pass the course, both case analyses and exam must be successfully passed on their own.
Exam
The exam will be in the form of a "End-of-semester Examination" - Closed Book.
Written Exam (on-site) on 13.01.2025
14.15 – 15.45, room tba
Repetition Exam (on-site) on 25.02.2025
14.15 - 15.45, room tba
Please look at D-MTEC Website in case of a room change!
Please find a protected page sample exam here.
Case Analyses
Case 1: Apple and AI
Case 2: Amazon in the AI Space
Case 3: Walmart Advertisement
Case 4: Netflix in Video Streaming
Literature List
Lecture on Strategic Concepts (23.09.2024)
Required
external page Porter, M. (1996). What is strategy. Harvard Business Review, 74 (6), 61-78.
external page Bradley, C., Hirt, M. & Smit, S. 2011. Have you tested your strategy lately? McKinsey Quarterly.
Optional
external page Armando, G., & Angel, L. (2012). Dynamics of the evolution of the strategy concept 1962– 2008: A Co‐word analysis. Strategic Management Journal, 188, 162-168.
external page Hambrick, D. C., & Fredrickson, J. W. (2005). Are you sure you have a strategy? Academy of Management Executive, 19, 51-62.
Lecture on Industry Dynamics I (30.09.2024)
Required
external page Porter, M. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86 (1), 78-93.
external page Bryce, D., & Dyer J.H. (2007). Strategies to crack well-guarded markets. Harvard Business Review, 85 (5), 84-92.
Optional
external page Hawawini, G., Subramanian, V., & Verdin, P. (2003). Is performance driven by industry- or firm-specific factors? A new look at the evidence. Strategic Management Journal, 24, 1-16.
external page Short, J. C., Ketchen, D. J., Palmer, T. B., & Hult, G. T. M. (2007). Firm, strategic group, and industry influences on performance. Strategic Management Journal, 28, 147-167.
Lecture on Industry Dynamics II (11.11.2024)
Required
external page Christensen, C. M., Raynor, M. E., & McDonald, R. (2015). What is disruptive innovation? Harvard Business Review, 93(12), 44-53.
external page von Hippel, E. & von Krogh, G. (2003). Open source software and the 'Private-Collective' innovation model: Issues for organization science. Organization Science, 14(2), 209-223.
Optional
external page Chesbrough, H. (2007). Why companies should have open business models. MIT Sloan Management Review, 48(2), 22–28.
external page Hacklin, F., Battistini, B., & von Krogh, G. (2013). Strategic choices in converging industries. MIT Sloan Management Review, 88(1), 65–73.
external page Kim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82 (10): 76-84.
external page Reeves, M., Love, C., & Tillmanns, P. (2012). Your strategy needs a strategy. Harvard Business Review, 90(9), 76-83.
external page Pisano, G. P. (2015). You need an innovation strategy. Harvard Business Review, 93(6), 44- 54.
Lecture on Resource-Based View (14.10.2024)
Required
external page Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
external page Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58, 13-35.
Optional
external page Collis, D., & Montgomery, C.A. (2008). Competing on resources. Harvard Business Review, 86 (7/8), 140-150.
external page Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
external page Barney, J. B., Ketchen Jr, D. J., & Wright, M. (2021). Resource-based theory and the value creation framework. Journal of Management, 47(7), 1936-1955.
external page Stoelhorst, J. W. (2021). Value, rent, and profit: A stakeholder resource‐based theory. Strategic Management Journal, 44(6), 1488-1513.
Lecture on Knowledge-Based View (28.10.2024)
Required
external page Grant, R.M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17 (Winter Special Issue: Knowledge and the Firm), 109-122.
external page Nonaka, I. (2007). The knowledge-creating company. Harvard Business Review, 85(7/8), 162-171.
Optional
external page King, A.W., & Zeithaml, C.P. (2003). Measuring organizational knowledge: A conceptual and methodological framework. Strategic Management Journal, 24 (8), 763-772.
external page Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3(3), 383-397.
external page Nonaka, I., & von Krogh, G. (2009). Perspective-tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory. Organization Science, 20(3), 635-652.
external page Pugh, K., & Prusak, L. (2013). Designing effective knowledge networks. MIT Sloan Management Review, 55(1), 79-88