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 15.01.2024

15.15 – 16.45 HG E5

Repetition Exam (on-site) on 27.02.2024

14.00 - 15.30, ML E13

Please look at D-MTEC Website in case of a room change!

Please find a protected pagesample exam here.

Case Analyses

Case Industry Dynamics I: Vestas

Case Industry Dynamics II: Tesla

Case Resource-Based View: Meta

Case Knowledge-Based View: Google

Literature List


Lecture on Strategic Concepts (23.09.2024)

Required

external pagePorter, M. (1996). What is strategy. Harvard Business Review, 74 (6), 61-78.
external pageBradley, C., Hirt, M. & Smit, S. 2011. Have you tested your strategy lately? McKinsey Quarterly.

Optional

external pageArmando, 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 pageHambrick, 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 pagePorter, M. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86 (1), 78-93.
external pageBryce, D., & Dyer J.H. (2007). Strategies to crack well-guarded markets. Harvard Business Review, 85 (5), 84-92.

Optional

external pageHawawini, 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 pageShort, 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 pageChristensen, C. M., Raynor, M. E., & McDonald, R. (2015). What is disruptive innovation? Harvard Business Review, 93(12), 44-53.
external pagevon 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 pageChesbrough, H. (2007). Why companies should have open business models. MIT Sloan Management Review, 48(2), 22–28.
external pageHacklin, F., Battistini, B., & von Krogh, G. (2013). Strategic choices in converging industries. MIT Sloan Management Review, 88(1), 65–73.
external pageKim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82 (10): 76-84.
external pageReeves, M., Love, C., & Tillmanns, P. (2012). Your strategy needs a strategy. Harvard Business Review, 90(9), 76-83.
external pagePisano, 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 pageBarney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
external pageTeece, 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 pageCollis, D., & Montgomery, C.A. (2008). Competing on resources. Harvard Business Review, 86 (7/8), 140-150.
external pageTeece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.
external pageBarney, 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 pageStoelhorst, 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 pageGrant, 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 pageNonaka, I. (2007). The knowledge-creating company. Harvard Business Review, 85(7/8), 162-171.

Optional

external pageKing, A.W., & Zeithaml, C.P. (2003). Measuring organizational knowledge: A conceptual and methodological framework. Strategic Management Journal, 24 (8), 763-772.
external pageKogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3(3), 383-397.
external pageNonaka, 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 pagePugh, K., & Prusak, L. (2013). Designing effective knowledge networks. MIT Sloan Management Review, 55(1), 79-88

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