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: )
Lectures: Dr. Ann-Kristin Weiser
Assistant: Grace Chang Liu
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 examlock 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.call_made
external pageBradley, C., Hirt, M. & Smit, S. 2011. Have you tested your strategy lately? McKinsey Quarterly.call_made
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.call_made
external pageHambrick, D. C., & Fredrickson, J. W. (2005). Are you sure you have a strategy? Academy of Management Executive, 19, 51-62.call_made
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.call_made
external pageBryce, D., & Dyer J.H. (2007). Strategies to crack well-guarded markets. Harvard Business Review, 85 (5), 84-92.call_made
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.call_made
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.call_made
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.call_made
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.call_made
Optional
external pageChesbrough, H. (2007). Why companies should have open business models. MIT Sloan Management Review, 48(2), 22–28.call_made
external pageHacklin, F., Battistini, B., & von Krogh, G. (2013). Strategic choices in converging industries. MIT Sloan Management Review, 88(1), 65–73.call_made
external pageKim, W. C., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82 (10): 76-84.call_made
external pageReeves, M., Love, C., & Tillmanns, P. (2012). Your strategy needs a strategy. Harvard Business Review, 90(9), 76-83.call_made
external pagePisano, G. P. (2015). You need an innovation strategy. Harvard Business Review, 93(6), 44- 54.call_made
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.call_made
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.call_made
Optional
external pageCollis, D., & Montgomery, C.A. (2008). Competing on resources. Harvard Business Review, 86 (7/8), 140-150.call_made
external pageTeece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.call_made
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.call_made
external pageStoelhorst, J. W. (2021). Value, rent, and profit: A stakeholder resource‐based theory. Strategic Management Journal, 44(6), 1488-1513.call_made
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.call_made
external pageNonaka, I. (2007). The knowledge-creating company. Harvard Business Review, 85(7/8), 162-171.call_made
Optional
external pageKing, A.W., & Zeithaml, C.P. (2003). Measuring organizational knowledge: A conceptual and methodological framework. Strategic Management Journal, 24 (8), 763-772.call_made
external pageKogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3(3), 383-397.call_made
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.call_made
external pagePugh, K., & Prusak, L. (2013). Designing effective knowledge networks. MIT Sloan Management Review, 55(1), 79-88call_made