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Regular version of the site

Strategic Management

2021/2022
Academic Year
ENG
Instruction in English
3
ECTS credits
Course type:
Compulsory course
When:
1 year, 1 module

Course Syllabus

Abstract

In whatever position you will be employed later, it is important to understand the strategy of the organization you work for. This course provides an introductory overview of the formulation and implementation of such organizational strategies
Learning Objectives

Learning Objectives

  • learn how to analyze the strategic position of an organization and how to think about strategic choices. Against the backdrop of these concepts, you will learn about recent sociologically informed concepts in strategy research (e.g., strategy-as-practice
  • will be able to discuss traditional heuristics for strategy making and reflect upon the practice of strategy making itself
  • will know today´s internationally used terms and concepts of organizational strategy, you will be able to discuss on their base, and to contribute new views on strategy formulation to the organization you work for in the future.
Expected Learning Outcomes

Expected Learning Outcomes

  • elaborate on the roles of strategy for organizations
  • apply different strategy tools to different decision situations
  • understand strategy instruments as means to cope with complexity
  • see strategy not only as a set of decisions, but a process of organizational sense-making
  • reflect on the emergent and distributed aspects of organizational strategy
  • navigate the structure and content of scientific articles from strategy research
Course Contents

Course Contents

  • Introduction – what is strategy?
  • The environment – PESTEL
  • The industry – forces and dynamics
  • Resources and capabilities within the organization
  • Stakeholders, governance, responsibility
  • Business strategy and models
  • Corporate strategy and diversification
  • International strategy
  • Entrepreneurship and innovation
  • Organizing and strategy
  • Guest Lecture 1 t.b.a
  • Guest Lecture 2 t.b.a
Assessment Elements

Assessment Elements

  • non-blocking Project Assessment
  • non-blocking Written task
  • non-blocking Class activities
Interim Assessment

Interim Assessment

  • Interim assessment (1 module)
    0.4 * Class activities + 0.4 * Project Assessment + 0.2 * Written task
Bibliography

Bibliography

Recommended Core Bibliography

  • Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regnér, P. (2017). Exploring Strategy (Vol. Eleventh edition). Harlow, England: Pearson Education. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1454974

Recommended Additional Bibliography

  • Hall, D. J., & Saias, M. A. (1980). Strategy Follows Structure! Strategic Management Journal (John Wiley & Sons, Inc.), 1(2), 149–163. https://doi.org/10.1002/smj.4250010205
  • Henry Mintzberg, & James A. Waters. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 3, 257. https://doi.org/10.1002/smj.4250060306
  • Henry, L. A., Nysten-Haarala, S., Tulaeva, S., & Tysiachniouk, M. (2016). Corporate Social Responsibility and the Oil Industry in the Russian Arctic: Global Norms and Neo-Paternalism. Europe-Asia Studies, 68(8), 1340–1368. https://doi.org/10.1080/09668136.2016.1233523
  • Jarzabkowski, P., Lê, J. K., & Van de Ven, A. H. (2013). Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve. Strategic Organization, 11(3), 245–280. https://doi.org/10.1177/1476127013481016
  • Richard Whittington. (n.d.). Completing the practice turn in strategy research. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.A4C0C147
  • Social Enterprise Emergence from Social Movement Activism: The Fairphone Case. (2016). Journal of Management Studies, 53(5), 846–877. https://doi.org/10.1111/joms.12208