Management > Business Administration > Strategic Management I

Strategic Management I posted by duggu on 1/22/2008

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Abstract/Syllabus

Courseware/Lectures

Test/Tutorials

Course Highlights

This course features a set of lecture notes as well as a complete list of reading assignments.

Course Description

This course focuses on some of the important current issues in strategic management. It will concentrate on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. The course is intended to provide the students with a pragmatic approach that will guide the formulation and implementation of corporate, business, and functional strategies.

*Some translations represent previous versions of courses.

Syllabus

Broad Description of the Course

Teaching Methodology

This course will use a combination of readings, case studies, lectures, and will require the completion of an independent research project.

Required Textbook

Hax, Arnoldo C., and Dean L. Wilde. The Delta Project: Discovering New Sources of Profitability. New York, NY: Palgrave, 2001. ISBN: 0312240465.

Requirements

The requirements for the course and the contribution of each towards the final grade are as follows.

Grading criteria.
ACTIVITIES	PERCENTAGES
One Independent Research Project	30%
Three Case Write-ups	15% (each)
Class Participation and Case Discussions	25%

Independent Research Project

30% of the final grade will be for an individual (not a group) paper, due on or before Ses #18. You are welcome to review your topic with me during the semester.

The format of the paper should be text, exhibits, and a bibliography of sources used. The paper should be no more than 15 double-spaced pages of text and 10 exhibits, excluding the bibliography. Length is not a virtue and students should "spend the time to make the document shorter."

The paper should provide you with an opportunity to illustrate the application of one of the frameworks we developed in class to an industry or firm of your choice.

Cases

Three cases write-ups are required. In essence, your paper should demonstrate that you have carefully analyzed the case, and have a coherent view on how the company should proceed. Be clear and concise. Your writing style has an important impact on your ability to communicate your ideas. Case discussions should be about 3 pages, double-spaced, excluding exhibits. In guiding the case analyses you can follow the questions that are given for each case in the assignments section.

Class Participation

Your active participation in the discussion in class is considered very important in this course. Prior preparation of the cases and assigned readings are essential. By making 25% of your grade dependent on your participation in class we hope to encourage you to feel responsible in making this course work. Class attendance is required.

Calendar

Calendar schedule.
SES #	TOPICS
I. Introduction and Overview of Strategic Management
1	The Delta Model
2	Porter's Frameworks and the Resource-Based View of the Firm
II. Business Strategy
3	Customer Segmentation and Customer Value Proposition
4	The Firm as a Bundle of Competencies and Putting it All Together
5	Industry Structure and Competitive Interaction
6	The Decommoditization of a Business
7	Competitive Positioning
III. Technology and Industry Transformation
8	Sustaining Competitive Advantage
9	Competitive Dynamics
10	Putting it All Together: Integrating The Critical Tasks of Strategy
IV. Corporate Strategy
11	Corporate Strategy - The Core Concepts
12	Corporate Philosophy and Culture
13	General Principles of Organization Design
14	Human Resources Management and Knowledge Management
15	Business Processes: The Core Concepts and Managing the Global Supply Chain
V. Aggregate and Granular Metrics
16	Metrics of Value Creation
17	The Balanced Scorecard and Granular Metrics
VI. Integration
18	Organizational Leadership

Required Textbook

Hax, Arnoldo C., and Dean L. Wilde. The Delta Project: Discovering New Sources of Profitability. New York, NY: Palgrave, 2001. ISBN: 0312240465.

Other Readings

Each day's reading is listed below.

Course readings.
SES #	TOPICS	Readings
I. Introduction and Overview of Strategic Management
1	The Delta Model	Hax and Wilde. Chapters 1 and 2.
2	Porter's Frameworks and the Resource-Based View of the Firm	Porter, Michael E. "Towards a Dynamic Theory of Strategy." Strategic Management Journal 12 (1991): 95-117. Grant, Robert H. "The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation." California Management Review 33, no. 3 (1991). Hax and Wilde. Chapter 12.
II. Business Strategy
3	Customer Segmentation and Customer Value Proposition	Hax, Arnoldo C. "Achieving the Potentials of Your Organization - How to Overcome the Dangers of Commoditization." MIT Sloan Working Paper No. 4260-02. (September 2002).
4	The Firm as a Bundle of Competencies and Putting it All Together	Hax and Wilde. Chapters 3-5.
5	Industry Structure and Competitive Interaction
6	The Decommoditization of a Business
7	Competitive Positioning
III. Technology and Industry Transformation
8	Sustaining Competitive Advantage
9	Competitive Dynamics
10	Putting it All Together: Integrating The Critical Tasks of Strategy	Hax and Wilde. Chapter 6.
IV. Corporate Strategy
11	Corporate Strategy - The Core Concepts	Hax, Arnoldo, and Nicolas Majluf. "Corporate Strategic Tasks." European Management Journal12, no. 4 (1994): 366-381.
12	Corporate Philosophy and Culture
13	General Principles of Organization Design	Galbraith, Jay R. "Linking Customers and Products - Organizing for Product and Customer Focus," and "Structuring Global Organizations." Chapters 2 and 4 in Tomorrow's Organization. Edited by Susan A. Mohrman, Jay R. Galbraith, and Edward E. Lawler III. Jossey-Bass, 1998. ISBN: 0787940046.
14	Human Resources Management and Knowledge Management
15	Business Processes: The Core Concepts and Managing the Global Supply Chain	Hax and Wilde. Chapter 7.
V. Aggregate and Granular Metrics
16	Metrics of Value Creation	Hax and Majluf. Chapter 17. "America's Best and Worst Wealth Creators." Fortune, December 18, 2000. "America's Best and Worst Wealth Creators." Fortune, December 10, 2001. Slywotzky, Adrian J., and Richard Wise. "The Growth Crisis and How to Escape It." Harvard Business Review (July 2002): 72-83.
17	The Balanced Scorecard and Granular Metrics	Hax and Wilde. Chapters 9 and 10. Kaplan, Robert S., and David P. Norton. "Having Trouble with Your Strategy? Then Map It." Harvard Business Review (September-October 2000): 167-176.
VI. Integration
18	Organizational Leadership

General References

Bartlett, C., and S. Ghoshal. Managing Across Borders: The Transnational Solution. Boston, MA: Harvard Business School Press, 2002.

Brandenburger, A. M., and B. J. Nalebuff. Co-opetition. New York, NY: Doubleday & Company, 1996.

Kim, W. Chan, and R. Mauborgne. Blue Ocean Strategy. Boston, MA: Harvard Business School Press, 2005.

Christensen, C. The Innovator's Dilemma: When Technologies Cause Great Firms to Fail. Boston, MA: Harvard Business School Press, 1997.

———. The Innovator's Solution: Creating and Sustaining Successful Growth. Boston, MA: Harvard Business School Press, 2003.

Collis, D., and C. Montgomery. Corporate Strategy: Resources and the Scope of the Firm. Westport, CT: Irwin Press, 1997.

Cusumano, M. A., and C. C. Mardikes, eds. Strategic Thinking for the New Economy. Hoboken, NJ: Jossey-Bass, 2001.

Foster, R., and S. Kaplan. Creative Destruction. New York, NY: Doubleday & Company, 2000.

Galbraith, J. Designing the Global Corporation. Hoboken, NJ: Jossey-Bass, 2000.

Ghemawat, P., D. Collis, G. Pisano, and J. Rivkin. Strategy and the Business Landscape. Upper Saddle River, NJ: Prentice Hall, 2001.

Hamel, G., and C. K. Prahalad. Competing for the Future. Boston, MA: Harvard Business School Press, 1996.

Hayes, R., G. Pisano, and D. Upton. Strategic Operations: Competing Through Capabilities. New York, NY: Free Press, 1996.

Kaplan, R. S., and D. P. Norton. Strategy Maps: Converting Intangible Assets Into Tangible Outcomes. Boston, MA: Harvard Business School Press, 2004.

Pfeffer, J. The Human Equation. Boston, MA: Harvard Business School Press, 1998.

Porter, M. Competitive Advantage. New York, NY: Free Press, 1985.

———. The Competitive Advantage of Nations. New York, NY: Free Press, 1990.

Prahalad, C. K., and V. Ramaswamy. The Future of Competition. Boston, MA: Harvard Business School Press, 2004.

Reichheld, F. Loyalty Rules. Boston, MA: Harvard Business School Press, 2001.

Saloner, G., A. Shepard, and J. Podolny. Strategic Management. New York, NY: John Wiley & Sons, 2001.

Shapiro, C., and H. Varian. Information Rules. Boston, MA: Harvard Business School Press, 1999.

Stern, J. M., and J. S. Shiely. The Eva Challenge: Implementing Value-Added Change in an Organization. New York, NY: John Wiley & Sons, 2001.

Thompke, S. Experimentation Matters: Unlocking the Potential of New Technologies for Innovation. Boston, MA: Harvard Business School Press, 2003.

Ulrich, D. Human Resource Champions. Boston, MA: Harvard Business School Press, 1997.

von Hippel, E. Democratizing Innovation. Cambridge, MA: MIT Press, April 2006. ISBN: 0262720477.

Course Highlights

Course Description

Syllabus

Broad Description of the Course

Teaching Methodology

Required Textbook

Recommended Textbook

Other Readings

Requirements

Independent Research Project

Cases

Class Participation

Calendar

Required Textbook

Recommended Textbook

Other Readings

General References