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PGCBM Programme Prof. Brajaraj Mohanty OBJECTIVES 1. 2. 3. To learn some back concepts and tools of strategic management and develop the capacity to analyse management issues from a strategic angle. To achieve an integration of the various topics of management learnt in different courses. To appreciate the nature of senior management responsibilities and start developing the capability for taking up such responsibilities in the future. COURSE CONTENTS/SESSION PLAN No. of Sessions
1. Concepts in General Management 2. Approaches to strategy

XIM, Bhubaneswar September 2010-January 2011

The wisdom of the mountain Management and strategy thinkers Concept of corporate Strategy Competing for the future Strategy under uncertainty Michael Porters Big Ideas What is strategy? How competitive forces shape strategy EPC Products Ltd. Core competence of the Corporation The Resource-based view Towards a Theory of Dynamic Capability for firms. Honda Captures the Motor Cycle Market in USA The Environment Mathematica Limited Lecture From Value Chain to Value Constellation: Designing Interactive Strategy Western India Dairy Alliance capability through the dynamic capability framework. Lecture The Case of the Dying Fish How can great firms fail? Changing the mind of the corporation.

3. Formulating strategy

4. Core competence

5. Strategic Analysis 6. Market Signals and Competitive Moves 7. Value chain and Value Constellation 8. New Product/Diversification Decision 9. Vertical Integration & Capacity Expansion 10. Competitor Selection; Environmental Relationships

11. Culture, Value & Strategy 12. Power & Politics in Strategy Implementation 13. National Competitive Advantage

Mahila Griha Udyog Lijjat Papad Poona Fabricators Competitive Advantages of Nations Cultivating Dynamic Capability for Competitive Advantage EVALUATION

Quiz-I: 25% Quiz-II: 25% End Term: 50% TEXT BOOK The students are required to go through the text book Exploring Corporate Strategy by Johnson et. al. (Pearson). The institute subscribe to EBSCOs Business Source Complete and students are requested to access HBR and other articles from such source. READING LIST

1. 2. 3. 4. 5. 6. 7. 8.

Harvard Business Review. (1992). The wisdom of the mountain, HBR, July-August. Koch, R. (2000). Management and strategy thinkers, The Financial Times Guide to Strategy (Pearson). Kenneth, R. Andrews (1971), Concept of Corporate Strategy. Hamel, G., & Prahalad, C.K. (1994). Competing for the future, HBR, July-August. Courtney, H., Kirkland, J. & Viguerie, P. (1997). Strategy under uncertainty, HBR, November-December. Hammonds, K.H. (2001). Michael Porters Big Ideas, http// Porter, M.E. (1996). What is strategy? HBR, November-December. Porter, M.E. (1979). How Competitive forces shapes strategy, March-April. 9. EPC Products Limited. 10. Hamel, G., & Prahalad, C.K. (1990). The Core Competence of the Corporation, HBR, May-June. 11. Adwaita, G.M. & Mohanty, B. (2008). Towards a Theory of Dynamic Capability for Firms, Sixth AIMS International Conference on Management, December. 12. Case - Honda Captures the Motor Cycle Market in USA 13. Rumelt, R.P.,(2003). What in the World is Competitive advantage? Policy Working Paper 2005-105, UCLA 14. Case- Mathematica Limited 15. Adwaita, G.M. & Mohanty, B. (2008). Alliance capability through the dynamic capability framework, SMA Proceedings 16. Foss, N. (1997). The Resource-based view: Original concepts.Foss, N. (ed), Resources, Firms and Strategies, Oxford University Press. 17. Wikipedia. (2008). Business School. 18. Normann, R., & Ramirez, R. (1993). From Value Chain to Value Constellation: Designing interactive strategy, HBR, July-August. 19. Case - Western India Dairy 20. Case - The Case of the Dying Fish 21. Case - Mahila Griha Udyod Lijjat Papad 22. Case - Poona Fabricators 23. Harvard Business Review. (1990). Competitive Advantages of Nations, HBR, March-April. 24. Martin, R. (1993). Changing the mind of the Corporation, HBR, November-December.

25. Adwaita, G.M. & Mohanty, B. (2007), Cultivating Dynamic Capability for Competitive Advantage
Growth, Vol.35, No.2, July-September.