Spring 2012 Monday 9 12h Room U91

Purpose Business Strategy is a core course in the Strategy and Organization master and its focus is on how to apply strategy theory within firms. The aim of the course is to provide students with basic and advanced conceptual frameworks of business strategy. The course combines both an introduction into conceptual aspects of strategic management and the practical application of these concepts in the context of a business firm. Readings therefore include scholarly journal articles as well as practitioner articles. The course heavily relies on business case studies to illustrate the strategic context of firms and to provide an opportunity to apply strategy theory to real world problems.

Content Key areas The course is initiated with the question of how value can be created and, more importantly how value can be converted into competitive advantage of the firm. This leads to the general issue of how firms can build and sustain competitive advantage. The course will also discuss new and emerging concepts developed around the notions of complementarities and fit. This discussion includes attributes of changing environments which provides students with concepts and ideas for analyzing and adapting towards dynamic environments.

Goals description The aim of the course is that students, by participation in this course, can understand, evaluate and apply current state of the art research in the field of applied strategy, compare and relate latest research findings and frameworks in strategy, develop skills relevant for problem solving in a strategic setting within firms, use the theories discussed in this course to analyze and reflect strategic topics in a master thesis, in particular in empirical settings such as case studies, examine and solve strategic problems in a managerial context.

Form of instruction 3 hours weekly in 15 weeks; case studies may be bundled in half day lectures. Lectures, case studies, student presentations, class discussion and exam in English.

Form of examination Five hour written examination. All materials allowed. External, 7 step scale.


Examination conditions Before taking the exam the student has to pass one assignment that is given in the beginning of the semester. The group members must prepare a statement that outlines each individual’’s contribution to the assignment. Lecturers Stephan Billinger (SBI) Nils Stieglitz (NST) Department of Marketing & Management Department of Marketing & Management -2- . The assignment must be passed before the final exam. The assignment is written in a group but is evaluated individually. The assignment is evaluated internally on a pass/fail basis. The purpose of the assignments is to test the student’’s analytical skills in the course subject. Each student will get up to three attempts to pass the assignment before the final exam.

MODULE 1: PREVIEW 06. 10) SBI Case: Harley Davidson. 12.03. 6.12 14.05.12 NST -3- .12 Strategy making in mature industries (chapter 13) NST Case: New York Times 07. 4.12 Strategy Implementation (chapter 17) SBI Case: GE and Jeff Immelt 2009 MODULE 3: ANALYSIS OF COMPETITIVE ADVANTAGE 26. 1.COURSE OVERVIEW N O. 8.05. DATE THEME LEC. 15. 10.12 Goals.03..12 Resource Analysis and Development (chapter 5.04. 5.12 Nature & Sources of Competitive Advantage (chapter 8) NST Case: AirAsia 02.02. Values.12 Competitive Interactions (chapter 4) SBI Case: Ford Motor Company in 2009 12.02. 6) SBI Case: Wal Mart Inc. and Performance (chapter 2) SBI Case: Starbucks 27. 11. 3.03.02. 9.12 Strategy making in small business firms Case: tba Strategic decision making in action Case: tba MODULE 5: WRAPPING UP Wrap up & preparation for the examination NST NST 13.02. 2.04. January 2009 MODULE 4: BUSINESS STRATEGIES IN DIFFERENT CONTEXTS 16. 14.12 The Concept of Strategy (chapter 1) SBI Case: Madonna 20.12 Course introduction and logistics SBI Case: Robin Hood (will be provided in class) MODULE 2: TOOLS OF BUSINESS STRATEGY ANALYSIS 13.04.12 Cost Advantage & Differentiation advantage (chapter 9.12 Industry Evolution & Strategic Change (chapter 11) NST Case: Eastman Kodak 23. 21.12 Technology based Industries and the Management of NST Innovations (chapter 12) Case: Rivalry in Video Games 30.12 Industry Analysis (chapter 3) SBI Case: US Airline Industry in 2009 05. 2009 7.

Minicase: Robin Hood (will be provided in class) MODULE 2: TOOLS OF BUSINESS STRATEGY ANALYSIS No. Unless otherwise stated. Clayton M. Business History Review 76: 37 74. Why Hard Nosed Executives Should Care About Management Theory. 2006. 1: Course introduction and logistics Ghemawat.READING LIST Note: Grant 2010 ““Contemporary strategy analysis”” refers to the textbook for the entire course. Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Values. Sep2003. 53 107. Commitment. Case: Madonna No. 7th edition. John Wiley & Sons. 2: Classic strategic thought in management Grant 2010. Chapter 2 Porter. Harvard Business Review. Christensen. Chapter 1 Ghemawat. Mark R. Kramer. 1991. 2002. p78 92. References: Robert Grant. pp. 2003.. P. Ch. the cases are from this book.. 4 & 5. Inc. 2006. Competition and Business Strategy in Historical Perspective. Vol.. 3: Goals. 81 Issue 9: 66 74. Case: Starbucks -4- . 84 Issue 12. Contemporary Strategy Analysis (combined text and cases). Vol. MODULE 1: PREVIEW No. and Performance Grant 2010. Michael E. Michael E. Pankaj. Raynor. 2010. Harvard Business Review.

pp. Chapter 17 Kaplan. Harvard Business Review. Chapter 3 Porter. 86 Issue 1. California Management Review: 39. M. Case: Ford Motor Company in 2009 Wiggins RR. p. Michael E. 179 191 (optional) No. 2009. Strategic Management Journal: Vol.82 105 (optional) No. Sustained competitive advantage: Temporal dynamics and the incidence and persistence of superior economic performance. pp. Norton 1996. and B. Organization Science: Vol. 57 73. P. 17 Issue 1: p. 14. 13 Issue 1.S. Ruefli TW. Nalebuff 1995. Chapter 4 Brandenburger. Harvard Business Review: 73 (July August). Journal of Management: Vol. and D. Chapter 5 and 6 Barney J. Linking the Balanced Scorecard to Strategy. Vol. p. 1991. 53 79. 5: Competitive interactions Grant 2010.A.J. 7: Strategy Implementation Grant 2010. 6: Resource analysis and development Grant 2010. Peteraf.No. The five competitive forces that shape strategy. A. 4: Industry Analysis Grant 2010. 2002.M. R. p78 93 Case: US Airline industry in 2009 No. The Cornerstones of Competitive Advantage: A Resource Based View. ““The Right Game: Use Game Theory to Shape Strategy. Case: General Electrics and and Jeff Immelt 2009 -5- .. 1993.99 120. Case: Wal Mart Inc. Firm resources and sustained competitive advantage. 2008.

Mauborgne. Chan. 9: Cost and Differentiation Advantage Grant 2010. Skate to Where the Money Will Be. P. Chapter 9 and 10 Ghemawat. Case: AirAsia No. Nov2001. Winter99. Hal R. 8: The Nature and Sources of Competitive Advantage Grant 2010. 41 Issue 2: 8 32 -6- . W. Montgomery 1998. Competition. pp. Interdependency. Chapter 8 Kim. Case: Eastman Kodak No. The Art of Standards Wars.MODULE 3: ANALYSIS OF COMPETITIVE ADVANTAGE No. 53(4): 599 615 (optional). Vol. 2005. 1999. 11: Technology based Industries and the Management of Innovations Grant 2010. Renée. Michael. Management Science. D. 10: Industry Evolution and Strategic Change Grant 2010. January 2009 MODULE 4: BUSINESS STRATEGIES IN DIFFERENT CONTEXTS No. Harvard Business Review. 2001. Vol. 79 Issue 10: 72 81 Lenox. Blue Ocean Strategy: From Theory to Practice California Management Review. Clayton M. 61 72 (available on Blackboard) Case: Harley Davidson. & Arie Lewin. M. California Management Review. Raynor. 47 Issue 3: 105 121 Lieberman. Strategic Management Journal 19: 1111 1125 (optional). Chapter 12 Shapiro. Vol. Carl. Matt. 2007.. First Mover (Dis)Advantages: Retrospective and Link with the Resource based View. and Industry Dynamics.. Scott Rockart. Chapter 11 Christensen. Varian. Spring2005. Verlinden. Prentice Hall: Upper Saddle River. Michael. Strategy and the Business Landscape. 2001.

Nov/Dec99. Jane Kirkland. 13: Strategy making in small business firms Case: TCR (will be made available ob Blackboard) No. Rebecca M. Strategic Valuation of Investment under Competition. ““Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms.”” Harvard Business Review (November December): 67––79. Pankaj. ““Strategy Under Uncertainty. and Patrick Viguerie. 1999. 15: Wrap up & preparation for the examination Sample exam case will be provided in class -7- . 14: Strategic decision making in action No readings required MODULE 5: WRAPPING UP No. Hugh. and Kim B.”” Administrative Science Quarterly 35: 9––30 (optional). Patricio. 1990. Chapter 13 Courtney. del Sol. 1997.Henderson. 29 Issue 6: 42 56 Case: New York Times No. Interfaces. Vol. Ghemawat. Clark. 12: Strategy making in mature industries Grant 2010. Case: Rivalry in Video Games No.

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