Strategic Management (MGMT 510)

2021 Spring
School of Management
Management(MGMT)
3
6.00
Timothy Scott Kiessling timothy.kiessling@sabanciuniv.edu,
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English
Doctoral, Master
--
Interactive lecture
Interactive,Discussion based learning,Project based learning,Case Study
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CONTENT

This course aims to introduce a plurality of perspectives in strategic thinking and action. Strategy as plan, position, perspective and pattern capture the diversity of perspectives that are essential to grasp in managerial practice.

OBJECTIVE

This course will focus on two main questions:

1. What allows certain firms in certain industries to succeed ? that is, earn positive economic profits ? while other firms fail?
2. Why can certain firms sustain their economic profits over long periods of time, while for other firms these profits quickly disappear?

LEARNING OUTCOME

Upon successful completion of this course, students should be able to:
? Develop a capacity to think strategically about a company, its present business position, its long-term direction, its resources and competitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage.
? Build skills in conducting strategic analysis in a variety of industries and competitive situations
? Provide a stronger understanding of the competitive challenges of a global market environment.
? Define the managerial tasks associated with implementing and executing company strategies
? Identify the exemplary ethical principles, non-market strategies, the role of sound personal and company values, and socially responsible management practices.

ASSESSMENT METHODS and CRITERIA

  Percentage (%)
Final 40
Participation 35
Presentation 25

RECOMENDED or REQUIRED READINGS

Textbook

Gaining and Sustaining Competitive Advantage (3rd Edition) by Jay B. Barney

Readings

Collis, D.J., and Rukstad, M.G. "Can you say what your strategy is?" Harvard Business Review (86:4), April 2008.

Porter, M.E. "The five competitive forces that shape strategy," Harvard Business Review (86:1), January 2008.

Collis, D.J., and Montgomery, C.A. "Competing on resources," Harvard Business Review (86:7-8), Jul-Aug 2008.

Porter, M. ?What is Strategy?? Harvard Business Review, (74:6), Nov/Dec 1996

Campbell, A., Goold, M., and Alexander, M. "Corporate-Strategy - The Quest For Parenting Advantage," Harvard Business Review (73:2), Mar-Apr 1995

Khanna, T., ve Palepu, K. ?Strategies That Fit Emerging Markets?. Harvard Business Review, 83(6), 63-76, June 2005.

Khanna, T., ve Palepu, K. ?Emerging Giants: Building World-Class Companies in Developing Countries?. Harvard Business Review, 84(10), 60-69., October 2006.

D.C. J. W. Hambrick & Fredrickson, S. ?Are you sure you have a strategy??; Academy of Management Executive, 2005

Cases Matching Dell Doğuş Group: Weighing Partners for Garanti Bank Southwest Airlines, 1993 (A) Danaher Corporation House of Tata: Acquiring a Global Footprint GE?s Two Decade Transformation: Jack Welch?s Leadership