Introduces a plurality of perspectives in strategic thinking and action. Strategy as plan, position, perspective and pattern capture the diversity of perspectives essential to grasp in managerial practice. The contact and the process pertaining to these perspectives will be covered, and the experience of the participants integrated into the conceptual frameworks.
Strategic Management (MGMT 910)
2021 Spring
Sabancı Business School
Management(MGMT)
3
9
Timothy Scott Kiessling timothy.kiessling@sabanciuniv.edu,
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English
Doctoral, Master
--
Interactive lecture,Other
Interactive,Communicative,Discussion based learning,Simulation,Case Study
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| Programs\Type | Required | Core Elective | Area Elective |
| Executive MBA - Non Thesis | * |
CONTENT
OBJECTIVE
The course aims to improve your ability to craft and implement strategies that will engender a superior competitive position and sustainable performance.
LEARNING OUTCOMES
- The course provides conceptual frameworks, mental models, and practical analytical tools that can help you: ? understand the basis for your firm?s current performance ? identify the changes (inside or outside your organization) that are most likely to pose threats to your success or to provide future growth opportunities, ? analyze the tradeoffs inherent in strategic options and evaluate the benefits and costs of those options ? build capabilities that your rivals have difficulty matching ? consider alternative approaches to solving internal control and coordination problems ? effectively align your organization for strategy execution ? adjust your strategy and your organization?s design as the business environment and your objectives evolve. The importance of business groups in the Turkish economy requires managers to have a basic understanding of corporate strategy. Therefore the course also aims to help you: ? understand the basis for corporate strategies ? analyze investment decisions around vertical integration, horizontal diversification, and geographic expansion
PROGRAMME OUTCOMES
1. Develop the ability to use critical, analytical, and reflective thinking and reasoning 5
2. Reflect on social and ethical responsibilities in his/her professional life. 5
3. Gain experience and confidence in the dissemination of project/research outputs 5
4. Work responsibly and creatively as an individual or as a member or leader of a team and in multidisciplinary environments. 5
5. Communicate effectively by oral, written, graphical and technological means and have competency in English. 5
6. Independently reach and acquire information, and develop appreciation of the need for continuously learning and updating. 5
1. Develop, interpret and use statistical analyses in decision making. 5
1. Identify and diagnose business problems and opportunities accurately and effectively across a wide range of business domains (accounting, financial management, operations, marketing, strategy, and organizational design), in global and local contexts. 5
2. Incorporate cultural context and complexities in their managerial practice. 5
3. Assess the performance of an organization in a wide range of business domains, using a range of performance criteria. 5
4. Identify, select, and justify strategies and courses of action at the divisional, business, and corporate levels of analysis and to develop effective plans for the implementation of selected strategies across a wide range of business domains and levels. 5
Update Date:
ASSESSMENT METHODS and CRITERIA
| Percentage (%) | |
| Assignment | 80 |
| Participation | 20 |
RECOMENDED or REQUIRED READINGS
| Cases | Edward Jones in 2006: Confronting Success Coca Cola in 2011: In Search of a New Model eHarmony Airborne Express Husky Injection Molding Systems Arborite Saturn: A Different Kind of Company Arauco (A): Forward Integration or Horizontal Expansion? Haier: Taking a Chinese Company Global Danaher Corporation Intuit, Inc.: Transforming an Entrepreneurial Company into a Collaborative Organization Gary Hirshberg and Stonyfield Farm Driving Towards a Disruption |
| Optional Readings |
?Can You Say What Your Strategy Is?" by David J. Collis and Michael G. Rukstad, Harvard Business Review, April 2008. ?Are You Sure You Have a Strategy?? by Donald C. Hambrick and S. Fredrickson, Academy of Management Executive, 2005. ?What is Strategy?? by Michael E. Porter, Harvard Business Review, Nov/Dec 1996. ?Finding Your Strategy in the New Landscape? by Pankaj Ghemawat, Harvard Business Review, March 2010 ?The Five Competitive Forces that Shape Strategy? by Michael E. Porter, ?How strategy shapes structure? by Kim, W. C., & Mauborgne, R., Harvard Business Review, 87(9), 72-80, 2009. ?The New Dynamics of Competition? by Michael D. Ryall, Harvard Business Review, June 2013. ?You can Benefit from a Rival?s New Product? by Raphael Thomadsen, Harvard Business Review, April 2013. "Competing On Resources," by David J. Collis, Cynthia A. Montgomery, Harvard Business Review (86:7-8), Jul-Aug 2008. ?The Core Competence of the Corporation? by Prahalad, C.K., Hamel, G. "The Cornerstones of Competitive Advantage: A Resource-based View" by Peteraf, Margaret A., Strategic Management Journal, 1993, Vol. 14, No. 3, pp. 179?191 ?Creating Corporate Advantage,? by D. Collis and C. Montgomery, Harvard Charles Leadbeater at Ted Talks: ?Group vs. Group: How Alliance Networks Compete? by Gomes-Casseres, B. , Harvard Business Review, Publication date: Jul 01, 1994 ?Managing Strategic Alliances: What do We Know Now, and Where to We Go ?Desperately Seeking Synergy? by Michael Goold, Andrew Campbell, Harvard ?Managing Differences: The Central Challenge of Global Strategy? by Pankaj Ghemawat, Harvard Business Review, March 01, 2007 ?Tomorrow's Global Giants? Not the Usual Suspects?, by Ghemawat, P. & Hout, T., Harvard Business Review, Nov 01 2008 ?How Local Companies Keep Multinationals at Bay?, by Bhattacharya, A. K. & Michael, D.C., Harvard Business Review, 2008, 86: 84-95. "When You Shouldn't Go Global", Harvard Business Review, M. Alexander & H. Korine, December 2008 ?What is the Right Organization Design?? N. Anand and Richard Daft, Organizational Dynamics, 2007. Mary J. Benner, Michael Tushman (2002) Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries. Administrative Science Quarterly, 47: 676-706. This American Life, ?403: NUMMI?, originally aired 26.3.2010, available at: http://www.thisamericanlife.org/radio-archives/episode/403/nummi Sorensen, Jesper (2002) The Strength of Corporate Culture and the Reliability of Firm Performance. Administrative Science Quarterly 47: 70-91. Carl F. Fey and Daniel R. Denison (2003) Organizational Culture and Effectiveness: Can American Theory Be Applied in Russia? Organization Science 14: 686-706. ?Administration: Organizing and Governing Innovation?, by Christian Terwiesch and Karl T. Ulrich, excerpted from Innovation Tournaments: Creating and Selecting Exceptional Opportunities, Harvard Business Press. Dan Pink on Motivation at Ted Talks: http://www.ted.com/talks/dan_pink_on_motivation.html Chesbrough and Teece, (1996) When is virtual virtuous? Organizing for Innovation. Harvard Business Review Jan-Feb 1996, pp. 65-74. Benner, Mary, and Michael L. Tushman (2003) Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited. Academy of Management Review, 28: 238?256 Don?t Integrate Your Acquisitions, Partner With Them? by Kale, Prashant, Harbir Singh, and Anand P. Raman, Harvard Business Review, 2009. ?Strategy and Society?, by Michael Porter and Mark Kramer, Harvard Business Review, December 2006. ?Snacks for a Fat Planet?, by John Seabrook, The New Yorker, May 16, 2011. Clayton M. Christensen and Michael Overdorf (2000). Meeting the Challenges of Disruptive Innovation. Harvard Business Review, March-April, pp. 66?76. |