AU kursuskatalog arkiv

4609: Strategic Management and Innovation AU-IBT ( forår 2010 - 10 ECTS )

Rammer for udbud

• Uddannelsessprog: engelsk
• Niveau: COURSE LEVEL: MSc, compulsory course for the master (oecon) study, AU-IBT
• Semester/kvarter: SEMESTER FOR WHICH THE COURSE DESCRIPTION APPLIES: Spring 2010
• Timer per uge: NUMBER OF HOURS PER WEEK: 4 hours pr. week in 12 weeks, equivalent to a total of 48 hours
• Deltagerbegrænsning: RESTRICTIONS ON ADMISSION: None
• Undervisningssted: Århus
• Hovedområde: Det Samfundsvidenskabelige Fakultet
• Udbud ID: 17542

Formål

LEARNING OBJECTIVES:

Having participated in this course, the student should be able to:

• describe different strategic management models.
• analyse strategic problems and relate them to strategic theories.
• evaluate and combine different strategic management models in order to promote innovation.
• evaluate different strategic models in order to develop a suitable model in specific practical contexts.
• analyse and generalise different strategic management theories.

Indhold

COURSE DESCRIPTION:

Why are some businesses more successful than others? Does it have anything to do with how these businesses manage their strategies or whether or not these strategies involve innovations? These are some of the questions this course will focus on.

The strategy literature argues for a strong correlation between strategy and innovation. This course centres on how strategic capacity can have an impact on innovation performance and it aims at separating strategic development and day to day activities in the company. The course will not focus on the traditional strategic management theory. Instead, the course seeks to address strategic management as a question of how you gain competitive advantages by influencing the organizational processes.

The purpose is to teach the students how to formulate and implement a business development strategy and how to create a tight link between strategy formulation and implementation in a dynamic and global perspective.

COURSE SUBJECT AREAS:

The following main areas and topics will be dealt with in the course:

• What is strategy? Introduction to strategic management from a classical as well as a more recent point of view
• Strategic leadership - leadership characterised by vision and mission
• Creating and crafting business strategies for dynamic contexts
• Corporate and international strategies
• Implementing strategies
• Strategic thinking

Faglige forudsætninger

REQUIRED COURSES (progression): (4605) International Marketing Management and (4606) Innovation I or equivalent

Underviser

LECTURER: Ole Friis, Jørnn Ladegaard, Michael Nørager

Undervisnings- og arbejdsform

TEACHING METHOD:

Lectures, external lecturers, student presentations, case discussions, group work and active student involvement in the Mentor Company.

The course will take place at the University of Aarhus - Institute of Business and Technology in Herning.

TEACHING LANGUAGE: English

Litteratur

LITERATURE:

Text book:

Wit, B & Meyer, R. (2005): "Strategy Synthesis - Resolving Strategy Paradoxes to Create Competitive Advantage" , Thomson 2005  

Articles:

Abell, D.F. (1999): "Competing today while preparing for tomorrow". Sloan Management Review, Spring vol. 40, 3.

Bower, J. L. and Gilbert, G. C. (2007): "How Managers' everyday decisions create or destroy your company's strategy", Harvard Business Review, feb.

Day, G & Wensley, R. (1988): "Assessing Advantage: A Framework for Diagnosing Competitive Superiority". Journal of Marketing, Vol. 52, April 1988, pp. 1-20. 

Drejer, A. (2004): "Back to basic and beyond - Strategic management - an area where practice and theory are poorly related" Management Decision, Vol. 42 No ¾, 2004 pp. 508 520.

Fuglsang, L. & Sundbo, J (2005): "The organizational Innovation System: Three Modes". Journal of Change Management, Vol. 5, No. 3, pp. 329-344, September 2004.

Gellatly, G. (1999): "Differences in Innovators and Non-innovators Profiles: Small Establishments in Business Services". Research paper, Statistics CanadaNo. 11F0019MPE No. 143. 

Hamel, G. (1996): "Strategy as Revolution". Harvard Business Review, July-August 1996.

Hrebiniak, L. G. (2006): "Obstacles to effective strategy Implementation", Organizational Dynamics, Vol 35, no. 1, pp. 12-31

Hrebiniak, L. G. and Joyce, W. F. (2001): "Implementing strategy: An appraisal and agenda for future research" ,chapter 22 in "Handbook of strategic management", Blackwell Publishing

Joyce, W., Nohria, N. and Roberson, B. (2003): "What really works", Harvard business review july

Kim, C. & Mauborgne, R. (2005): "Blue Ocean Strategy: From Theory to Practice. California Management Review, vol. 47, no.3. 2005.

March (1991): "Exploration and exploitation in organizational learning". Organizational Science, Vol. 2, No. 1.

Mintzberg, H. (1999): "Reflecting on the Strategy Process". Sloan Management Review, Spring 1999, 40, 3. 

Mintzberg, H. (1994): "The Fall and Rise of Strategic Planning" Harvard Business Review". January-February 1994.

O'Reilly C.A. and Tushman M.L: "The ambidextrous organization". Harvard Business Review april 2004. 

Pellettiere, V. (2006): "Organization Self Assessment to Determine the Readiness and Risk for a Planned Change". Organizational Development Journal vol. 24, nr. 4 Winter 2006.

Pettigrew, A. M. (1992): "The character and significance of strategy process research". Strategic Management Journal, vol. 13. pp 5-16.

Weick, K. E. (2006): "Making sense of the organization". Chapter 15 pp. 345-355

Wilson, I. (2000): "From Scenario Thinking to Strategic Action". Technological Forecasting and Social Change. Vol. 65, pp. 23-29, 2000.

GRAND TOTAL: approx. 600 pages.

Bedømmelse

FORM OF ASSESSMENT:

Oral exam of 20 minutes' duration based on a written paper (5-10 pages). The paper should be available at least 2 weeks before the examination.

EXAMINATION AIDS ALLOWED: Only the written paper.