[Forside] [Hovedområder] [Perioder] [Udannelser] [Alle kurser på en side]
Having participated in this course, the student should be able to:
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 focuses 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 to gain competitive advantages by influencing the organisational 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:
The courses (4605) International Marketing Management and (4606) Innovation I or equivalent courses
The course lecturers are: Ole Friis, Jørnn Ladegaard and Michael Nørager
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.
English
Text book:
Wit, B & Meyer, R. (2005): "Strategy Synthesis - Resolving Strategy Paradoxes to Create Competitive Advantage" , Thomson 2005
Articles:
Barnes, D. (2002): "The Manufacturing Strategy Formation Process in Small and Medium-Sized Enterprises". Journal of Small Business and Enterprise Development , vol. 9, no. 2, 2002, pp 130-149
Bower, J. L. and Gilbert, G. C. (2007): "How Managers' Everyday Decisions Create or Destroy Your Company's Strategy", Harvard Business Review , February
Day, G & Wensley, R. (1988): "Assessing Advantage: A Framework for Diagnosing Competitive Superiority", Journal of Marketing , vol. 52, April 1988, pp 1-20
Feurer, R. & Chaharbaghi (1997): "Strategy Development: Past, Present and Future", Training for Quality , vol. 5 no. 2. pp 58-70
Fuglsang, L. & Sundbo, J (2005): "The Organizational Innovation System: Three Modes", Journal of Change Management , vol. 5, no. 3, pp 329-344, September
Grant, R. (2003): "Strategic Planning In A Turbulent Environment: Evidence from The Oil Majors", Strategic Management Journal , vol. 24, pp 491-517
Hamel, G. (1996): "Strategy as Revolution", Harvard Business Review , July-August
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
Idenburg, P.J. (1993): "Four styles of Strategy Development", Long Range Planning , vol. 26, no. 6, pp 132-137
Joyce, W., Nohria, N. and Roberson, B. (2003): "What Really Works", Harvard business review , July
Joyce, W., (2005): "What Really Works - Building the 4+2 Organization", Organizational Dynamics , vol. 34, no. 2, pp 118-129
Kim, C. & Mauborgne, R. (2005): "Blue Ocean Strategy: From Theory to Practice. California Management Review , vol. 47, no. 3
Kraus, S., Harms, R. and Schwarz, E. (2006): "Strategic Planning in Smaller Enterprises - New Empirical Findings", Management Research News , vol. 29, no. 6, pp 334-344
Mintzberg, H. (1999): "Reflecting on the Strategy Process", Sloan Management Review , spring, vol. 40, no. 3
Mintzberg, H. (1994): "The Fall and Rise of Strategic Planning", Harvard Business Review , January-February
O´Regan, N. & Ghobadian, A. (2002): "Effective Strategic Planning In Small And Medium Sized Firms", Management Decision , vol. 40, no. 7 pp 663-671
Pellettiere, V. (2006): "Organization Self Assessment to Determine the Readiness and Risk for a Planned Change", Organizational Development Journal , vol. 24, no. 4 winter
Slater, S.F. & Narver J.C. (1995): "Market Orientation and the Learning Organization", Journal of Marketing , vol. 59, pp 63-74
Wilson, I. (2000): "From Scenario Thinking to Strategic Action", Technological Forecasting and Social Change , vol. 65, pp 23-29
Approximately 600 pages in total.
Oral exam based on a written paper (5-10 pages). The paper should be available at least 2 weeks before the examination.
No examination aids are allowed except for the written paper.
