MIM S2 01 Strategic Management: Theory and Practice (VL) Course Outline Spring Term 2016

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1 I. Location and Time Semester: Spring Term 2016 Credit Points: 5 Time: Mondays, 13:30 15:45 Room: MS 126 II. III. IV. Contents and Objectives Firm performance is in the core of strategic management. However, there are different ways to measure and conceptualise performance in terms of different perspectives on strategic competitive advantages. The different perspectives on competitive advantage realisation in the strategy literature are in the focus of this strategic management course. Firm performance is affected by the environment in which a company operates as well as by firm internal resources and capabilities. Therefore it is essential to better understand and analyse the corporate environment as well as (bundles of) firm resources. Next to business strategies, corporate strategies are relevant in this context. Increasingly next to firm internal resources, relational resources which span firm boundaries become central here. They are also investigated in this course. The discipline strategic management can be regarded as the fundament regarding the raised issues. Therefore the intense elaboration and critical discussion of the theoretical fundament is a central aim of this course. Enrolment For this course please register via E Mail at office.sim@uni flensburg.de till February 15, Limited number of participants! Dates and Contents of Sessions Introduction to the Course Strategic Management (February 15, 2016) ATTENTION: different room MV 024!!)): Introduction & Overview Assignment of impulse presentations What is strategy? Strategic Orientations (February 22, 2016): Strategic Management Process Fundamental strategic orientations: Shareholder Value versus Stakeholder Value Royer, S., Waterhouse, J., Brown, K. and Festing. M.: Employee Voice and Strategic Competitive Advantage in International Modern Public Corporations an Economic Perspective, in: European Management Journal Vol. 26, No. 4, 2008: Routledge, 2005: flensburg.de/strategie Seite 1

2 Industrial Organisation and External Analysis (February 29, 2016) Industrial Organisation Overview Evaluating External Opportunities and Threats: Tools for External Analysis: Analysis of the macro environment Industry analysis Strategic group analysis Porter, M. E.: The Five Competitive Forces that Shape Strategy, in: Harvard Business Review, January 2008: Routledge, 2005: March 07, 2016 No Session Due to the kick off block for the distance learning project at the University of Flensburg there is no strategy session held on March 7. Resource oriented Perspectives and Internal Analysis (March 14 & 21 & 28, 2016) Evaluating Firm Strengths and Weaknesses: Tools for Firm Analysis Strengths and Weaknesses Value Chain Analysis Resource Analysis Resource based View Dynamic Capabilities View Impulse Presentations: Impulse presentation 1: Barney, J. B.: Firm Resources and Sustained Competitive Advantage, in: Journal of Management 17 (1), 1991: (Presenter: NN, March 14, 2016) Impulse presentation 2: Barney, J. B., Ketchen, D. J., Wright, M.: The Future of Resource based Theory: Revitalization or Decline, in: Journal of Management 37 (5), 2011: (Presenter: NN, March 21, 2016) Impulse presentation 3: Newbert, S. L.: Empirical Research on the Resource based View of the firm: An Assessment and suggestions for future research, in: Strategic Management Journal 28 (2), 2007: (Presenter: NN, March 21, 2016) flensburg.de/strategie Seite 2

3 Routledge, 2005: March 28, 2016 No Session Due to a Public holiday (Easter Monday) there is no strategy session held on March 28. Resources, Capabilities and Competitive Advantage (April 04, 11 & 18, 2016) Competitive Strategy Corporate Strategy Vertical integration and the scope of the firm Diversification strategy Impulse Presentations: Impulse presentation 4: Teece, D. J.,Pisano, G. and Shuen, A.: Dynamic Capabilities and Strategic Management, in: Strategic Management Journal 18 (7), 1997: (Presenter: NN, April 04, 2016) Impulse presentation 5: Ludwig, G. and Pemberton, J.: A Managerial Perspective of Dynamic Capabilities in Emerging Markets: The Case of the Russian Steel Industry, in: Journal of East European Management Studies 16 (3), 2011: (Presenter: NN, April 04, 2016) Impulse presentation 6: Peteraf, M., Stefano, G. D. and Verona, G.: The Elephant in the Room of Dynamic Capabilities: Bridging Two Divergent Conversations Together, in: Strategic Management Journal 34 (12), 2013: (Presenter: NN, April 04, 2016) Impulse presentation 7: Parnell, J. A.: Generic Strategies after two Decades: A Reconceptualization of Competitive Strategy, in: Management Decision 44 (8), 2006: (Presenter: NN, April 11, 2016) Impulse presentation 8: Cusumano, M. A., Kahl, S. J. and Suarez, F. F.: Services, Industry Evolution, and the Competitive Strategies of Product Firms, in: Strategic Management Journal 36 (4). 2015: (Presenter: NN, April 11, 2016) Impulse presentation 9: Bowman, C. and Ambrosini, V.: How the Resource based and the Dynamic Capability Views of the Firm Inform Corporate level Strategy, in: British Journal of Management 14 (4), 2003: (Presenter: NN, April 18, 2016) Impulse presentation 10: Ramachandran, J., Manikandan, K. S. and Pant, A.: Why Conglomerates Thrive (Outside the U.S.), in Harvard Business Review, December 2013: (Presenter: NN, April 18, 2016) Impulse presentation 11: Helfat, C. E. and Peteraf, M. A.: The Dynamic Resource based View: Capability Lifecycles, in: Strategic Management Journal 24 (10), 2003: (Presenter: NN, April 25, 2016) Impulse presentation 12: Foss, N. J. and Knudsen, T.: The Resource based Tangle: Towards a Sustainable Explanation of Competitive Advantage, in: Managerial and Decision Economics 24 (4), 2003: (Presenter: NN, April 25, 2016) flensburg.de/strategie Seite 3

4 Impulse presentation 13: Jacobides, M. G. and Billinger, S.: Designing the boundaries of the firm: From "Make, buy, or ally" To the dynamic benefits of vertical architecture, in: Organization Science 17(2), 2006: (Presenter: NN, April 25, 2016) Grant, R. M.: Contemporary Strategy Analysis, 7 th Edition, Wiley, ; Johnson, G., Whittington, R. & Scholes, K.: Exploring Strategy, 9 th Edition, Pearson Prentice Hall, 2011: May 2, 2016 No regular Session Please participate in the activities of the International Institute of Management during the Future Week held on campus from May 2 4, More information tba. Transcending Firm Boundaries and Inter organisational Competitive Advantage (May 9 & 23, 2016) Relational View Evaluating inter organisational competitive advantage: Value Creation Architectures and Competitive Advantage Case Examples Automobile Industry, Platform Markets, Old Technologies Impulse presentation 14: Dyer, J. H. & Singh, H.: The Relational View: Cooperative Strategies and Sources of Interorganizational Competitive Advantage, in: Academy of Management Review 23 (4), 1998: (Presenter: NN, May 9, 2016) Impulse presentation 15: Duscheck, S.: Inter Firm Resources and Sustained Competitive Advantage, in management revue 15 (1), 2004: (Presenter: NN, May 9, 2016) Impulse presentation 16: Lavie, D.: The Competitive Advantage of Interconnected Firms: An Extension of the Resource based View, in: Academy of Management Review 31 (3), 2006: (Presenter: NN, May 9, 2016) Impulse presentation 17: Gereffi, G., Humphrey, J. and Sturgeon, T.: The governance of global value chains, in: Review of International Political Economy 12 (1), 2005: (Presenter: NN, May 23, 2016) Impulse presentation 18: Tee, R. & Gawer, A: Industry architecture as a determinant of successful platform strategies, in: European Management Review 6 (4), 2009: (Presenter: NN, May 23, 2016) Impulse presentation 19: Teece, D. J.: Business models, business strategy and innovation, in: Long Range Planning 43 (2/3), 2010: (Presenter: NN, May 23, 2016) Besanko, D.; Dranove, D.; Shanley, M. & Schaefer, S.: The Economics of Strategy, New York u.a.: Wiley, 2004: Dietl, H. M., Royer, S. & Stratmann, U.: Value Creation Architectures and Competitive Advantage: Lessons from the European Automobile Industry, in: California Management Review 51 (3), 2009: flensburg.de/strategie Seite 4

5 Gulati, R.: Network Location and Learning: The Influence of Network Resources and Firm Capabilities on Alliance Formation, in: Strategic Management Journal 20 (5), 1999: May 16, 2016 No Session Due to a Public holiday (Whitmonday) there is no strategy session held on May 16. Reflections on Strategy (May 30, 2016) Lessons learnt Impulse presentation 20: Amit, R. and Zott, C.: Crafting Business Architecture: The Antecedents of Business Model Design, in: Strategic Entrepreneurship Journal 9 (4), 2015: (Presenter: NN, May 30, 2016) Conclusions Feedback Round V. Assignment and Credit Points VI. The module»strategic Management: Theory and Practice (MIM S2 01)«consists of the lecture»strategic Management (VL)«and the case study course»case Studies in Strategy (Ü)«and is part of the specialization Strategy & Organisation of the Master study programme International Management Studies of the University of Flensburg. Students can earn 10 credit points for the module: 5 CP for the lecture and 5 CP for the case study course. To achieve the 5 CP in the lecture the following activities are expected: Impulse presentation (15 minutes) + moderation of discussion (15 minutes) for an assigned article from the course, submission of slide presentation prepared for that (70%) Active participation in sessions (30%) For CMI students: Prøveform: Undervisningsdeltagelse Censur: Ingen Bedømmelse: Bestået/Ikke bestået Vægtning: forelæsning 5 ECTS ; cases 5 ECTS Contact For further information please check our website flensburg.de/strategie and the Moodle2 group or contact our team. This course will be held by (royer@uniflensburg.de). flensburg.de/strategie Seite 5