Contemporary Perspectives in Corporate Strategy

2018-2019

Course Objective

The main objectives of this course are to:
(1) familiarize students with the most significant and fundamental
perspectives in corporate strategy and
(2) apply strategic management thinking to understand and explain
capability development and performance heterogeneity across firms

After successful completion of the course, students:
• Possess an in-depth and theory-driven understanding of some of the
most significant tensions inherently connected to strategic management;
• Are able to apply each perspective to a real-life situation (i.e.
cases) and develop meaningful interpretations of their findings;
• Are able to communicate their views with respect to each perspective,
both verbally and through written reports (individual and team-based)

Course Content

The course consists of six lectures over a period of six weeks. After an
introduction lecture, the five remaining lectures are divided into five
themes, each covering one of the five main focal areas of contemporary
perspectives in corporate strategy.

These main areas focus on the deliberate and emergent strategies,
capability development of firms and individuals, strategic renewal,
strategic alignment, and more importantly, the current challenges faced
by strategic management.

Each theme lecture is motivated by a hot topic or debate in news
articles and/or social media in order for students to enter the scene,
and consists of an introduction to the topic, an in-depth, very
interactive discussion of how to cope with the key issues based on the
selected literature, as well as an application to business practices.

The five main building blocks of this course include: management
frameworks and human resources; ethics and sustainable development;
platforms, networks, and business ecosystems; entrepreneurship and
innovation; capability development and evolution.

Teaching Methods

The form of tuition consists of a mixture of classroom interaction,
presentation, and in-depth discussion.

Method of Assessment

The grade of this course is based on two types of assessments:
(1) preparation, class participation and discussion;
(2) group assignments

Entry Requirements

A basic understanding and acquaintance with the foundations of corporate
strategy (or, a great passion and desire to understand and get
acquainted) is expected of students in order to allow an in-depth
discussion of the selected topics.

Literature

Collection of carefully-selected scientific literature and business
articles, case studies, video materials that are disclosed through
Canvas

Target Audience

Honours Program students; The course can be followed by a broad
audience, but requires an interest in business administration in
general, and strategic management in particular.

Recommended background knowledge

Ahlstrand, B., Lampel, J., & Mintzberg, H. 2001. Strategy Safari: A
Guided Tour Through The Wilds of Strategic Mangament. Simon and
Schuster.
Whittington, R. (2002). Theories of strategy. E. Mariana Mazzucato,
Strategy for business, 32-58.
Rumelt, R. P., Schendel, D. E., & Teece, D. J. (Eds.). (1995).
Fundamental issues in strategy: A research agenda. Rutgers University
Press.
Teece, D. J. (2009). Dynamic capabilities and strategic management:
Organizing for innovation and growth. Oxford University Press on Demand.

General Information

Course Code E_HP1_CPCS
Credits 6 EC
Period P4
Course Level 300
Language of Tuition English
Faculty School of Business and Economics
Course Coordinator dr. J. Du
Examiner dr. J. Du
Teaching Staff

Practical Information

You need to register for this course yourself

Last-minute registration is available for this course.

Teaching Methods Lecture
Target audiences

This course is also available as: