Course ObjectiveThe main objectives of this course are to:
(1) familiarize students with the most significant and fundamental
perspectives in corporate strategy;
(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 ContentThe 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 MethodsThe form of tuition consists of a mixture of classroom interaction,
presentation, and in-depth discussion.
Method of AssessmentThe grade of this course is based on two types of assessments:
(1) preparation, class participation and discussion;
(2) group assignments.
Entry RequirementsA 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.
LiteratureCollection of carefully-selected scientific literature and business
articles, case studies, video materials that are disclosed through
Target AudienceHonours 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 knowledgeAhlstrand, B., Lampel, J., & Mintzberg, H. 2001. Strategy Safari: A
Guided Tour Through The Wilds of Strategic Mangament. Simon and
Whittington, Richard (2002) Theories of Strategy. In: Mazzucato,
Mariana, (ed.) Strategy for Business. Sage Publications, London, pp.
Rumelt, R. P., Schendel, D. E., & Teece, D. J. (Eds.). (1995).
Fundamental issues in strategy: A research agenda. Rutgers University
Teece, D. J. (2009). Dynamic capabilities and strategic management:
Organizing for innovation and growth. Oxford University Press on Demand.
|Language of Tuition||English|
|Faculty||School of Business and Economics|
|Course Coordinator||dr. J. Du|
|Examiner||dr. J. Du|
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