Dit vak wordt in het Engels aangeboden. Omschrijvingen kunnen daardoor mogelijk alleen in het Engels worden weergegeven.
Doel vakAt the end of the course, students should be able to:
• Get insight into the tasks and challenges that CEOs of
multinational firms are facing in their day-to-day work as a strategy
• Bridge theory and practice by being able to relate popular
management frameworks to strategic challenges that company leaders
• Critically reflect on the interrelationships between the various
strategic tasks of CEOs and how they can be successfully orchestrated.
These objectives will further develop various skills students had to
master in the first two years of the program:
• Linking theory and concepts to practice;
• Gaining in-depth knowledge of the field of strategy.
The course focuses primarily on the following overall learning
objectives in line with the IBA bachelor programme:
• Academic and research skills in analysis, abstraction, argumentation,
• Bridging theory and practice with ability to translate and apply
theoretical knowledge into business situations.
• Broadening students horizons by having a good understanding of
current events on a global scale.
Inhoud vakThe course aims to familiarize the student with three important
themes relevant for the strategic management of a firm from a behavioral
perspective. It discusses protocols for strategy (scenario planning),
for investing and for performance management. It aims to put
students into the position of a CEO and expose them to those issues a
CEO needs to deal with in a strategic manner. The session making up this
course will each deal with a particular strategic question that
addresses a broader theme, such as: How to gain an sustain a competitive
advantage? (strategic positioning); In which markets to compete?
(internationalization strategy); How to grow and expand our business?
(M&A strategy); How to be successful and sustainable? (sustainability
strategy); How to meet the challenges of the digital age?
(digitalization strategy); How to manage relations with the board of
directors? (corporate governance strategy); How to be a good leader?
(leadership strategy). Students will learn to take a birds-eye point of
view and discuss how these strategic issues are interrelated and
together comprise the building blocks of corporate strategy. Three
practical tools help accomplish this goal: Scenarioplanning, value based
investing and Organizational Behavior Management (OBM).
Invited guest speakers (CEOs) will allow students to be further exposed
to real-life challenges of strategic management. Students will further
be asked to examine critically the work (and strategy making) of one
famous CEO of their choice (such as Steve Jobs, Bill Gates, etc.) based
on publicly available data such as speeches and videos, and relate the
CEOs behaviour to the strategic management approaches discussed in
class. Findings will be presented during classes in teams.
ToetsvormIndividual and team assessment
LiteratuurThis course is article based.
Readings will be announced in course manual.
1.2 Organization Theory; 2.2 Strategy; 2.5 Corporate Entrepreneurship;
3.4 Foundations of Strategic Management
1.2 Organization Theory; 1.3 Academic Skills; 2.2 International
Strategy; 3.4 Foundations of Strategic Management
|Faculteit||School of Business and Economics|
|Vakcoördinator||dr. M.M. Rietdijk|
|Examinator||dr. M.M. Rietdijk|
Voor dit vak moet je zelf intekenen.
Voor dit vak kun je last-minute intekenen.
|Werkvormen||Werkcollege, Instructiecollege, Hoorcollege|
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