MG446E      Half Unit
Strategy, Organisation and Innovation (modular)

This information is for the 2019/20 session.

Teacher responsible

Dr Lourdes Sosa

(Three sessions will be taught by a guest teacher - Dr Mia de Kuijper)


This course is compulsory on the Executive Global MSc in Management. This course is not available as an outside option.

The information in this course guide pertains to the 2018-2020 cohort.

Course content

The course seeks to understand differences in profitability across (for-profit) firms with the objective of designing strategic recommendations for managers to improve (and defend) their firms' competitive positions. To do so we will first review industry-wide as well as firm-specific determinants of short-term profitability. On that foundation we will look at long-term determinants of profitability including dynamic capabilities and innovative ability. The course aims to balance exposure to general strategic principles and specific practical applications. To that purpose, we will use theoretical frameworks to analyse practical cases from a wide array of firms in varied countries.

Topics include business models, industry structure and coopetition, value proposition, strategic resources and inimitability, dynamic capabilities, disruptive innovation, power nodes strategy and scenario planning.


Taught over 10 3.5-hour sessions spread over 2 modules. The teaching is highly participative and includes lectures, breakout discussion and exercises.

The course will run between the following dates:

  • 02 – 07 September 2019
  • 06 – 11 January 2020


Formative coursework

Feedback will be given on one short essay, preparing students for the exam, as well as on in-class exercises.

Indicative reading

The course relies on journal articles (for example, Strategic Management Journal). A complete reading list will be provided at the start of the course. Sample texts include the following: Porter, M.E. (2008) The Five Competitive Forces that Shape Strategy (Harvard Business Review); Christensen, C., Bower J. (1996) Customer Power, Strategic Investment, and the Failure of Leading Firms (Strategic Management Journal); Teece, D., Pisano, G., Shuen, A. (1997) Dynamic Capabilities and Strategic Management (Strategic Management Journal); De Kuijper, M. (2009) Profit Power Economics.


Essay (30%), class participation (10%) and take home exam (60%).

Key facts

Department: Management

Total students 2018/19: Unavailable

Average class size 2018/19: Unavailable

Controlled access 2018/19: No

Value: Half Unit

Guidelines for interpreting course guide information

Personal development skills

  • Leadership
  • Self-management
  • Team working
  • Problem solving
  • Communication