MG446E Half Unit
Strategy, Organisation and Innovation (modular)
This information is for the 2020/21 session.
Professor Connson Locke, course convenor
Dr Lourdes Sosa
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 2019-2021 cohort.
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:
31 August – 05 September 2020
04 – 09 January 2021
In-class analysis of Lego case study.
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.
Presentation (25%), class participation (10%) and take-home assessment (65%).
Group presentation (25%), take home exam (65%) and participation (10%).
Important information in response to COVID-19
Please note that during 2020/21 academic year some variation to teaching and learning activities may be required to respond to changes in public health advice and/or to account for the situation of students in attendance on campus and those studying online during the early part of the academic year. For assessment, this may involve changes to mode of delivery and/or the format or weighting of assessments. Changes will only be made if required and students will be notified about any changes to teaching or assessment plans at the earliest opportunity.
Total students 2019/20: Unavailable
Average class size 2019/20: Unavailable
Controlled access 2019/20: No
Value: Half Unit
Personal development skills
- Team working
- Problem solving