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CORPORATE AND BUSINESS STRATEGY

Syllabus

EN IT

Learning Objectives

In this course, we learn about the importance of planning, setting goals and the strategy setting and execution. The latter is the most important item in the process which leads to the implementation of plans in order to achieve previously set goals. Furthermore, strategy and strategic capability are of key importance to the firm’s resilience.
We live in time when the only static thing is permanent change. The environment in the last half a century has changed dramatically. Ha have had changes in the broad environment, from G7 to G20, China’s transition from underdeveloped nation to a world power and the change of composition of Dow Jones Index which doesn’t feature a single firm from its establishment. We have had lesser and bigger crisis: from the financial turmoil in 2009 to the Covid crisis that started in 2019.
As students of business we need to understand why some firms are successful and some are not; why some businesses strive and some go down. Nokia was by far the largest cell phone producer, Yahoo the biggest search engine, but not anymore. The main topic we’d try to understand in this course is strategic capability of the firm!

LEARNING OBJECTIVES:
Upon successful completion of this module, the student should be able to:
• Understand the strategic capability of the firm.
• Understand the importance of strategy for navigation in challenging and unpredictable business environment, Understanding the importance of value creation.

Prerequisites

Principles of Management / Introduction to Management

Program


1. The Concepts of Strategy
2. Industry Evolution and Strategic Change
3. Technology Based Industries and Innovation – AI for Businesses
4. Competitive Advantage in Mature Industries
5. Goals, Values, and Performance
6. Introduction to Industry Analysis
7. Extended Industry Analysis
8. Resources and Capabilities
9. Organization Structure and Management Systems
10. Nature and Sources of Competitive Advantage
11. Organizational Culture and Leadership – AI Leadership
12. Differentiation Advantage
13. Vertical Integration
14. Globalization as a Strategy
15. Diversification Strategy
16. Current Trends & Blue Ocean Strategy
17. Managing Non-for-Profits
18. • Understanding the importance values for strategy

Books

“Contemporary Strategy Analysis: Text and Cases Edition”, 10th Edition
Robert M. Grant ; ISBN: 978-1-119-12084-1 December 2015, or the previous edition

Bibliography

Optional Textbooks:
• Johnson, G., Scholes, K., & Whittington, R. Exploring Corporate Strategy. Pearson Education.
• Grant, R. M. Contemporary Strategy Analysis. Wiley.
• Porter, M. E. Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
• Barney, J. Gaining and Sustaining Competitive Advantage. Pearson.
• Mintzberg, H., Ahlstrand, B., & Lampel, J. Strategy Safari. Pearson Education.
• Kim, W. C., & Mauborgne, R. Blue Ocean Strategy. Harvard Business Review Press.
• Rumelt, R. Good Strategy / Bad Strategy. Crown Business.
• Collis, D. J., & Rukstad, M. G. Can You Say What Your Strategy Is? Harvard Business Review.
V.2 ADDITIONAL READINGS
• Harvard Business Review – What Is Strategy? by Michael Porter
• Harvard Business Review – The Five Competitive Forces That Shape Strategy
• Harvard Business Review – How to Have a Nice Conversation About Your Business Strategy
• Sloan Management Review – Why Too Many Strategies Fail
• Harvard Business Review – Blue Ocean Strategy

Teaching methods


The course is organized with interactive and co-creation classes. MS teams materials represent the main teaching tools used by the teacher. Students are encouraged in deeper self-learning for all the topics. The course is hosted as one module in one semester.

Students’ co-creation is encouraged and awarded, with their presentation, company case analysis presentations, class activities, games, teamwork, and quizzes.

At least two guest speakers will be invited in 2026 as s expert is to join the classes and share their experience:
1) Aljosa Domijan, entrepreneur and CEO from Slovenija, https://www.linkedin.com/in/aljosa-domijan/
2) Sander Schroevers, professor at the Amsterdam University of Applied Sciences

Exam Rules


1. Test 100%
Attending students can earn up to 20% of the points through a) class activity and participation and b) presentations and case analysis.

Attendance Rules

Even if the attendance of classes is not mandatory, class activity and participation alongside presentation can make up to 20% of the grade. If a student has already 30% these points can be counted towards the “cum laude” grade.