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Organisatorische Informationen Kursbeschreibung
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eventdetails open Kursbeschreibung

Sprache:
Englisch
ECTS-Credits:
2,0
Art der Prüfung (Deutsch):
Interactive lecture

During the duration of this course, we will discuss several case studies and provide you with the opportunity to actively contribute to an interactive class. As the focus is on skill development, classroom teaching will be limited to the introduction of key theoretical concepts necessary for meaningful debate.

50% Practice Cases and Class Participation

Your participation grade comprises the written solutions to practice cases (prepared at home), as well as written solutions prepared in teamwork during break-out sessions. In addition, in-class participation will form part of your grade. We value quality over quantity.

50% Live Case Study

The course requires you to think critically about key strategy concepts and their relevance in a corporate context. Therefore, 50% of your grade will be based on your individual analysis of the live case study.

Art der Prüfung (Englisch):
Interactive lecture

During the duration of this course, we will discuss several case studies and provide you with the opportunity to actively contribute to an interactive class. As the focus is on skill development, classroom teaching will be limited to the introduction of key theoretical concepts necessary for meaningful debate.

50% Practice Cases and Class Participation

Your participation grade comprises the written solutions to practice cases (prepared at home), as well as written solutions prepared in teamwork during break-out sessions. In addition, in-class participation will form part of your grade. We value quality over quantity.

50% Live Case Study

The course requires you to think critically about key strategy concepts and their relevance in a corporate context. Therefore, 50% of your grade will be based on your individual analysis of the live case study.

Kursinhalt (Deutsch):
Strategy underpins every single element of business. It is not just part of doing business successfully, but it also part of communicating business. The tools and vocabulary of strategy are an integral part of business practice. Thus, this class focuses on the foundations of strategy, providing an integrative review of the history of business strategy and introduces a strategy-as-practice view, before moving into strategy analysis and development. In this applied module, we work through some of the core tools strategists use, discuss how these are adapted in practice, and build important strategy skills.

Part One: Understanding the foundations of strategy

1. History of strategy and core strategy theories

2. New age strategy: Strategy-as-practice

Part Two: Conducting analysis using core strategy tools

3. External analysis: Understanding your competitive environment

4. Internal analysis: Understanding your organizational environment

Part Three: Doing strategic planning

5. Strategic options and decisions: Building and evaluating ideas

6. Strategic planning: Setting up the process

Kursinhalt (Englisch):
Strategy underpins every single element of business. It is not just part of doing business successfully, but it also part of communicating business. The tools and vocabulary of strategy are an integral part of business practice. Thus, this class focuses on the foundations of strategy, providing an integrative review of the history of business strategy and introduces a strategy-as-practice view, before moving into strategy analysis and development. In this applied module, we work through some of the core tools strategists use, discuss how these are adapted in practice, and build important strategy skills.

Part One: Understanding the foundations of strategy

1. History of strategy and core strategy theories

2. New age strategy: Strategy-as-practice

Part Two: Conducting analysis using core strategy tools

3. External analysis: Understanding your competitive environment

4. Internal analysis: Understanding your organizational environment

Part Three: Doing strategic planning

5. Strategic options and decisions: Building and evaluating ideas

6. Strategic planning: Setting up the process

Unterrichtsform:
Präsenzstudium
Literatur (Deutsch):
Recommended readings

The course primarily draws on articles from business and management journals. While there is no required textbook, those of you wishing to consult a companion guide, may use any of the following sources:

Johnson, G., Whittington, R., Angwin, D., Regnér, P. & Scholes, K. (2017). Exploring Strategy (Text and Cases): 11th edition. London: Pearson.

Day 1

Porter, M. (1996). What is Strategy? Harvard Business Review, Nov/Dec: 61-78.

Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731-735.

Day 2

Porter, M. E. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, 86(1): 79-93.

Barney, J. B. (1995). Looking inside for competitive advantage. The Academy of Management Executive, 9(4): 49-61.

Day 3

Balogun, J. (2006). Managing change: Steering a course between intended strategies and unanticipated outcomes. Long Range Planning, 39(1): 29-49.

Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review, 72(1): 107-114.

Literatur (Englisch):
Recommended readings

The course primarily draws on articles from business and management journals. While there is no required textbook, those of you wishing to consult a companion guide, may use any of the following sources:

Johnson, G., Whittington, R., Angwin, D., Regnér, P. & Scholes, K. (2017). Exploring Strategy (Text and Cases): 11th edition. London: Pearson.

Day 1

Porter, M. (1996). What is Strategy? Harvard Business Review, Nov/Dec: 61-78.

Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731-735.

Day 2

Porter, M. E. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, 86(1): 79-93.

Barney, J. B. (1995). Looking inside for competitive advantage. The Academy of Management Executive, 9(4): 49-61.

Day 3

Balogun, J. (2006). Managing change: Steering a course between intended strategies and unanticipated outcomes. Long Range Planning, 39(1): 29-49.

Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review, 72(1): 107-114.

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