MAN 5051 Strategic Management
|MAN 5052 - 1. semester|
|MAN 5053 - 2. semester|
This program will give the participants knowledge within the different aspects of strategic management to give the opportunity to contribute in the major strategic processes.
Most business leaders now acknowledge the escalating competition and the needs for continuous change. To succeed the quality of the strategic decisions and the accomplishment of these decisions is of major importance.
Strategic management is not a set of precisely defined techniques that can be learned to create a good strategist. On the contrary: It is a profound understanding of the external and internal forces that affect the competitive position, development of strategic alternatives and finally the successful implementation of the chosen strategy. The latter often entails changes in the organizations and modes of operation.
This program is developed to give the participants, who have varied theoretical backgrounds and work experience, a lasting competence within the various aspects of strategic management.
Theoretical knowledge without practical anchoring results in low impact on the participants' organizations. The pedagogic approach is thus based on a thorough introduction to modern theories in the various topics that are addressed. Thereafter, the material is addressed in group discussions. Finally, the certain aspects are discussed in class to clarify important points.
Upon completion of the program, the participants are expected to contribute substantially to a creative and practical strategy process in their firms. This requires, however, engagement and effort from the participants both before and during class sessions
After finishing the program, the students should know:
- what strategy is,
- the content of the strategy process,
- strategic choices, and strategy implementation
- deep knowledge about different theoretical perspectives within the strategy field, and about strategic issues like mergers & acquisitions, strategic alliances, international strategies, etc.
after finishing the program, the students should be able to:
- accomplish a strategic analysis for a business unit.
- They should know what strategy models and tools that fit a specific company and problem.
- They should be able to give advises based on documented knowledge
- train and develop skills that help them to see the organization in a holistic and strategic view .
- The students should understand that strategic choices very often is about balancing different stakeholder's interests.
- The students should also be reflective and critical to the focus and content of the program
1. course setting
What is strategy? The foundation of strategy. Strategy analysis - internal analysis of resources and external analysis of the competitive arena.
2. course setting
Strategy analysis - internal analysis of value creation, external analysis of macro environment and stakeholders. Strategic choice
3. course setting
Strategic choice and ethical considerations. Different competitive strategies such as organic growth through knowledge management, mergers and acquisitions, outsourcing. Corporate strategy. Strategy in the public sector.
4. course setting
Implementation of strategy and strategic control. Strategic leadership.
5. course setting
Different strategic topics: Innovation, trust, strategic alliances and international strategy.
The programme is conducted through five modules over two semesters, a total of approx. 150 lecturing hours.
Project tutorials differ in each Executive Master of Management programme. It will consist of personal tutorials and tutorials given in class. Generally the students may expect consulting tutorials, not evaluating tutorials. The total hours of tutorials offered is estimated to 4 hours per term paper.
Please note that while attendance is not compulsory in all programmes, it is the student's own responsibility to obtain any information provided in class that is not included on the course homepage/ itslearning or other course materials.
The students are evaluated through a term paper, counting 60% of the total grade and a 48 hours individual home exam counting 40%. The term paper may be written individually or in groups of maximum three persons. All evaluations must be passed to obtain a certificate for the programme.
The term paper is included in the degree’s independent work of degree, cf national regulation on requirements for master’s degree, equivalent to 18 ECTS credits per. programme. For the Executive Master of Management degree, the independent work of degree represents the sum of term papers from three programmes.
Bachelor degree, corresponding to 180 credits from an accredited university, university college or similar educational institution
The applicant must be at least 25 years of age
At least four years of work experience. For applicants who have already completed a master’s degree, three years of work experience are required.
|Mandatory coursework||Courseworks given||Courseworks required||Comment coursework|
|Mandatory||3||3 mandatory written assignments in groups of 2-3 persons within the study year. The coursework requirements must be approved in order to take the individual home exam.|
|Comment coursework:||3 mandatory written assignments in groups of 2-3 persons within the study year. The coursework requirements must be approved in order to take the individual home exam.|
|Exam category||Weight||Invigilation||Duration||Grouping||Comment exam|
Form of assessment:
Internal and external examiner
|60||No||2 Semester(s)||Group/Individual (1 - 3)||Term paper, counting 60% of the total grade.|
Form of assessment:
Internal and external examiner
|40||No||48 Hour(s)||Individual||Individual 48 hours home exam, counting 40% of the total grade.|
|Form of assessment:||Written submission|
|Grouping (size):||Group/Individual (1-3)|
|Comment:||Term paper, counting 60% of the total grade.|
|Exam code:||MAN 50511|
|Form of assessment:||Written submission|
|Comment:||Individual 48 hours home exam, counting 40% of the total grade.|
|Exam code:||MAN 50512|
|de Wit, Bob||2017||Strategy: an international perspective||6th ed||Cengage Learning|
|Thompson, Arthur A.||2017||Crafting and executing strategy: the quest for competitive advantage : concepts and cases||2nd Edition||McGraw-Hill|
|Porter, Machael E.||The value chain and competitive advantage||The value chain and competitive advantage||S. 33-61|
|Evaluating Firm Strengths and Weaknesses: The Resource-Based View||Evaluating Firm Strengths and Weaknesses: The Resource-Based View||S. 119-155|
|Transaction Cost Economics||Transaction Cost Economics||S. 167-180|
|Johnsen, Åge||Strategisk styring i offentlig sektor||Strategisk styring i offentlig sektor||S. 501-520|
|Benito, Gabriel R. G.; Tomassen, Sverre||The Micro-Mechanics of Foreign Operations’ Performance: An Analysis Based on the OLI Framework||The Micro-Mechanics of Foreign Operations’ Performance: An Analysis Based on the OLI Framework|
|Porter, Michael||What Is Strategy?|
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|McAfee, Andrew; Brynjolfsson, Erik||2012||Big Data: The Management Revolution|
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|Pfeffer,, Jeffrey||2009||Shareholders First? Not so Fast...|
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|Kahneman, Daniel; Lovallo, Dan; Sibony, Olivier||2011||Before You Make That Big Decision...|
|Garvin, David A.; Edmondson, Amy C.; Gino, Francesca||2008||Is Yours a Learning Organization?|
|Karl Joachim Breunig||2009/11/16||Strategisk kompetansesstyring i prosjektbaserte organisasjoner: Fra et forbrukerperspektiv til et produsentperspektiv|
|Lombardo, Sebastiano; Kvålshaugen, Ragnhild||2014-04||Constraint-Shattering Practices and Creative Action in Organizations|
|Skjølsvik, Tale; Løwendahl, Bente R.; Kvålshaugen, Ragnhild; Fosstenløkken, Siw M.||2007||Choosing to Learn and Learning to Choose: Strategies for Client Co-Production and Knowledge Development|
|Eisenhardt, Kathleen M||Jan 1989||Agency Theory: An Assessment And Review|
|Shapiro, Susan P||2005||Agency Theory|
|Allio, Michael K.||2005-08||A short, practical guide to implementing strategy|
|Bungay, Stephen; Goold, Michael||1991-06||Creating a strategic control system|
|Gittell, J. H.; Douglass, A.||2012-10-01||Relational Bureaucracy: Structuring Reciprocal Relationships into Roles|
|Hambrick, Donald C.; Cannella, Albert A.||1989-11-1||Strategy Implementation as Substance and Selling.|
|HREBINIAK, LAWRENCE G.||2006-1||Obstacles to Effective Strategy Implementation|
|Kaplan, Robert S.; Norton, David R.||2005||The Balanced Scorecard: Measures That Drive Performance. (cover story)|
|Kotter, John P.; Schlesinger, Leonard||2008||Choosing Strategies for Change.|
|Kotter, John P.||Leading Change: Why Transformation Efforts Fail|
|Neilson, Gary; Martin, Karla L.; Powers, Elizabeth||2008||The Secrets to Successful Strategy Execution|
|Olson, Eric M.; Slater, Stanley F.; Hult, G. Tomas M.||2005-01||The importance of structure and process to strategy implementation|
|Rouleau, Linda; Balogun, Julia||2011-07||Middle Managers, Strategic Sensemaking, and Discursive Competence|
|Rumelt, Richard||2011||The perils of bad strategy.|
|Alm, Kristian; Andersen, Erling S.; Kvalnes, Øyvind||2013||Tillit i prosjekter|
|CURRALL, STEVEN C.; EPSTEIN, MARC J.||2003-5||The Fragility of Organizational Trust:|
|Das, T. K.; Teng, Bing-Sheng||2000||Instabilities of Strategic Alliances: An Internal Tensions Perspective.|
|Anna Swärd||2017||Kontroll er bra – tillit bedre?|
|Aron, Ravi; Singh, Jitendra V.||2005||Getting Offshoring Right.|
|Inkpen, A. C.||1998-11-01||Learning and knowledge acquisition through international strategic alliances.|
|Prashant, K.; Harbir, S.||2009-08-01||Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here?|
|GARUD, RAGHU; TUERTSCHER, PHILIPP; VAN DE VEN, ANDREW H.||Perspectives on Innovation Processes|
|Mørk, Bjørn E; Hoholm, Thomas; Maaninen-Olsson, Eva; Aanestad, Margunn||2012-02||Changing practice through boundary organizing: A case from medical R&D|
|Sverre, Tomassen||Artikkelsamling||Artikkelsamling bli oppdatert innen 1. mai.|