Dr Panos Panagiotopoulos
This module will explore various theoretical approaches used to explain what markets managers choose to compete within, why and how. We will begin by examining the "traditional" competitive positioning and resource-based views, and critically evaluate these analytical approaches and their appropriateness in an increasingly networked, globalised, digitised and fluid competitive environment. We will then go on to examine the challenges of strategy implementation, including analysing structural, cultural and functional issues.
20% coursework and 80% coursework
Indicative reading list
The reading list for the course will be made up of articles on strategy from journals such as the Harvard Business Review, California Management Review or Academy of Management Perspectives. There will also be one 15-20 page business case assigned for each topic. Illustrative readings include:
- Blenko, M. W., Mankins, M. C. and Rogers, P. (2010) The decision-driven organization, Harvard Business Review, June: 54-62
- Bower, J. L. & Gilbert, C. (2007) How Managers' Everyday Decisions Create or Destroy your Company's Strategy, Harvard Business Review, Feb 2007: 72-79.
- Camillus, J. C. (2008) Strategy as a wicked problem, Harvard Business Review, May: 99-106.
- Collis, D.J. & Rukstad, D.J. (2008), “Can You Say What Your Strategy Is?” Harvard Business Review, 86(4): 82-90.
- Ghoshal, S. (2005) Bad Management Theories are destroying good management practices, Academy of Management Learning and Education, 4(1): 75-91.
- Kim, C. and Mauborgne, R. (2005), “Blue Ocean Strategy: From Theory to Practice” California Management Review, 47(3): 105-121.
- Olson, M., van Bever, D., Verry, S. (2008), “When Growth Stalls” Harvard Business Review, 86(3): 50-61.
- Porter, M.E. (1996), “What is Strategy?” Harvard Business Review, 74(6): 61-78.
- Ihrig, M. and MacMillan, I. (2015) "Managing your mission-critical knowledge", Harvard Business Review, 93(1-2): 80-87.