Course Overview

This course focuses on corporate-level strategic decision making through the systematic use of concepts, analytical frameworks, and case studies. Students learn to analyze firms as strategic actors and to formulate well-reasoned corporate strategies in complex and uncertain organizational environments.

Course Objectives

• Understand firms and corporations as strategic actors
• Analyze major corporate-level strategy alternatives
• Apply analytical tools to real-world strategic cases
• Develop coherent and evidence-based strategic recommendations

Grading Criteria

• Midterm Exam: 30%
• Assignments: 30%
• Project (Case Analysis) & Presentation: 40%
• Attendance is compulsory.

Readings

• Drucker, P.F. (1946). The concept of the corporation. John Day, New York.
• Drucker, P.F. (1954). The practice of management. Harper & Row, New York.
• Penrose, E. (1959). The theory of the growth of the firm. Oxford University Press, Oxford.
• Chandler, A.D. (1962). Strategy and structure. MIT Press, Cambridge, MA.
• Ansoff, H.I. (1965). Corporate strategy. McGraw-Hill, New York.
• Wernerfelt, B. (1984). “A resource-based view of the firm”. Strategic Management Journal, 5(2), 171–180.
• Barney, J.B. (1991). “Firm resources and sustained competitive advantage”. Journal of Management, 17(1), 99–120.
• Teece, D.J. and Pisano, G. (1994). “The dynamic capabilities of firms”. Industrial and Corporate Change, 3(3), 537–556.
• David, F. R., David, F. R., & David, M. E. (2023). Strategic management: A competitive advantage approach, concepts (17th ed.). Pearson.

Course Content