The goal of this course is to introduce strategic management as a research area. In this course, the historical development of strategic management thinking and research will be explained, strategic phenomena will be defined, the relationship between general management and strategic management will be examined, and the classification of strategic management theories and research will be discussed.
Gain a comprehensive understanding of the concept of strategy, including its definition, components, and importance in organizational decision-making and long-term success.
Explore the evolution of strategic management as a field of study, examining its historical development, key contributors, and significant milestones that have shaped its current theories and practices.
Develop an appreciation for the scientific foundations and theoretical frameworks that underpin strategic management research, including different schools of thought and perspectives in the field.
Identify and critically analyze the problem areas and challenges in strategic management research, including emerging issues, debates, and unresolved questions that drive further inquiry and exploration.
Examine strategic phenomena, such as competitive advantage, industry dynamics, and strategic decision-making processes, in order to understand their implications for organizational success and performance.
Understand the core assumptions and principles of strategic management, including the role of strategic thinking, the alignment of organizational goals with strategic objectives, and the integration of strategy into general management practices.
Investigate the classification of strategies, including different types, approaches, and frameworks for formulating and implementing strategic initiatives in diverse organizational contexts.
Explore the application of strategic management principles and practices in the public sector, considering the unique challenges, opportunities, and dynamics that shape strategic decision-making in public organizations.
Mid Term Exam Grade: Mid Term Exam (25%)+ Homework (50%) + Quizzes (25%)
Final Exam Grade: Final Exam (25%) + Homework (25%) + Quizzes (25%) + Paper and Proposal (25%)
Grade: 40% of MTEG + 60% of FEG
You should get a minimum of 70 to pass this course.
The manuscript should be a maximum of one page long.
The font size should be 12-point.
The font should be Times New Roman.
The manuscript should be single spaced.
All margins should be 2.5 cm wide.
A cover page is not allowed.
Citations/Quotations (Turnitin similarity index) cannot be more than 20%.
All manuscripts should be submitted on time.
1st Week: Introduction
Basic topics to be covered: The Concept of Strategy, Evolution of Strategic Management, Science and Theory, The Problem Area of Strategic Management Research Area, Strategic Phenomenon, Core Assumptions of Strategic management, Strategic Management & General Management, Classification of Strategies, Strategic Management in Public Context
2nd Week: The Strategy Concept
Porter, M.E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
Mintzberg, H. (1987). The Strategy Concept I: Five Ps for Strategy. California Management Review, 30(1), 11-24.
Mintzberg, H. (1987). The Strategy Concept II: Another Look at Why Organizations Need Strategies. California Management Review, 30(1), 25-32.
3rd & 4th Week: The Field of Strategic Management
Barca, M. (2003). Economic Foundations of Strategic Management. Ashgate Publishing, London.
Bowman, E.H., Singh, H., & Thomas, H. (2002). The Domain of Strategic Management: History and Evolution. In A. Pettigrew, H. Thomas, & R. Whittington (Eds.), Handbook of Strategy and Management. London: Sage Publications.
Prahalad, C.K., & Hamel, G. (1994). Strategy as a field of study: Why search for a new paradigm? Strategic Management Journal, 15(Summer Special Issue), 5-16.
Mahoney, J. T., & McGahan, A.M. (2007). The field of strategic management within the evolving science of strategic organization. Strategic Organization, 5(1), 79-99.
Nag, R., Hambrick, D.C., & Chen, M.J. (2007). What is Strategic Management, Really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28, 935-956.
Hafsi, T., & Howard, T. (2005). The Field of Strategy: In Search of a Walking Stick. European Management Journal, 23(5), 507-519.
5th, 6th & 7th Week: Content vs. Process?
Mintzberg, H. (1990). Strategy formation: Schools of thought. In J. W. Fredrickson (Ed.), Perspectives on strategic management (pp. 105-235). Grand Rapids: Harper & Row.
The Planning School: Strategy Formation as a Formal Process
Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. Harvard Business Review, January-February Issue.
The Learning School: Strategy Formation as an Emergent Process
Mintzberg, H. (1979). Patterns in Strategy Formation. International Studies of Management & Organization, 9(3), 67-86.
Porter, M.E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, January, 1-18.
Porter, M.E. (1979). The structure within industries and companies' performance. Review of Economics and Statistics, 61, 214-229.
Porter, M.E. (1991). Towards a Dynamic Theory of Strategy. Strategic Management Journal, 12, 95-117.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171-180.
Grant, R. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33(3), 114-135.
Barney, J.B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
Barney, J., Wright, M., & Ketchen, D.J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of Management, 27(6), 625-641.
8. Some Other Classifications
Chaffee, E.E. (1985). Three Models of Strategy. The Academy of Management Review, 10(1), 89-98.
Whittington, R. (2001). What is Strategy - and Does it Matter? Cengage Learning EMEA.
9. Strategic Management in Public Context
Ferlie, E. (2002). Quasi Strategy: Strategic Management in the Contemporary Public Sector. In A. Pettigrew, H. Thomas, & R. Whittington (Eds.), Handbook of Strategy and Management (pp. 279-298). London: Sage.
Ring, P.S., & Perry, J.L. (1985). Strategic Management in Public and Private Organizations: Implications of Distinctive Contexts and Constraints. Academy of Management Review, 10(2), 276-286.
10. Strategic Management in Turkey
Canpolat, H., & Kesik, A. (2014). Strategic Management and the Centre of Government in Turkey. In P. Joyce et al. (Eds.), Developments in Strategic and Public Management. Palgrave Macmillan.
11. Future of Strategic Management
Hoskisson, R., Hitt, M., Wan, W., & Yiu, D. (1999). Theory and research in strategic management: Swings of a pendulum. Journal of Management, 417-456.
Boyd, B.K., Finkelstein, S., & Gove, S. (2005). How advanced is the strategy paradigm? The role of particularism and universalism in shaping research outcomes. Strategic Management Journal, 26, 841-854.
Guerras-Martín, L.A., Madhok, A., & Montoro-Sánchez, M. (2014). The evolution of strategic management research: Recent trends and current directions. BRQ Business Research Quarterly, 17(2), 69-76.