Strategic Management Research (August 2009)
Faculty
Torben J. Andersen (TJA), Professor, Center for Strategic Management & Globalization (SMG), Copenhagen Business School and Stephen B. Tallman (SBT), E. Claiborne Robins Distinguished Professor in Business, Robins School of Business, University of Richmond
Course Coordinator
Torben J. Andersen, Professor, Center for Strategic Management & Globalization (SMG), Copenhagen Business School
Prerequisite/progression of the course
The Center for Strategic Management & Globalization (SMG) at the Copenhagen Business School offers this doctoral course in Strategic Management Research. The course is targeted to PhD students and management researchers with interests in the strategy field and provides participants with insights on current developments in strategic management.
Aim of the course
The course outlines central aspects of strategic management including different strategy-making modes and the synthesis between them, strategy development in the context of international markets, and current debates in the strategy field. The course activities encourage open exchanges to uncover ways of dealing with contemporary challenges.
Course content, structure and teaching
The course is organized with formal presentations around assigned readings. Class sessions encourage open discussions where participants are expected to comment on and critique assigned readings. The course will address recent developments in international strategy and provides an opportunity to shape important research agendas for the future.
Lecture plan
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Time/period
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Faculty
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Title
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Day 1: Strategic management perspectives
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TJA
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Introduction to strategy research
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TJA
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Content versus process
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Day 2: International strategy research
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SBT
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Strategizing in an international context
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SBT
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Multinational strategy
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Day 3: Developments in strategy research
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TJA/SBT
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Dynamic capabilities and multinational opportunities
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TJA/SBT
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Status and reflection
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Course literature
DAY 1: Strategic management perspectives: content versus process
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Framework and theoretical foundations:
- Andrews, K. R. 1987. 'The Concept of Corporate Strategy', Chapter 2 in Andrews K. R. The Concept of Corporate Strategy - Custom Edition, McGraw-Hill, New York (first published in 1971): 13-34.
- Barney, J.B. 1991 Firm Resources and Sustained Competitve Advantage, Journal of Management, 17: 99-120.
- Grant, R. M. 1996. Toward a Knowledge-Based Theory of the Firm, Strategic Management Journal, 17 (Winter Special Issue) 109-122.
- Porter, M. 2008. The Five Competitive Forces that Shape, Harvard Business Review, 87(1) 78-93
- Williamson, O. E. 1991. Strategizing, Economizing, and Economic Organization, Strategic Management Journal, 12: 75-94 [Williamson, O. E. 1979. Transaction Cost Economics: The Governance of Transactional Elations, Journal of Law and Economics, 233-61].
Content versus process:
- Andersen, T. J. 2004. Integrating decentralized strategy making and strategic planning processes in dynamic environments, Journal of Management Studies, 41: 1271-1299.
- Bower J. L., Doz, Y. L. & Gilbert, C. G. 2005 'Linking Resource Allocation to Strategy', Chapter 1 in Bower, J. L. & Gilbert, C. G. From Resource Allocation to Strategy, Oxford University Press, Oxford, UK: 3-25.
- Burgelman, R. & Grove, A. 2007. Let Chaos Reign, Then Rein in Chaos--Repeatedly: Managing Strategic Dynamics for Corporate Longevity, Strategic Management Journal, 28: 965-979.
- Helfat, C. E. & Peteraf, M. A. 2003. The Dynamic Resource-Based View: Capability Lifecycles Dynamic Capabilities Deconstructed Dynamic Capabilities Deconstructed Dynamic Capabilities Deconstructed, Strategic Management Journal, 24: 997-1010.
- Mintzberg, H. & Waters, J. 1985. Of Strategies, Deliberate and Emergent, Strategic Management Journal, 6: 257-272.
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DAY 2: International strategy research
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Strategizing in the international context:
- Kogut, B. 1991. Country capabilities and the permeability of borders. Strategic Management Journal, 12: 33-48.
- Cantwell J. 2009. Location and the multinational enterprise. Journal of International Business Studies, 40(1): 35-42.
- Barkema, H.G. & Vermeulen, F. 1998. International expansion through start-up or acquisition: a learning perspective. Academy of Management Journal, 41(1): 7-26.
- Chung, W. & Yeaple, S. 2008 International Knowledge Sourcing - Evidence from U.S. Firms Abroad. Strategic Management Journal, 29:1207-1224.
- Shaver, M. & Flyer 2000. Agglomeration economies, firm heterogeneity and foreign direct investment in the United States. Strategic Management Journal, 21: 1175-1193.
Multinational strategy:
- Ghoshal, S. 1987. Global strategy: an organizing framework. Strategic Management Journal, 8: 425-440.
- Collis, D. J. 1991. A Resource-Based Analysis of Global Competition: The Case of the Bearings Industry. Strategic Management Journal, 12 (Summer Issue): 49-68.
- Lu, J. & Beamish, P.W. 2004. International diversification and firm performance: the s-curve hypothesis. Academy of Management Journal, 47: 598-609.
- Tallman, S. B. 1992. A strategic management perspective on host Country structure of multinational enterprises. Journal of Management, 18(3): 455-471 (paper split in three_part1).
- Tallman, S. B. 1992. A strategic management perspective on host Country structure of multinational enterprises. Journal of Management, 18(3): 455-471 (paper split in three_part2)
- Tallman, S. B. 1992. A strategic management perspective on host Country structure of multinational enterprises. Journal of Management, 18(3): 455-471 (paper split in three_part3)
- Meyer, K., Wright M. & Pruthi S. 2009. Managing knowledge in foreign-market entry strategies: A resource-based analysis. Strategic Management Journal, 30: 557-574.
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DAY 3: Developments in strategy research
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Dynamic capabilities and multinational opportunities:
- Volberda, H. W. & Lewin, A. Y. 2003. Co-evolutionary Dynamics Within and Between Firms: From Evolution to Co-evolution, Journal of Management Studies, 40: 2111-2136.
- McGrath, R. G., Ferrier, W., & Mendelow, A. 2004. Real Options as Engines of Choice and Heterogeneity, Academy of Management Review, 29: 86-101.
- Teece, D. J. 2007. Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance, Strategic Management Journal, 28: 1319-1350.
- Tallman, S. & Fladmoe-Lindquist, K. 2002. Internationalization, Globalization, and Capability-Based Strategy. California Management Review, 45(1): 116-135 (paper split in three-part1)
- Tallman, S. & Fladmoe-Lindquist, K. 2002. Internationalization, Globalization, and Capability-Based Strategy. California Management Review, 45(1): 116-135 (paper split in three-part2)
- Tallman, S. & Fladmoe-Lindquist, K. 2002. Internationalization, Globalization, and Capability-Based Strategy. California Management Review, 45(1): 116-135 (paper split in three-part3)
- Tong, W. T. & Reuer, J. J. 2007. Real Options in Multinational Corporations: Organizational Challenges and Risk Implications, Journal of International Business Studies, 38: 215-230.
- Oxley, J. E. & Sampson, R. C. 2004. The Scope and Governance of International R&D Alliances. Strategic Management Journal, 25: 723-749 (paper split in two-part1)
- Oxley, J. E. & Sampson, R. C. 2004. The Scope and Governance of International R&D Alliances. Strategic Management Journal, 25: 723-749 (paper split in two - part2).
- Martin, X. & Salomon, R. 2003. Knowledge transfer capacity and its implications for the theory of the multinational corporation. Journal of International Business Studies, Vol. 34(4): 356-373 (paper split in two-part1)
- Martin, X. & Salomon, R. 2003. Knowledge transfer capacity and its implications for the theory of the multinational corporation. Journal of International Business Studies, Vol. 34(4): 356-373 (paper split in two-part2)
Enrolment
Please email a complete application form to
kr.smg@cbs.dk. The form can be found in the box on the right side of the page.
Sidst opdateret af Kristine Olsen 13.08.2009