Strategic Management 2

Aims of the course

- To provide students with the knowledge about the relationship between strategic management and corporate governance, the theories about the sources of competitive advantage, the theory of growth strategies, the theory of retrenchment strategies, the role of environmental strategies and corporate social responsibility, selected topics on strategy implementation and strategic control, and the process of strategic management in non-profit organizations.
- To teach students how to use and critically evaluate the literature in the field of strategic management, link the acquired knowledge with current practical problems and enable them for further professional and research work in the field of strategic management.
- To help students actually understand the discussed theoretical concepts, methodological tools and practical examples, so that they can better implement them in practice and become, with some additional work experience, top experts in the field of strategic management.

Course syllabus

1. Introduction to strategic management
1.1. Strategic management process
1.2. The essence of strategy
1.3. Strategic management paradoxes
1.4. Strategic management schools

2. Corporate governance
2.1. Differences between governance and management
2.2. Principal-agent theory
2.3. Corporate governance systems
2.4. Ethics and values of owners and managers

3. Sources and forms of competitive advantage
3.1. Forms of competitive advantage
3.2. Theories on the sources of competitive advantage

4. Advanced topics on strategic analysis

5. Advanced topics on corporate strategies
5.1. Theory of the growth strategies (with an emphasis on diversification, mergers and acquisitions and strategic partnerships)
5.2. Theory of the retrenchment strategies

6. Advanced topics on business strategies

7. Environmental strategies and corporate social responsibility

8. Advanced topics on strategy implementation and strategic control
8.1. Activities for improved strategy implementation
8.2. Traditional and contemporary performance measurement systems
8.3. Linking performance measurement to strategic goals
8.4. Linking compensation systems to performance measurement
8.5. Managing strategic change

9. Strategic management in non-profit organizations

Course director(s)

  • Office Hours
  • Monday at 16:00 in P-327
  • Office Hours
  • Thursday at 15:00 in P-332
  • Office Hours
  • Monday at 10:00 in P-325
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