Advances in Strategic Management

Updated: about 5 hours ago
Deadline: 19 May 2022

1181058

Course
Advances in Strategic Management

Faculty

Nicolai J. Foss, Professor, Department of Strategy and Innovation, Copenhagen Business School, Denmark. Email: njf.si@cbs.dk

Hans Christian Kongsted, Professor, Department of Strategy and Innovation, Copenhagen Business School, Denmark. Email: hck.si@cbs.dk

Dennis H Park, Associate Professor, University of Texas at Dallas, Department of Organization, Strategy, and International Management, USA: Email: parkhd@utdallas.edu

Marcus Møller Larsen, Professor (MSO), Department of Strategy and Innovation, Copenhagen Business School, Denmark. Email: mml.si@cbs.dk

Aleksandra Gregoric, Associate Professor, Department of Strategy and Innovation, Copenhagen Business School, Denmark. Email: ag.si@cbs.dk

Valentina Tartari, Associate Professor, Department of Strategy and Innovation, Copenhagen Business School, Denmark. Email: vt.si@cbs.dk

Johannes Luger, Assistant Professor, Department of Strategy and Innovation, Copenhagen Business School, Denmark. Email: jlu.si@cbs.dk

Vera Rocha, Associate Professor, Department of Strategy and Innovation, Copenhagen Business School, Denmark. Email: vr.si@cbs.dk


Course coordinator
Francesco Di Lorenzo, Associate Professor, Department of Strategy and Innovation, Copenhagen Business School, Denmark. Email: fdl.si@cbs.dk

Prerequisites

No prerequisite.


Aim

The aim of this course is to offer advanced insights related to the theoretical and empirical recent developments in the area of Strategic Management, with a specific focus on economic and organizational theories of Strategy and International Business.


Course content

The course provides an overview on the most relevant theoretical traditions and empirical developments used in the field of Strategic Management. The aim is to offer students: i) comprehensive understanding about the foundations, assumptions and implications of economic and organizational theoretical perspectives, ii) clear understanding about empirical strategies. Ideally, in the end of the course students are able to engage in theory-building activities selecting and employing theoretical approaches more appropriately linked to the economic and organizational foundations of the field of Strategy. In addition, students are able to identify suitable empirical methods and approaches in line with those more familiarly used in Strategy.

More specifically, these are the main topics developed during the course:

  • Micro-foundations of organizational value creation
  • Behavioral perspectives on international business strategy
  • Econometric issues in Strategic Management: Data and Methods
  • Technology, Innovation, and Entrepreneurship
  • The structure of the course is based on 2 main activities and related objective:

  • Lecture. One or more faculty offer class-based lecture on each of the above-mentioned topics. The purpose of this activity is to engage students in papers discussion with the responsible faculty in charge of the session and other students.
  • Paper Development. Each student is assigned to a small group of other participants that is leaded by one faculty. Each student discusses with and receives detailed feedback from the faculty-discussant on how to further develop a specific working paper (previously submitted).
  • The course includes 4 lecture-based sessions of 4 hours each, and 1 paper development session of 3 hours. Because of the small numbers of participants, the sessions will be conducted in a highly interactive manner where students will prepare memos on and lead discussions on the assigned readings.


    Teaching style
    The course is based on a high level of student involvement. Students are expected to be thoroughly prepared and to take an active part in the presentation and discussion of the material. Given the high content-to-time ratio, teaching is based on lecturing, illustrations and discussions and its success is predicated on interactive student involvement.

    Lecture plan

     

     

    Morning (9am – 1pm)

    Afternoon (2pm-5pm)

    Session 1. Monday 16th May

    Micro-foundations of organizational value creation

     (Nicolai Foss)

    PDW Group 1

    (Johannes Luger)

    Session 2. Tuesday 17th May

    Behavioral perspectives on international business strategy

    (Marcus Møller Larsen)

    PDW Group 2

    (Aleksandra Gregoric)

     

    Session 3. Wednesday 18th May

    Econometric issues in Strategic Management: Data and Methods

    (H.C. Kongsted)

    PDW Group 3

    (Vera Rocha)

     

    Session 4. Thursday 19th

    Technology, Innovation, and Entrepreneurship

    (Dennis H. Park)

    PDW Group 4

    (Valentina Tartari)

     

     


    Learning objectives

    Exam

    There is no exam at the end of the course. However, to obtain the course certificates the participants are expected to show high level of preparation and class participation. Minimum 80% attendance is required.


    Other

    Start date
    16/05/2022

    End date
    19/05/2022

    Level
    PhD

    ECTS
    4

    Language
    English

    Course Literature

    Session 1. Micro-foundations of organizational value creation

    Teppo Felin, Nicolai Foss, Rob Ployhart. “Microfoundations for Management Research.” Academy of Management Annals 9: 575–632 (2015).

    Siegwart Lindenberg, Nicolai Foss. "Managing Motivation for Joint Production: The Role of Goal Framing and Governance Mechanisms.” Academy of Management Review 36: 500-525 (2011).

    Nicolai Foss, Libby Weber. “Putting Opportunism in the Back Seat: Bounded Rationality, Costly Conflict and Hierarchical Forms.” Academy of Management Review, 41: 41-79 (2016).

    Session 2. Behavioral perspectives on international business strategy

    Elia S, Larsen MM, Piscitello L. (2019). Entry mode deviation: A behavioral approach to internalization theory. Journal of International Business Studies, 50(8): 1359-1371.

    Larsen MM, Manning S, Pedersen T. 2013. Uncovering the Hidden Costs of Offshoring: The interplay of complexity, organizational design, and experience. Strategic Management Journal, 34(5): 533-552.

    Maitland, E., & Sammartino, A. (2015). Decision making and uncertainty: The role of heuristics and experience in assessing a politically hazardous environment. Strategic Management Journal, 36(10), 1554-1578.

    Schubert, T., Baier, E., & Rammer, C. (2018). Firm capabilities, technological dynamism and the internationalisation of innovation: A behavioural approach. Journal of International Business Studies, 49(1), 70-95.

    Session 3. Econometric issues in Strategic Management: Data and Methods

    RA Bettis (2012). The search for asterisks: Compromised statistical tests and flawed theories, Strategic Management Journal, 33 (1), 108-113.

    R Bettis, A Gambardella, C Helfat, W Mitchell (2014). Quantitative empirical analysis in strategic management, Strategic Management Journal, 35 (7), 949-953.

    P Criscuolo, O Alexy, D Sharapov, A Salter (2019). Lifting the veil: Using a quasi‐replication approach to assess sample selection bias in patent‐based studies, Strategic Management Journal, 40 (2), 230-252.

    U Kaiser, HC Kongsted, K Laursen, AK Ejsing (2018). Experience matters: The role of academic scientist mobility for industrial innovation, Strategic Management Journal, 39 (7), 1935-1958.

    Session 4. Technology, Innovation, and Entrepreneurship

    Rumelt, R. P. (1987). Theory, strategy, and entrepreneurship. In D. Teece (Ed.) The competitive challenge, Cambridge, MA. pp. 137-158.

    Shane, S. (2000). Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science, 11(4): 448-469.

    Gans, J. S., & Stern, S. (2003). The product market and the market for “ideas”: commercialization strategies for technology entrepreneurs. Research Policy, 32(2): 333-350.

    Fleming, L. (2001). Recombinant uncertainty in technological search. Management Science, 47(1): 117-132.

    Kwon, J. H., Park, H. D., & Deng, S. (2021). When do firms trade patents? Organization Science, In press.


    Fee
    DKK 5.200

    Minimum number of participants

    Maximum number of participants
    0

    Location
    Copenhagen Business School
    Kilen, Kilevej 14
    DK - 2000 Frederiksberg
    Room: KL 1.43 - (first floor)

    Contact information
    For any information regarding course content and format please contact:
    Course Coordinator 
    Francesco Di Lorenzo, Associate Professor
    fdl.si@cbs.dk
    For matters regarding administration of the course:
    PhD Support 
    Nina Iversen
    ni.research@cbs.dk
    +45 3815 2475

    Registration deadline
    01/04/2022

    Please note that your registration is binding after the registration deadline.

    In the case of Covid-related disruption that will prevent the course to be delivered in physical presence, the course will be offered in an online format.

    In case we receive more registrations for the course than we have places, the registrations will be prioritized in the following order: Students from CBS departments, students from other institutions than CBS.
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