Advances in Strategic Management

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

No prerequisite.

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.

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:

The structure of the course is based on 2 main activities and related objective:

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.

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.

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.