Foundations of Strategy and International Management

Transcription

1 University of Zurich Professor Thomas Keil, D.Sc.(Tech.) Chair in International Management Foundations of Strategy and International Management Overview The course provides an overview of the fundamental theories and research themes in strategy and international management research in a seminar format. In 2015, the focus will be on the core literature in strategic management. Topics are covered by reviewing landmark articles on each theme. The course will consist of 3 full seminar days (including student presentations on articles), a short learning diary and a short course paper. After the course, the participant should (1) know the most important articles in the area of strategy and international management, (2) understand how the different streams of research have evolved over time and how they are connected to each other, and (3) be able to project the future development of the strategy and international management research from the perspective of one s own doctoral work. Dates and rooms: The tentative dates are Wednesday 4.3, 8:30-16, room to be announced Wednesday :30-16, room to be announced Wednesday 29.4, 8:30-16, room to be announced Seminar days will run from 8:30 to 16 o clock with a short 45 min lunch break. Instructor: Professor Thomas Keil, Chair of International Management, University of Zurich. Practical arrangement will be handled by Dr Evangelos Syrigos. Should you have any questions about the course, please feel free to contact Prof. Keil or Dr Syrigos at international.management@business.uzh.ch. Target audience: The course is designed for doctoral students in business administration with strong interest in strategy and international management, which have at least some master level studies in strategy and/or international business and ideally a basic course in strategy at the PhD level. Insufficient pre-existing knowledge of the mentioned topics will affect the capability to understand the articles, the class discussions and possibly prevent the successful completion of the seminar. If space permits, it is open to students from other departments. Page 1/8

2 Credits: The course is of 6 credits extent. Passing the course: Passing the course requires reading of the assigned articles and active participation in the seminar sessions presenting assigned articles preparation of a learning diary critically reflecting the readings of the course and the seminar days A 5 page journal article introduction in the area of strategy or international management, suitable to be later developed into a full paper Participation and presenting of assigned articles: Participation in all three seminar days is mandatory and a maximum absence of one single half day block (morning to lunch OR lunch to end of the day) will be accepted. Participants must arrive in time or enter or leave the seminar at the breaks, to avoid disturbing an ongoing session. Absences, possible delays or other challenges must be communicated to Dr Syrigos before or after each seminar day via , to allow tracking of the communication and possible absences. During each day, about articles will be discussed. All participants are expected to read the full set of articles (sent to all participants 2 weeks before each session) before the seminar day. In addition, for every seminar day each participant will be assigned 2-4 articles to present (in power point format and in conference presentation style) as a basis for discussion. Presentations will be 10 minutes per article followed by discussion. Please, submit your presentations (1 or more articles as assigned) to Dr Syrigos one day before the session no later than 1 pm. Learning diary: Participants are expected to prepare a learning diary in which they reflect on the readings and class discussions. Participants are expected to synthesize main contents of readings, critically reflect upon the articles in the light of the course discussion, their own experience, and their own field of studies. Diaries should be about pages in length (4-5 pages per course day) discussing at least two third of the articles for the day. Course paper: Participants are expected to prepare a course paper on a topic related to strategy and international management. The paper should take the format of a journal article introduction, specifying a gap in the literature and outlining an approach to address this gap. The expected length is about 5 pages plus references following the formatting guidelines of the Academy of Management Journal. Students will receive feedback how to develop the course paper into a full length article. The paper is due on May 17, Please note that no late submissions will be accepted. Page 2/8

3 Grading the Course: The course will be graded on a pass/fail basis. To pass the course both the learning diary and the extended journal article need to receive a grade of pass in addition to completing the requirements mentioned above. Page 3/8

4 Readings Introductory readings Rumelt, R.P., Schendel, D.E., and Teece, D.J Fundamental Issues in Strategy in: Rumelt, R.P., Schendel, D.E., and Teece, D.J. (eds.) Fundamental Issues in Strategy, Cambridge, MA: Harvard Business School Press, Key Theoretical perspectives Economics Richard P. Rumelt, Dan Schendel, and David J. Teece Strategic Management and Economics. Strategic Management Journal, 12: Porter, M.E., "The contributions of industrial organization to strategic management." Academy of Management Review, Saloner, G Modeling, game-theory, and strategic management. Strategic Management Journal, 12: Adner R, Zemsky P A demand-based perspective on sustainable competitive advantage. Strategic Management Journal 27(3): Williamson OE Strategy research: Governance and competence perspectives. Strategic Management Journal 20(12): Dobbin F, Baum JAC Introduction - economics meets sociology in strategic management. Advances in Strategic Management, Vol 17, : 1-26 Sociological perspective Ruef M A sociological perspective on strategic organization. Strategic Organization 1(2): Carroll, Glenn R. A. Sociological View on Why Firms Differ." Strategic Management Journal 14 (1993): Hannan MT, Freeman J The Population Ecology of Organizations. American Journal of Sociology 82(5): Zuckerman, Ezra W. "The Categorical Imperative: Securities Analysts and the Illegitimacy Discount." American Journal of Sociology 104 (1999): Podolny, J. M A Status-Based Model of Market Competition. American Journal of Sociology, 98(4), Haveman, H. A Follow the leader Mimetic Isomorphism and entry into new markets. Administrative Science Quarterly, 38(4), Abrahamson, Eric and Gregory Fairchild. "Management Fashion: Lifecycles, Triggers, and Collective Learning Processes." Administrative Science Quarterly 44 (1999): Psychological perspectives Powell, T. C., Lovallo, D., & Fox, C. R Behavioral strategy. Strategic Management Journal, 32(13): Page 4/8

5 Ocasio, W Towards an attention-based view of the firm. Strategic Management Journal, 18: Ross, J., & Staw, B Expo 86: An escalation prototype. Administrative Science Quarterly, 31: Fredrickson, J.W. & Mitchell, T.R., "Strategic decision processes: Comprehensiveness and performance in an industry with an unstable environment." Academy of Management Journal, Tripsas, M., G. Gavetti Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal 21(10-11) Powell TC Neurostrategy. Strategic Management Journal 32(13): Key theoretical streams in strategy Resource-based view Wernerfelt B A Resource-Based View of the Firm. Strategic Management Journal 5: Barney, J. B Strategic factor markets: Expectations, luck, and business strategy. Management Science, 332: Barney J Firm Resources and Sustained Competitive Advantage. Journal of Management 17(1): Rumelt, R.P., "How much does industry matter?" Strategic Management Journal, Peteraf MA The Cornerstones of Competitive Advantage - a Resource-Based View. Strategic Management Journal 14(3): Helfat, C. E. and Peteraf, M.A The Dynamic Resource-Based View: Capability Lifecycles. Strategic Management Journal 24(10): Sirmon, D. G., Hitt, M. A., & Ireland, R. D Managing Firm Resources in Dynamic Environments to Create Value: Looking inside the Black Box. Academy of Management Review, 32(1): Schmidt J, Keil T What makes a resource valuable? Identifying the drivers of firmidiosyncratic resource value. Academy of Management Review 38(2): Dynamic capabilities Teece DJ, Pisano G, Shuen A Dynamic capabilities and strategic management. Strategic Management Journal 18(7): Eisenhardt KM, Martin JA Dynamic capabilities: What are they? Strategic Management Journal 21(10-11): Winter SG Understanding dynamic capabilities. Strategic Management Journal 24(10): Teece DJ Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal 28(13): Page 5/8

6 Competitive dynamics Karnani A, Wernerfelt B Multiple Point Competition. Strategic Management Journal 6(1): Lieberman MB, Montgomery DB First-Mover Advantages. Strategic Management Journal 9(Special Issue, Summer): Chen M-J, Miller D Competitive Attack, Retaliation and Performance: An Expectancy- Valence Framework. Strategic Management Journal 15(2): Chen M-J Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration. Academy of Management Review 21(1): Barnett WP, Hansen MT The Red Queen in organizational evolution. Strategic Management Journal 17: Ferrier WJ Navigating the Competitive Landscape: The Drivers and Consequences of Competitive Aggressiveness. Academy of Management Journal 44(4): Journal, 13: Rindova V, Ferrier WJ, Wiltbank R Value from gestalt: How sequences of competitive actions create advantage for firms in nascent markets. Strategic Management Journal 31(13): Selected literature topics in strategy Competitive advantage King AW Disentangling interfirm and intrafirm causal ambiguity: A conceptual model of causal ambiguity and sustainable competitive advantage. Academy of Management Review 32(1): Competition MacDonald G, Ryall MD How do value creation and competition determine whether a firm appropriates value? Management Science 50(10): Strategic groups Osborne JD, Stubbart CI, Ramaprasad A Strategic groups and competitive enactment: A study of dynamic relationships between mental models and performance. Strategic Management Journal 22(5): Corporate Strategy Bowman EH, Helfat CE Does corporate strategy matter? Strategic Management Journal 22(1): 1-23 Diversification Page 6/8

7 M&A Palich, L.E., L.B. Cardinal, C.C. Miller Curvilinearity in the diversification-performance linkage: An examination of over three decades of research. Strategic Management Journal 21(2) Laamanen T, Keil T Performance of serial acquirers: Toward an acquisition program perspective. Strategic Management Journal 29(6): Alliances Dyer J.H., Singh H The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review 23(4): Organization Fligstein, N The spread of the multidivisional form among large firms, American Sociological Review, 50: Implementation Huy QN How middle managers' group-focus emotions and social identities influence strategy implementation. Strategic Management Journal 32(13): Technology & Innovation Anderson, P., & Tushman, M.L Technological discontinuities and dominant designs: A cyclical model of technological change. Administrative Science Quarterly, 35(52) Upper echolons Finkelstein, S. & Hambrick, D.C., "Top management team tenure and organizational outcomes: The moderating role of managerial discretion." Administrative Science Quarterly, Corporate Governance Deutsch, Y., T. Keil, T. Laamanen A dual agency view of board compensation: The joint effects of outsider director and CEO stock options on firm risk. Strategic Management Journal 32(2) Strategy Process Burgelman RA A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy. Academy of Management Review 8(1): Page 7/8

8 Strategy as Practice Jarzabkowski P Shaping strategy as a structuration process. Academy of Management Journal 51(4): Strategic change Romanelli, E., M.L. Tushman Organizational Transformation as Punctuated Equilibrium - an Empirical-Test. Academy Management Journal 37(5) Knowledge Kogut B, Zander U Knowledge of the firm, combinative capabilities, and the replication of technolgy. Organization Science 3(3): Learning Schildt H, Keil T, Maula M The temporal effects of relative and firm-level absorptive capacity on interorganizational learning. Strategic Management Journal 33(10): Page 8/8