Module content

Startegic Management is an integrative and interdisciplinary course. It assumes a broad view of the environment that includes buyers, suppliers, competitors, technology, the economy, capital markets, government, and global forces and views the external environment as dynamic and characterized by uncertainty. In this module, we will approach strategic management of organizations as a complex undertaking which starts with the central question: why do some companies succeed while others fail? The course will require you to examine that critical question by integrating knowledge from prior business courses, while simultaneously learning and applying new strategic management concepts, principles, frameworks, and methodologies. This course applies multi-disciplinary techniques to diagnose and recommend actions appropriate to specific company situations.

Module title

Strategic Management

Module status






Number of hours:

60 [(L+E+S) = 40 + 0 + 20 ]

L= lectures; S= seminars; E= exercises;


Module tag



Kourdi, J. (2015). Business Strategy: A Guide to Effective Decision-Making. New York: PublicAffairs.
Porter, M.E. (1996). What is Strategy, Harvard Business Review, Nov/Dec 96, Vol. 74 (6).
Johnson, M.W., Christensen, C.M., and Kagermann, H. (2008). Reinventing Your Business Model, Harvard Business Review, Dec.
Kaplan, R.S., and Norton, D.P. (2007). Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, Jul/Aug.

Supplementary literature

Porter, M.E. (2008). The Five Competitive Forces That Shape Strategy, Harvard Business Review, Jan.
Mintzberg, H. (2001). Strategy Safari: A Guided Tour Through the Wilds of Strategic Management, Simon and Schuster
Rumelt, R. (2011). Good Strategy, Bad Strategy: The Difference and Why it Matters, Crown Publishers