A basic knowledge of management and organisation (organizational structure, organizational culture, organizational decision-making).

Students should be able:

• to explain the basic strategic dilemmas with which firms are confronted;
• to explain the link between strategic issues and the structural, cultural and political characteristics of the organisation;
• to apply a strategic industry analysis;
• to critically analyse and evaluate the use and limits of several strategic management tools in different contexts.

In a first part  of the course the different concepts and perspectives of strategic management are analyzed. The following parts deal with the three basic dimensions of strategy:

(1) the strategy process: strategic thinking, strategy formation, strategic change,

(2) the strategy content: business level strategy, corporate level strategy, network level strategy

(3) the strategy context: the industry context, the organizational context, the international context.

In each of these dimension the importance of the organizational purpose (mission / vision) is illustrated.

In each of the different chapters the fundamental strategic management paradoxes are situated and evaluated in the strategic management theory. 

Attention is also given to some strategic management tools which can be used to manage the strategy process.

Bob De Wit & Ron Meyer (2005). Strategy synthesis. Resolving strategy paradoxes to create competitive advantage.  Concise version. 2nd edition, Thomson.

In the course several other concepts and strategic management tools are discussed.  The handouts of the slides (available on Blackboard) and the content being presented in class are an essential part of the compulsory course material.