To explain, interpret and manage the set of managerial decisions and actions, reactions as well as interactions which all determine the long term performance of a corporation whether it is local, national or international.
The study of strategic management and business policy, strategy formulation, strategy implementation, and evaluation and control; strategic audit; strategic issues in managing technology/innovation, entrepreneurial ventures/small businesses, not-for-profit organizations, and multinational/global corporations; corporate governance, ethical considerations, corporate social responsibility, and environmental sustainability.
Vertical Tabs
Course Learning Outcomes
| Learning Outcomes | Program Learning Outcomes | Teaching Methods | Assessment Methods |
| Students who succeeded in this course will be able to explain the major determinants of getting competitive advantage in todays changing and complicated business environment. | 5,6,7 | 1,2,3 | A,C |
| Students who succeeded in this course will be able to define the organizational goals | 5,6,7 | 1,2,3 | A,C |
| Students who succeeded in this course will be able to develop strategic tools to achieve organizational goals | 5,6,7 | 1,2,3 | A,C |
| Students who succeeded in this course will be able to use the strategic tools that will help the firm to reach its organizational goals | 5,6,7 | 1,2,3 | A,C |
Course Flow
| COURSE CONTENT | ||
| Week | Topics | Study Materials |
| 1 | Introduction | Related readings |
| 2 | Strategy and the Locus of Performance | Related readings |
| 3 | Competitive and Cooperative Interactions | Related readings |
| 4 | The Resource-Based View and Firm Capabilities | Related readings |
| 5 | Organizational Learning and Adaptation | Related readings |
| 6 | Industry Evolution | Related readings |
| 7 | Technological Change | Related readings |
| 8 | Mid-Term Exam | |
| 9 | Strategy as People and Processes | Related readings |
| 10 | Strategy and Theories of the Firm | Related readings |
| 11 | Corporate-level strategy: Diversification | Related readings |
| 12 | Corporate-level strategy: Vertical integration | Related readings |
| 13 | Corporate-level strategy: Vertical integration | Related readings |
| 14 | Designing and Managing the Multibusiness Firm | Related readings |
| 15 | Student work-in-progress presentations | Related readings |
| 16 | Final exam | |
Recommended Sources
| RECOMMENDED SOURCES | |
| Textbook | - |
| Additional Resources |
*Porter, Michael 1996. What is Strategy? Harvard Business Review, 74, 61.
*Lieberman, Marvin B. 1984. The Learning Curve and Pricing in the Chemical Processing Industries. RAND Journal of Economics, 15, 213—228. *Caves, Richard E. and Ghemawat, Pankaj 1992. Identifying Mobility Barriers. Strategic Management Journal, 13, 1—12 *Teece, David 1986. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15, 285—305 *Schmalensee, Richard, 1985, Do markets differ much?, The American Economic Review 75, 341–351. *Rumelt, Richard P., 1991, How much does industry matter?, Strategic Management Journal 12, 167–185. *McGahan, Anita M., and Michael E. Porter, 1997, How much does industry matter, really?, Strategic Management Journal 18, 15–30. *Bertrand, M., and A. Schoar, 2003, Managing with style: The effect of managers on firm policies, The Quarterly Journal of Economics 118, 1169–1208 *Saloner, G. (1991). "Modeling, game theory, and strategic management."Strategic Management Journal 12: 119. *Gimeno J. 1999. Reciprocal Threats in Multimarket Rivalry: Staking out 'Spheres of Influence' in the U.S. Airline Industry. Strategic Management Journal 20(2): 101-128 *Klepper, S. and K. L. Simons (2000). "Dominance by birthright: Entry of prior radio producers and competitive ramifications in the U.S. television receiver industry." Strategic Management Journal 21(10/11): 997-1016. *Agarwal R, Gort M. 1996. The Evolution of Markets and Entry, Exit and Survival of Firms. The Review of Economics and Statistics 78(3): 489-498 *Stuart TE, Podolny JM. 1996. Local search and the evolution of technological capabilities. Strategic Management Journal 17: 5-19. *Christensen CM, Bower JL. 1996. Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal 17(3): 197-218. |
Material Sharing
| MATERIAL SHARING | |
| Documents | |
| Assignments | Presentation |
| Exams | Midterm, Final |
Assessment
| ASSESSMENT | ||
| IN-TERM STUDIES | NUMBER | PERCENTAGE |
| Mid-terms | 1 | 60 |
| Quizzes | ||
| Assignment | 2 | 40 |
| Total | 100 | |
| CONTRIBUTION OF FINAL EXAMINATION TO OVERALL GRADE | 50 | |
| CONTRIBUTION OF IN-TERM STUDIES TO OVERALL GRADE | 50 | |
| Total | 100 | |
Course’s Contribution to Program
| COURSE'S CONTRIBUTION TO PROGRAM | |||||||
| No | Program Learning Outcomes | Contribution | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Ph.D. candidates gain knowledge and skills to interpret and criticize many theories, models, and paradigms related to different perspectives that developed in the fields of business (organization and administration, organization behavior, marketing, finance, human resources, production technology, etc.)and social sciences and evaluation of scientific studies and research presented at scientific meetings | X | |||||
| 2 | Ph.D. candidates learn to track and interpret the changes, innovations and developments in business administration or in other fields of social sciences, and as practitioners determine the organizational and managerial problems, create innovative solutions in the light of this information. | X | |||||
| 3 | Ph.D. candidates gain knowledge, ability, and responsibility to carry out unique scientific and academic researches independently or in partnership with other researchers in the field of social sciences, and to publish the research results in forms of book, article, report and to present for discussing in scientific areas. | X | |||||
| 4 | Ph.D. candidates become managers based on ethical issues, leaders, or academicians who have consciousness of a sustainable environment, social responsibility and active citizenship in the scientific environment in the university, in the close relationship with outstanding faculty members, selected guest speakers and the teammates who they are educated together. | X | |||||
| 5 | Ph.D. candidates learn that the employees of the national and international organizations they manage come from different backgrounds and culture, cultural conflicts occur in mergers and cross-country mobility of the labor force, in a scientific environment and evolve as successful managers and leaderswho can manage cultural differences. | X | |||||
| 6 | Ph.D. candidates gain leadership qualifications to make rational decision-making for long-term strategic planning and application of plans in the organizations they work. | X | |||||
| 7 | Ph.D. candidates learn that strategic management is teamwork and results can be achieved only by working as teams. | X | |||||
| 8 | Ph.D. candidates learn that information developed in different fields of social sciences complete each other and in scientific studies, having multidisciplinary approach and viewpoint is inevitable. | X | |||||
| 9 | In long-term doctoral studies, Ph.D. candidates prepare papers and presentations in English and they criticized for improvement of their studies, they gain effective communication skills in both their native language and in English. | X | |||||
| 10 | Ph.D. Candidates experiences how rapid is production and development of information in social sciences and in business administration and learn that life-long learning is inevitable. | X | |||||
ECTS
| ECTS ALLOCATED BASED ON STUDENT WORKLOAD BY THE COURSE DESCRIPTION | |||
| Activities | Quantity |
Duration (Hour) |
Total Workload (Hour) |
| Course Duration (Including the exam week: 16x Total course hours) | 16 | 3 | 48 |
| Hours for off-the-classroom study (Pre-study, practice) | 16 | 5 | 80 |
| Mid-terms | 1 | 10 | 10 |
| Assignment | 1 | 20 | 20 |
| Presentation | 1 | 20 | 20 |
| Final examination | 1 | 20 | 20 |
| Total Work Load | 198 | ||
| Total Work Load / 25 (h) | 7,92 | ||
| ECTS Credit of the Course | 8 | ||