SOL4 Strategic Management

• Topics

  The purpose of SOL4 is to make the students better equipped to answer three of the most basic questions in business economics subjects: 1) Why are some companies successful, while others are not? 2) Why do such differences in performance persist for a long time in some cases, while in others, competitors quickly catch up? 3) And how can business managers use knowledge of the two preceding points to draw up strategies that will ensure that their company is as well-equipped as possible to deal with the possibilities and challenges they face?

  SOL4 Strategic Management is divided into three parts. In the first part, Strategic Analysis, the students will learn the most important theoretical mechanisms and practical frameworks that can be used to understand how and why differences in performance between and within industries can arise and persist. In the second part, Strategy Formulation, the students will learn to use the knowledge gained in the first part to formulate strategies for how companies can compete in a single-product market (business strategy) and which product markets the company should be represented in (group strategy). The third and final part, Strategic Implementation, deals with the challenges business managers encounter when implementing and putting company strategies into practice. After completing the course, the students will be better equipped to identify and analyse strategic alternatives, make sensible strategic choices and be knowledgeable about how strategic decisions can be implemented.

  SOL4 is an integration course that builds on a broad spectrum of courses that students have already taken in the bachelor’s degree programme in economics, including courses such as organisation and management, finance and microeconomy. Strategic Management places great requirements on the students' maturity and ability to make independent assessments about issues that do not have a straight answer. Through group-based case assignments, the students will be given an opportunity to apply theoretical tools in practice, both through written submissions and oral presentations.

  Course overview:

  • Competitive advantages, value added and value capture
  • Analysis of external competitive environments
  • Analysis of internal resources and activities
  • Business strategy: Positioning and innovation

  • Group strategy: M&As, vertical integration, diversification and international strategy
  • Implementation and effectuation of strategies 

• Learning outcome

  Knowledge

  The candidate:

  • Can identify and explain key topics, theories, issues, tools and methods in the strategy discipline.
  • Can discuss the most important reasons for differences in performance between companies, both within and across industries.
  • Can evaluate the most important reasons why performance differences can persist over time, and discuss potential sources of change.

  Skills

  The candidate:

  • Can apply appropriate methods to analyze companies' external competitive environment, internal resources and activities.

  • Can craft- and argue for strategic choices at business entity and group level on the basis of a strategic analysis.
  • Can evaluate and adapt strategic choices to implement and effectuate strategic choices.
  • Can evaluate and discuss ethical aspects of a strategy, and its implications for sustainability and the society.

  General competence

  The candidate:

  • Can evaluate and reflect over relevant academic and professional questions concerning strategic issues.

  • Can plan, organize and execute varied work assignments and projects that take place over time, alone or as a member of a group, in line with ethical requirements and guidelines.
  • Can communicate and disseminate academic problems, analyses and results within the strategy field to different target groups.