STR463 Strategy and Technology

• Topics

  The question of how technology affects the behavior and performance of firms has occupied the minds of scholars and managers for decades. Technology defines on a large measure the opportunity space for decision makers along key strategic dimensions. The course uses incidents from the past and recent advances in digital technologies to showcase technology as both an enabling force and contextual factor for strategy and the outcomes it produces. In times of increasing "technologization" of social and economic life, including international relations between countries, it is paramount for business and management students to develop a sound understanding of the relationship between technology / technological shift and firm conduct and performance, including implications for society and the environment. This course seeks to advance this understanding.

• Learning outcome

  Knowledge - upon successful completion of the course, the student…

  • has advanced knowledge of recent technology trends and their implications for strategy and strategic decisions on and across different levels (business, corporate, global);
  • has advanced knowledge and understanding of key concepts, principles, and theories that underpin competitive, corporate, and global strategic advantage of business firms;
  • has advanced knowledge of the potential contributions of new technologies to sustainable growth and understands the ethical issues involved in creating and capturing value from new technologies.

  Skills - upon successful completion of the course, the student…

  • can identify opportunities and analytically dissect complex, real-world business challenges that firms are confronted with in a dynamic environment of technological change and transition;
  • can apply and connect key concepts, principles, and theories underpinning corporate, competitive, and global strategic advantage to inform the different stages in a strategic decision-making process;
  • can supplement the application of formal concepts, principles, and theories with judgment, insight, intuition, and creativity to develop and implement effective strategies on and across different levels (business, corporate, global).

  General competence - upon successful completion of the course, the student…

  • can communicate effectively with academic and practitioner audiences on questions related to technological transition and its implications for firms and their strategic behaviors and positions;
  • can collaborate with others to analyze and make sense of unstructured and complex business situations exhibiting uncertainty and change;
  • can reflect on and take into account sustainability and ethical issues, which includes balancing business interests of value capture with ethical considerations of fair value distribution.

• Teaching

  The course design is student-centered and phenomenon-based, blending competitive, corporate, and global strategy perspectives to foster a comprehensive understanding of the impact of new (digital-enabled) technology on strategy and strategic management of organizations.

  We will invite business practitioners and technology experts as guest speakers to share their experiences and perspectives on the latest advancements in technology and the implications for business and strategy.

  Besides attending in-class lectures, students work in teams of 2-3 on two group assignments. For course approval, student groups need to submit and get approval for these group assignments. In addition, each student must pass three online multiple-choice quizzes. Also, student groups are supposed to provide a short, written peer review of the group assignments handed in by other groups. These other groups provide a short response to peer reviews they receive.

• Recommended prerequisites

  Basic knowledge about strategic management fundamentals gained in prior coursework or from a standard textbook, such as:

  • Jay B. Barney: Gaining and Sustaining Competitive Advantage (2007, 2010); or
  • Grant, R. M. (2021). Contemporary strategy analysis. John Wiley & Sons. (or earlier editions)

  Enthusiasm for international business and a willingness to engage in active learning are essential. Familiarity with global economic trends is recommended but not required.

• Required prerequisites

  None.

• Credit reduction due to overlap

  No credit reduction due to overlaps.

• Compulsory Activity

  In groups (consisting of 2-3 students, who together work on all assignments):

  • Approved drafts of two group assignments
  • Submission of two peer reviews of another group's assignments

  Each student individually:

  • Passing three (online) multiple-choice quizzes

  Each of these three elements have to be produced and submitted in the same semester and are only valid for that semester.

• Assessment

  The assessment is based on a portfolio  o f two assignments prepared over the semester. The portfolio is prepared and submitted in a group consisting of 2-3 students.

• Grading Scale

  Karakterskala A-F.

• Literature

  A list of mandatory readings will be provided via Leganto (Canvas) in due time. The list may be extended and complemented as we go along. Students are expected to prepare on average 2-3 mandatory readings for each week.