This course focuses on the competitive strategy of the firm, examining issues central to its long- and short-term competitive position. Students act in the roles of key decision-makers or their advisors and solve problems related to the development or maintenance of the competitive advantage of the firm in a given market. We first develop frameworks that are useful in analyzing a firm's competitive positioning in the context of its environment. Next, we focus on the development of firm-specific capabilities that contribute to competitive advantage. We then turn to corporate strategy to address the economic logic associated with diversification choices about horizontal and vertical integration.
The goal of the course is for you to develop an analytic tool kit for understanding strategic issues and to enrich your appreciation for the thought processes essential to incisive strategic analysis. I also hope that we can think critically about the tools, understand their strengths and limitations and evaluate the consequences of their use.
Mgmt932 -- PhD Proseminar in Qualitative and Field Methods in Organizations
This course is designed to provide students with a conceptual and practical understanding of qualitative research methods in organizations, including ethnographic techniques, interviewing, analysis of archival materials and development of case studies. We will examine the different theoretical and analytical stances qualitative researchers take towards their topics. This course will teach the basic ethnographic approach, as well as contrast that approach with other field methods and discuss the types of research questions for which each method is appropriate. In doing so, I hope to shed some light on the mysteries and myths of qualitative research. Accordingly, the course has four substantive objectives:
This course will be useful not only for students interested in undertaking a qualitative study of organizations but also for those who would like to complement a quantitative study with field work or for those who simply would like to be able to understand, read and appropriately review qualitative work.
Courses offered
in prior years:
Management 223 -- Business Policy and Strategy (elective for upper
division undergraduates)
The Business Strategy and Policy course encourages students to analyze the problems of managing the total enterprise in the domestic and international setting. This course is the gateway to advanced courses in strategic management. It focuses on the competitive strategy of the firm, examining issues central to its long- and short-term competitive position. Students act in the roles of key decision-makers or their advisors and solve problems related to the development or maintenance of the competitive advantage of the firm in a given market. The first module of the course develops an understanding of key strategic frameworks using theoretical readings and case-based discussions. Students will learn concepts and tools for analyzing the competitive environment, strategic position and firm-specific capabilities in order to understand the sources of a firm’s competitive advantage. In addition, students will address corporate strategy issues such as the economic logic and administrative challenges associated with diversification choices about horizontal and vertical integration. The second module of the course will be conducted as a multi-session, computer-based simulation in which students working in teams will have the opportunity to apply the concepts and tools from Module 1 to make strategic decisions. In addition, student teams will also prepare a final paper analyzing a company or companies using the strategy tools and concepts introduced in this course.
The goal of the course is for students to develop an analytic tool kit for understanding strategic issues and to enrich their appreciation for the thought processes essential to incisive strategic analysis. This course offers students the opportunity to develop a general management perspective by combining their knowledge of specific functional areas with an appreciation for the requirements posed by the need to integrate all functions into a coherent whole. Students will develop skills in structuring and solving complex business problems.
The course is limited to 48 students.
Please note these prerequisites: MGMT 100 and MGMT 101; seniors and juniors that have completed introductory courses in economics, finance, marketing and accounting. If you do not have these prerequisites, you must provide evidence to me of your preparedness for the course.
This course has a heavy workload. In addition, there will be intensive team-based work in the 2nd half of the semester. If you are not able to commit to attending regular team meetings outside of class, this course may not be suited to your needs. Your grade will depend heavily on your team's view of your contribution to the group work products.
Teaching at Wharton