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Strategic & Innovation Management
level of course unit
first cycle, MasterLearning outcomes of course unit
Students:
- will have a working knowledge of the concept of strategy and strategic management in general business.
- are able to differentiate between the key concepts in the orientation of an organization - mission, vision and strategy.
- will be able to demonstrate knowledge and application of several well-known developmental and analytical strategic frameworks and be able to demonstrate their application to analyze, assess, and evaluate various situations.
- will have the ability to select and apply the lessons learned in solving problems and synthesize solutions to scenarios related to the management of sports, culture, and events.
- will have a working knowledge of the concept of strategy and strategic management in general business.
- are able to differentiate between the key concepts in the orientation of an organization - mission, vision and strategy.
- will be able to demonstrate knowledge and application of several well-known developmental and analytical strategic frameworks and be able to demonstrate their application to analyze, assess, and evaluate various situations.
- will have the ability to select and apply the lessons learned in solving problems and synthesize solutions to scenarios related to the management of sports, culture, and events.
prerequisites and co-requisites
not applicable
course contents
- Fundamental concepts of strategy and strategic innovation (general strategy)
- Key concepts of strategic positioning and general competitive strategy frameworks for industry analysis. (Michael Porter)
- Innovation strategy for creating unique products, services, and market positions (Blue Ocean Strategy)
- Tools for translating strategic vision into organizational action (The Balanced Scorecard, and others)
- Key concepts of strategic positioning and general competitive strategy frameworks for industry analysis. (Michael Porter)
- Innovation strategy for creating unique products, services, and market positions (Blue Ocean Strategy)
- Tools for translating strategic vision into organizational action (The Balanced Scorecard, and others)
recommended or required reading
Kaplan, Robert S., & Norton, David P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, (July-August 2007), 150-161.
Kim, W. Chan., & Mauborgne, Renée (2004). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Harvard Business Review, (October 2004), 76-84.
Porter, Michael E. (1996). What is Strategy? Harvard Business Review, (November-December 1996), 61–78.
Porter, Michael E. (2008). The five competitive forces that shape strategy. Harvard Business Review, (January 2008), 78–93.
Porter, Michael E. (1980). Generic Competitive Strategies. In Competitive Strategy - Techniques for Analyzing Industries and Competitors (pp. 34-46). New York, NY: Free Press.
Kim, W. Chan., & Mauborgne, Renée (2004). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Harvard Business Review, (October 2004), 76-84.
Porter, Michael E. (1996). What is Strategy? Harvard Business Review, (November-December 1996), 61–78.
Porter, Michael E. (2008). The five competitive forces that shape strategy. Harvard Business Review, (January 2008), 78–93.
Porter, Michael E. (1980). Generic Competitive Strategies. In Competitive Strategy - Techniques for Analyzing Industries and Competitors (pp. 34-46). New York, NY: Free Press.
assessment methods and criteria
examination
language of instruction
Englishnumber of ECTS credits allocated
3eLearning quota in percent
20course-hours-per-week (chw)
2planned learning activities and teaching methods
integrated course
