Professor Connson Locke, course convenor

Dr Lourdes Sosa

Dr Mia de Kuijper

This course is compulsory on the Executive Global MSc in Management. This course is not available as an outside option.

The information in this course guide pertains to the 2023-2025 cohort.

The course seeks to understand differences in profitability across (for-profit) firms with the objective of designing strategic recommendations for managers to improve (and defend) their firms' competitive positions. To do so we will first review industry-wide as well as firm-specific determinants of short-term profitability. On that foundation we will look at long-term determinants of profitability including dynamic capabilities and innovative ability. The course aims to balance exposure to general strategic principles and specific practical applications. To that purpose, we will use theoretical frameworks to analyse practical cases from a wide array of firms in varied countries.

Topics include business models, value proposition, strategic resources and inimitability, dynamic capabilities, disruptive innovation, power nodes strategy and scenario planning.

10 sessions - scheduled over 2 modules. The teaching is highly participative and includes lectures, breakout discussion and exercises.

In-class analysis of Lego case study.

The course relies on journal articles, cases, and books (for example, Strategic Management Journal). A complete reading list will be provided at the start of the course. Sample texts include the following: Christensen, C., Bower J. (1996) Customer Power, Strategic Investment, and the Failure of Leading Firms (Strategic Management Journal); Teece, D., Pisano, G., Shuen, A. (1997) Dynamic Capabilities and Strategic Management (Strategic Management Journal); De Kuijper, M. (2009) Profit Power Economics.

Presentation (25%), class participation (10%) and take-home assessment (65%).

Group presentation (25%), class participation (10%) and take home exam (65%).