Strategic_Management.pdf

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Strategic ManagementFrom Classical to Contemporary Strategy Theory The PhD School in

Business Economics

Date:1 September 20056 September 200513 September 200518 October 2005

Time:9-12 and 13-17

Place:Copenhagen Business School

Address :Porcelnshaven 16 A/B2000 Frederiksberg

Room:PH109

ECTS: 5

Fee:5000 DKK (675 )Not to be paid by PhD studentsenrolled at a Danish University

Language:English

Participants max:No more then 20

Enrolment deadline:August, 15 2005

Appl ications to:Kirsten Suhr J [email protected] your name, email,department and university

Contact information:Tel: 3815 2573mail: [email protected]

Course description: In this seminar we examine the evolution of

strategic management theory from its early "classical" forms to its

more contemporary expressions and lines of development. In the

design of this course, our objective is not a comprehensive review

of the substantial literature(s) relevant to strategic management

theory. Rather, we focus our investigation on the fundamental ideas

and perspectives that have been advanced under the banner of

strategy theory in the last three decades and that continue to shapethought, theory development, research, and practice in strategic

management today. In this regard, we pay special attention to the

resource-based, dynamic capabilities, and competence-based

perspectives as important exemplars of contemporary strategy

theory.

The primary objective of this doctoral seminar is to develop a clear

view of the potential contributions of research undertaken within

contemporary strategy theory to the development of strategic

management theory as an evolving intellectual undertaking. A

closely related further objective of this seminar is to give

participating doctoral students an opportunity to closely and

critically read some foundational papers in the field of strategy, both

classical and contemporary, and through discussion of those

papers to sharpen their understanding of both the dialectic and

synthetic processes that are essential in building any body of theory

and especially contemporary strategy theory.

Course responsible: Professor Ron Sanchez CBS

Lectures: Professor Ron Sanchez, CBS, Department of Industrial

Economics and Strategy

Program:

Seminar 1: 1 September 2005

Theories of economic organizing and their relevance to strategy

theory

Conceptualizing the "value-added" of strategic management

How strategy happens: Design versus emergence in the strategy

process

Strategy theory as positive theory versus normative theory


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The industrial economics/industry structure "external" view of

strategy

The resource-based "internal" view of strategy Theoretical issues in reconciling the "external" and "internal" views

of strategy

Generalizing strategy: Is strategy theory necessarily contingency

theory?


Systems perspectives on resources and capabilities

Dynamic capabilities view of strategy

Organizational learning and knowledge management in strategy

theory Core competences versus core rigidities

Strategic flexibility, strategic options, and irreducible uncertainty

Theoretical issues in reconciling strategic capabilities and

organizational change in strategy theory

Seminar 4: 18 October 2005

The development of competence-based strategy theory

Building dynamic, systemic, cognitive, and holistic strategy theory

The theory-building agenda in the competence perspective

Issues in empirical research within the competence-basedperspective

Should strategy theory development be driven by the conceptual

needs of strategic managers?

Prerequisite:

No specific prerequisite.

Literature: The readings in the syllabus below will be made

available to all participants in the doctoral seminar. In addition,

participants may find it helpful to have their own copy ofThe New

Strategic Management: Organization, Competition, and

Competence by Ron Sanchez and Aim Heene, ISBN 0 471 34400

1, referred to as "Sanchez and Heene" in the readings in the

syllabus below.


Theories of economic organizing and their relevance to

strategy theory

- Sanchez and Heene, "Economic organization: Theories of firms,

markets, and their interactions," chapter 2, 12-25.


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- Coase, R.H. (1937). "The nature of the firm," Econometrica,4,

386-405.

- Alchaian, A. A., and H. Demsetz (1972). "Production, information

costs, and economic organization," American Economic

Review,LXII (5), 777-795.- J ensen, M.C., and W. Meckling (1976). "Theory of the firm:

Managerial behavior, agency costs, and ownership structure,"

J ournal of Finanacial Economics, 305-306.

Conceptualizing the "value-added" of strategic management

- Sanchez and Heene, "Strategic management: Improving

organizational capabilities for value creation and distribution,"

chapter 3, 26-43.

- Porter, M.E. (1996). "What is strategy?" Harvard Business Review,

74 (6), 61-78.

- Williamson, O.E. (1991). "Strategizing, economizing, and

economic organization," Strategic Management J ournal, 12 (8)Winter special issue, 75-94.

How strategy happens: Design versus emergence in the

strategy process

- Mintzberg, H. (1990). "The Design School: Reconsidering the

basic premises of strategic management," Strategic Management

J ournal, 11 (3), 171-195.

- Ansoff, I. (1991). "Critique of Henry Mintzberg's 'The Design

School: Reconsidering the basic premises of strategic

management'," Strategic Management J ournal, 12 (6), 449-461.

- Mintzberg, H. (1990). "Learning 1, Planning 0: Reply to IgorAnsoff," Strategic Management J ournal, 12 (6), 463-466.


The industrial economics/industry st ructure "external" view

of strategy

- Porter, M.E. (1987). "From competitive advantage to corporate

strategy," Harvard Business Review, 65 (3), 43-59.

- Lieberman, M.B., and D.B. Montgomery (1988). "First-mover

advantages,"Strategic Management Journal, 13 (1), 1-12.

- McGee, J ., and H. Thomas (1986). "Strategic groups: Theory,

research, and taxonomy," Strategic Management Journal, 7 (2),

141-160.

- Caves, R.E., and P. Ghemawat (1992). "Identifying mobility

barriers," Strategic Management Journal, 13 (1), 1-12.

The resource-based " internal" view of strategy

- Wernerfelt, B. (1984). "A resource-based view of the firm,"

Strategic Management Journal, 5 (2), 171-180.

- Mahoney, J .T., and J .R. Pandian (1992). "The resource-based

view within the conversation of strategic management," Strategic

Management Journal, 13 (5), 363-380.


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- Peteraf, M.A. (1993). "The cornerstones of competitive advantage:

A resource-based view," Strategic Management Journal, 14 (3),

179-191.

- Barney, J . (1991). "Firm resources and sustained competitive

advantage," Journal of Management, 17 (1), 99-120.

Theoretical issues in reconciling " external" and "internal"

views of strategy

- Sanchez and Heene, "Business unit strategy as a 'situational

puzzle': Aligning strategic logic with macroenvironmental, industry,

and product market evolution," chapter 9, 123-143.

- Miller, D. (1986). "Configurations of strategy and structure:

Towards a synthesis,"Strategic Management Journal, 7(3), 233-

249.


Systems perspectives on resources and capabilities

- Dierickx, I., and K. Cool (1989). "Asset stock accumulation and

sustainability of competitive advantage," Management Science, 35

(12), 1504-1511.

- Amit, R., and P.J .H. Schoemaker (1993). "Strategic assets and

organizational rent," Strategic Management Journal, 14 (1), 33-46.

- Granovetter, M. (1985). "Economic action and social structure:

The problem of embeddedness,"American Journal of Sociology, 91

(3), 481-510.

- Sanchez and Heene, "Designing and managing organizations as

open systems for value creation," chapter 4, 46-58.- Sanchez, R., and A. Heene (1997). "Managing for an uncertain

future: A systems view of strategic organizational change,"

International Studies of Management and Organization, 27 (2), 21-

42.

Dynamic capabilities view of strategy

- Teece, D.J ., G. P isano, and A. Shuen (1997). "Dynamic

capabilities and strategic management," Strategic Management

Journal, 18 (7), 509-533.

Organizational learning and knowledge management in

strategy theory

- March, J .G. (1991). "Exploration and exploitation in organizational

learning," Organization Science, 2(1), 71-87.

- Levinthal, D.A., and J .G. March (1993). "The myopia of learning,"

Strategic Management Journal, 14 (8), 95-112.

- Grant, R.M. (1996). "Toward a knowledge-based theory of the

firm,' Strategic Management Journal, 17(10) Winter special issue,

109-122.

- Sanchez, R. (1997). "Managing articulated knowledge in

competence-based competition," 163-187 in Strategic Learning and

Knowledge Managment, R. Sanchez and A. Heene, editors,

Chichester: J ohn Wiley & Sons.


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Core competences versus core rigidities

- Leonard-Barton, Dorothy (1992). "Core capabilities and core

rigidities: A paradox in managing new product development,"

Strategic Management Journal,13 (5) Summer special issue, 111-125.

- Sanchez and Heene, "Managing managerial cognition: The unique

intellectual challenge of strategic management," chap. 10, 144-154.

Seminar 4: 18 October 2005

The development of competence-based strategy theory

- Sanchez, R. (2001). "Building blocks for strategy theory:

Resources, dynamic capabilities, and competences," 143-157 in

Rethinking Strategy, H.W. Volberda and T. Elfring, editors, London:

Sage Publications.

Building dynamic, systemic, cogniti ve, and holistic s trategy

theory

- Sanchez, R., A. Heene, and H. Thomas (1996). "Introduction:

Toward the theory and practice of competence-based competition,"

1-35 in Dynamics of Competence-Based Competition: Theory and

Practice in the New Strategic Management, R. Sanchez, A. Heene,

and H. Thomas, editors, Oxford: Elsevier Pergamon.

- Sanchez, R., and A. Heene (1996). "A systems view of the firm in

competence-based competition," 39-62 in Dynamics of

Competence-Based Competition: Theory and Practice in the New

Strategic Management, R. Sanchez, A. Heene, and H. Thomas,editors, Oxford: Elsevier Pergamon.

- Sanchez, R., and H. Thomas (1996). "Strategic goals," 63-84 in

Dynamics of Competence-Based Competition: Theory and Practice

in the New Strategic Management, R. Sanchez, A. Heene, and H.

Thomas, editors, Oxford: Elsevier Pergamon.

- P. Gorman, H. Thomas, and R. Sanchez (1996). "Industry

dynamics in competence-based competition," 1-35 in Dynamics of

Competence-Based Competition: Theory and Practice in the New

Strategic Management, R. Sanchez, A. Heene, and H. Thomas,

editors, Oxford: Elsevier Pergamon.

- Sanchez, R., and A. Heene (1997). "Reinventing strategic

management: New theory and practice for competence-based

competition," European Management Journal, 15 (3), 303-317.

The theory-building agenda in the competence perspective

- Sanchez, R., and A. Heene (1997). "Competence-based strategic

management: Concepts and issues for theory, research, and

practice," 3-42 in Competence-based Strategic Management, A.

Heene and R. Sanchez, editors, Chichester: J ohn Wiley & Sons.

- Sanchez, R. (forthcoming). "Understanding competence-based

management: Identifying and managing five modes of

competence," Journal of Business Research.


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Issues in empirical research within the competence-based

perspective

- Mahoney, J . T., and R. Sanchez (1997). "Competence theory

building: Reconnecting management research and management

practice," 43-64 in Competence- based Strategic Management, A.Heene and R. Sanchez, editors, Chichester: J ohn Wiley & Sons.

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Strategic_Management.pdf