AØKA08100U Advanced Strategic Management

Volume 2013/2014
MSc in Economics

The idea of the course is to provide the students with and understanding of how managers make decision and how strategy evolves under uncertainty in organizations located in a dynamic and complex environment. A further idea is to make the students aware of not only the economic but also the political, social, and psychological aspect of managing an organization and how these aspects affect the development of strategies in organizations both in the private and public sector.

In order to do so, the course will overall take a behavioralistic perspective on the organization. The implication of this perspective is that we will discuss the roles of the traditional strategy models, techniques, and approaches and look into how they are applied in different types of organizations and contexts.   

The course start by outlining a theoretical framework based on Scott, Chaffee and Whittington’s classifications of the organizational and strategic literature. Then we look at some schools and definition of strategic management and the classical approach to strategic analysis and development is discussed. This is compared with how strategy in practices is developed and how they evolve over time.

Next we look at how difference forces shape organizations, strategies and strategic management. We will focus on the impact of a strong management vision, different organizational structures, new technologies, strategic alliances, globalisation, and corporate and societal values effects on organizations and on strategic management.   

In the third section of the course our attention is on different types of organisations, their environment, strategies, management and strategy development processes. More specific we look at the small organization, the large fabrication and service companies, the professional organizations, the divisional firm, the innovative company and the company characterized by diversity.

During the classes students have to find and analyse a specific case company or a real organization which they can write a 3-5 page synopsis about. Here students have to relate and apply the curriculum text to the specific problems and situations of the chosen organizations. In the last part of the course there are time for presentation, discussion and feedback on the synopsis.

Learning Outcome

The course provide the students with a competence in analysing the circumstances under which business strategies are developed and implemented as well as competences in organizing strategy development processes and decision-making in different types of organizations and environment. The course apply to student who see themselves in a job position as a management consultant, a secretary to the board of managers, and future managers who would like to work with business strategies in private and public organizations.

In order to acquire the mark 12 within the course Advanced Strategic Management the student must demonstrate:

  • Knowledge about and understanding of relevant terms, concepts, processes and perspectives within the field of advanced strategic management.
  • An ability to identify and discuss strategic issues within case organizations and industries by applying relevant terms, concepts, processes and perspectives from the course
  • An ability to discuss and evaluate the strength and weakness of the applied terms, concepts, processes from the course.
  • An ability to talk about organisations and there environment within a clear and accurate language that make use of relevant terms and concept from the field of advanced strategic management.

H. Mintzberg, J. Lampel, J.B.Quinn & S. Ghoshal: “The Strategy Process – Concepts, Contexts, Cases” Fourth Edition, Prentice Hall, Financial Time, Pearson Education 2004. (The fifth edition of the book (compendium of articles) is schedule to be available in January 2014).

Compendium in: “Advanced Strategic Management 2006”, by Stig Hartmann, Samfundslitteratur.

All the chapters and applied cases in H. Mintzberg, J. Lampel, J.B.Quinn & S. Ghoshal: “The Strategy Process Concepts, Contexts, Cases” Fourth Edition, Prentice Hall, Financial Time, Pearson Education 2004, and the cases connected to the chapters according to the lesson schedule (or in the fifth edition of the book).
Knowledge to general Strategic Management
3 hours of lectures per week for 14 weeks.

The teaching is a combination of dialog lectures, small group work during classis including both discussions and presentations, and student presentations. It is a precondition that student have read the texts and cases before each class and that they are willing to present texts and cases to the rest of the class.
  • Category
  • Hours
  • Exam
  • 60
  • Guidance
  • 1
  • Lectures
  • 42
  • Preparation
  • 103
  • Total
  • 206
7,5 ECTS
Type of assessment
Written assignment
Oral examination, 20 min.
The exam is a 3-5 page written paper prepared individually (or a paper of 6-12 pages prepared in groups of up to 3 students) combined with an individual 20 minutes oral examination which takes place in the beginning of June 2014. Papers have to be handed in no later than the 21 of May 2014 before noon. Notice that the contribution of each member of the group must be stated in the paper.
All aids allowed during the mini-project but only written aids allowed at the oral examination
Marking scale
7-point grading scale
Censorship form
External censorship
100 % censorship
Exam period
Will be updated before the start of the semester
Same as ordinary.
Criteria for exam assesment
The Student must in a satisfactory way demonstrate that he/she has mastered the learning outcome of the course.