Low Textbook Cost Syllabus for MGT 9600 (Strategy and Competitive Advantage)

This course examines how to gain advantage against competitors in the complex and dynamic global marketplace. Core business strategy themes include how to analyze the business environment, assess resources and capabilities, and choose competitive strategies. The course also considers how to create corporate value through configuring and coordinating multibusiness activities. Core corporate strategy themes include how to analyze scale and scope, evaluate corporate competencies, manage the multibusiness corporation, assess global strategies, and choose corporate strategies

What has Digital Transformation Changed? A Chinese Case Study of Hidden Costs Using a Socio-Economic Approach to Management

Digital transformation is regarded as a way to solve business problems in an organisation. However, the impact on the company’s hidden costs should also be more precisely analysed. This research relies on the socio-economic approach to management to describe the impact of digital transformation maturity growth on hidden costs in a Chinese manufacturing company. This paper combines the case study research method with some quantitative techniques by conducting correlation analyses of staff turnover, low-quality work and occupational injuries and diseases. The results indicate that digital transformation maturity growth is correlated with the financial consequences of staff’s excess salary in terms of turnover and with non-production in terms of occupational injuries and diseases. Moreover, this study suggests that future studies should consider the impact of digital transformation maturity growth on these three factors in light of the corresponding contextual factors regarding organisational contexts and cultures

Formation conditions, innovation, and learning in R&D consortia

Purpose This paper aims to focus on formation motivations and processes of R&D consortia to appreciate their differential innovative and learning capabilities. Design/methodology/approach The paper presents its argument in two separate steps. First, a twobytwo framework, comprising four consortium types, is developed based on two formation motivations (i.e. risk sharing and networking) and two formation processes (i.e. emergent and engineered). Four case vignettes are used to demonstrate the practical relevance of the twobytwo consortium typology framework. Second, the innovative and learning capabilities of each of these consortia are explored and eight propositions are advanced. Findings The paper introduces four types of consortia: community builders, gamblers, visible hands, and opportunists. It is argued that visible hands generate greater innovation than community builders and opportunists, and community builders and opportunists generate greater innovation than gamblers. It is also argued that government involvement moderates the relationship between consortia type and innovative capabilities in an inverted U shape. Lastly, relative appropriateness of frequency, outcome, and trait imitations to facilitate organizationlevel learning among consortium members is explored. Originality/value The main contribution of this paper lies in its twobytwo typology of consortium formation contextual conditions. Instead of focusing on evolutionary cycles and performance issues of consortia, this paper draws research attention to contextual conditions surrounding consortia formation. Consortium formation contextual conditions are critically important because they predetermine the life cycle and performance trajectory of consortia. This paper also links innovation and learning dynamics in consortia. © 2009, Emerald Group Publishing Limite

Tata starbucks: How to brew a sustainable blend for India

This case is primarily intended for use in the corporate strategy section of a business policy orcompetitive strategy course. It can be used as an overview of the many decisions and actions thatan organization has to undertake to sustain a competitive advantage. This case can also be usedto augment discussions of strategic analysis, specifically both internal and externalenvironmental analysis and strategic formulation.The case is rich enough for advanced and graduate students, and has been developed in amanner that will allow students to diagnose the root(s) of the company’s issue(s) as detailed inthe case, and then form opinions and suggestions for any strategy that the company shouldpursue. In doing this, students should consider the activities, history, and goals of the companyas presented.It would be effective at the business strategy level, especially, to discuss the implications ofindustry life cycles, and at the corporate strategy level to discuss implications of diversification.The case also lends itself to discussions of strategic implementation and the effect of leadershipon innovation, especially when trying to maintain a mature brand

Patch - AOL\u27s hyperlocal experiment instructors\u27 notes

CASE DESCRIPTION The primary subject matter of this case concerns corporate growth strategies and the importance of analyzing the business models for growth. This case can be targeted as a strategy case, specifically a module dealing with corporate level strategy. After completing this case, students should recognize corporate growth strategies and the interconnection between strategic goals and market conditions, how scale impacts the effectiveness of an initiative, and the impact of ignoring scale effects, positive or negative, in strategic management. The case of AOL - Patch shows the challenges of growing a hyperlocal news web operation in a changing market landscape. AOL acquired Patch in 2009 and, within 3 years, expanded the operation to more than 800 sites nationwide without proving the profitability of the business model at any level. At the corporate level, AOL invested up to $300 million into the expansion of the Patch operation during this time period, with most of the expenses related to human resource acquisition. During this time, the hyperlocal news marketplace experienced intense change, mostly attributed to the decline of print media and the emergence of new distributors of local news. By the end of the case, after multiple years without profitability, the Patch operation was forced to reduce in size, laying off many workers and shutting down 30$20 billion opportunity in local market advertising throughout the US. The traditional business model for a hyperlocal operation is buoyed by advertising revenue. The outstanding question is how to find harmony between the operational model and the business model required to fund it. On the surface, it doesn\u27t seem that the revenue generated by standard online advertising mechanisms is sufficient to support continued operations of small independent sites or large regional or national networks of sites

Playing to Their Strengths: Strategies of Incumbent and Start-Up Firms in Web-Based Periodicals1

Emerging industry segments can be useful to study because they represent a setting that tends to exhibit considerable ambiguity and uncertainty (Aldrich & Fiol, 1994; Budros, 1993; Nelson & Winter, 1982). These conditions can be attributed to the early stages of the development of these segments, where much of the future 1Earlier drafts of these ideas were presented at the New York University Cultural Industries Conference, the 1997 Academy of Management Annual Meeting, and the 1997 Seybold Seminar, New York. We are grateful to Nigel Minors, Robert Panco, Jr., and Megumi Shimbaya for their assistance with data collection and coding

Playing to their strengths: Strategies of incumbent and start-up firms in web-based periodicals

Emerging industry segments can be useful to study because they represent a setting that tends to exhibit considerable ambiguity and uncertainty (Aldrich & Fiol, 1994; Budros, 1993; Nelson & Winter, 1982). These conditions can be attributed to the early stages of the development of these segments, where much of the future Earlier drafts of these ideas were presented at the New York University Cultural Industries Conference, the 1997 Academy of Management Annual Meeting, and the 1997 Seybold Seminar, New York. We are grateful to Nigel Minors, Robert Panco, Jr., and Megumi Shimbaya for their assistance with data collection and coding