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KEBU 2080A - Introduction to Corporate Strategy

Type d'enseignement : Lecture alone

Semester : Autumn 2018-2019

Number of hours : 12

Language of tuition : English



Course Description

Business strategy is the long-term orientation of value-creating activities. It equally involves intentional and rational decisions as well as emerging and incremental decisions whose goal is to develop, exploit, and protect a competitive advantage according given institutional and competitive dynamics. This course aims to provide students with an understanding of modern strategic problems faced by businesses and to give them a glimpse into the realities they would face as managers, entrepreneurs, executives, or consultants. By the end of the course, the students will be able to grasp strategic business challenges and define the conditions of development and maintenance of a competitive edge in business.


PICARD, Sébastien (Director of Development, A-Pro Mine Pte Ltd)

Pedagogical format

This course is structured in 6 lectures of 2 hours, covering the main domain of corporate strategy. In order to foster students' critical, complex and creative thinking, these classes will be based on both conceptual and practical development through critical analysis of core research papers in the domain of strategic management, real-life case analysis and exercises.

Course validation

Evaluation will be based on a group project (60%) and a final exam (40%). The group project will be composed by an analysis of one industry, a strategic assessment of one company within this industry (one per team member) and a strategic foresight of the evolution of this industry in the near future.


Students are required to read the two papers attached to each class. This work is absolutely necessary to develop the analytical skills and know-how needed to formulate and implement corporate strategy in professional settings. Students are expected to leverage this knowledge during the final exam.

Required reading

  • Barney, J. (1996). Looking inside for competitive advantage. The Academy of Management Executive, 9(4), 49-61.
  • Johnson, G., Whittington, R., Regnér, P., Scholes, K. & Angwin, D. (2017). Exploring strategy : Text and Cases, 11/E. London : Pearson.
  • Mazzucato, M. (Ed.). (2002). Strategy for business: a reader. London : Sage.
  • Porter, M. (1996). What is strategy?. Harvard Business Review, November-December
  • Whittington, R. (2002). Theories of strategy. In Maczzucato, M (Ed.) Strategy for business, PP. 32-58. London: Sage Publication

Additional required reading

  • D'Aveni, R. A. (2002). Competitive pressure systems: Mapping and managing multimarket contact. MIT Sloan Management Review, 44(1), 39.
  • D'Aveni, R. A. (2007). Mapping your competitive position. Harvard Business Review, 85(11), 110-20.
  • Grant, R. (2002). Analyzing the industry environment. In Maczzucato, M (Ed.) Strategy for business, pp. 32-58. London: Sage Publication
  • King, D. R., & Schriber, S. (2016). Addressing competitive responses to acquisitions. California Management Reviw, 58(3), 109-124.
  • Magretta, J. (2002). Why business models matter. Harvard Business School. May-June.
  • McGrath, R. G., & MacMillan, I. C. (2005). Marketbusting: Strategies for exceptional business growth. Harvard Business Review, March- April.
  • Porter, M. & Kramer (2006). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsability. Harvard Busisness Review, November-December.
  • Sull, D. N. (2007). Closing the gap between strategy and execution. MIT Sloan Management Review, 48(4), 30.