MGT 4195 - Strategic Management
This course provides you with tools to think systematically about the factors affecting firm performance: industry conditions, firms' resources and capabilities, and opportunities for securing competitive advantage. We will discuss both business strategy (how to compete in a given market) and corporate strategy (which markets to compete in). Learning methods may include lectures and guest lectures, case discussions, interactive exercises, and debates. Finally, as a member of a team of "managers", you will run a computer-based business simulation, which provides you with an opportunity to implement and execute a chosen strategy in a competitive environment. In doing so, you will need to integrate knowledge gained in other management courses including finance, marketing, operations, accounting, and human resources management. Pre-reqs: MGT 3062, MGT 3101, MGT 3300, MGT 3501.
MGT 3661 - Advanced Topics in International Business
In today’s job market, it is essential to have a global perspective. This course is specifically designed to prepare the student for an internationally mobile career in a variety of fields; it equips the student with both “state of the art” material and real-world experience in the form of knowledgeable expert guest speakers, cross-cultural exercises, targeted cases, and course participation in X-Culture, a global initiative where students from around the world collaborate in multinational teams of 7 (each student from a different country) to complete a business proposal for an international company. MGT 3661 is a unique experience, and can give you a competitive edge in the fast changing global workforce.
MGT 3662 - Management in the Healthcare Sector
(Previously taught as MGT 4803 Management in the Healthcare Sector. No credit allowed for both).
This course will explore the healthcare sector in its most comprehensive sense. It will analyze the healthcare “system” across the continuum of patient care – from prevention, to early detection, to diagnosis and treatment, to palliative care. Students will gain exposure to and knowledge of the many components of the industry, including issues in finance, accounting, supply chain, organizational behavior, strategy, healthcare IT, regulatory policy, and manpower planning and development. Emphasis will be placed on where contemporary management practice can engage for improvement, within the limits allowed by the exercise of clinical judgment.
MGT 3663 - Technology Strategy
(Previously taught as MGT 4803 - Technology Strategy. No credit allowed for both).
Just like financial and human resources, technology has critical importance in organizations, and the management of technology is a basic business function. Just as we need financial or human resource strategies, organizations need to develop a technology strategy, which serves as a basis for the overall company strategy.
In this course, technology strategy will be studied by analyzing the economic and strategic factors that guide – or should guide - firms’ decisions regarding the generation, commercialization, protection, and adoption of technological innovations. The emphasis is on the development and application of economic and strategy tools which are critical for insightful long term planning when deciding the sources of innovation (internal vs. external), how much to invest in internal R&D, whether to seek intellectual property protection, whether to develop and commercialize an invention in house or sell it through arm’s-length licensing contracts, or other cooperative strategies such as joint ventures or the sale of a technology-based firm’s equity. Technology markets are analyzed from both a seller’s and buyer’s perspective. Internal technology commercialization may entail the exploitation of first mover advantages or specialized downstream capabilities. Other topics covered include the analysis of situations, increasingly observed in several high-tech industries, where firms create and accumulate technological innovations without exploiting them directly, using them rather for technological negotiations with other firms or for preempting potential rivals from entering an industry.
(Previously taught as MGT 4803 - Business Forecasting. No credit allowed for both).
This course is designed to provide the tools necessary to conduct forecasting in an uncertain business environment. The course will begin with an overview of multiple regression, however the primary focus is time series analysis. Time series analysis uses past behavior of data to forecast future values. Topics include modeling and forecasting trends and seasonality, characterizing cyclical data, forecasting cycles and modeling volatility.
MGT 4803 - Game Theory for Managers
This course introduces Game Theory. It is designed to provide business undergraduate students with an understanding of the theory of non-cooperative games. We will cover the main forms of representing a game as well as the techniques to solve games. An important part of this course will be dedicated to applications in managerial decision making. For instance, we will examine the behavior of firms in oligopoly and analyze industrial and corporate policies in an international environment.
MGT 4803 - Intellectual Property Strategy
This course is a special topics course in firm strategy, surveying the economic, management, and legal issues associated with the protection of intangible assets by the modern firm, and the capturing of competitive advantage from innovation. The course is designed both to teach and foster discussion about important topics associated with the strategic management of intellectual property (including protection strategies, enforcement and litigation, IP monetization, startups and entrepreneurship, university technology transfer, and managing the large-company portfolio, among others), but also to give the student a formal experience in analyzing the way in which legal, technological, and competitive realities dictate the modern company’s IP environment. The grading for the course is based upon written and spoken components.
MGT 4803 - New Venture Strategies
This course is about creating ventures that are (1) based on or enabled by technological innovation and (2) launched as startups or formed within companies. While covering the venture creation and innovation process from conception to execution, the course emphasizes venture strategy for entrepreneurs, managers, and leaders. MGT 6165 takes a multidisciplinary approach to the theory and practice of venture creation. Objectives of the course are to help students (1) understand and apply the strategic process of venture creation and (2) improve their skills in generating and finding ideas for new ventures, creating and identifying opportunities, evaluating venture proposals, designing and planning ventures, organizing resources, staffing ventures, building teams, communicating persuasively (in oral and written formats), and developing systems to control risk and enable growth. The course involves case studies, exercises, and lectures.
MGT 4803 - Strategic Entrepreneurship
This course’s objective is to hone your skills in using tools and frameworks of strategic analysis to analyze strategic problems and to formulate recommendations for entrepreneurial firms. It will not cover business plan development, entrepreneurial finance, or strategy implementation and is thus a complement to (rather than substitute for) courses focusing on these issues. Prior or simultaneous completion of Strategic Management 4195 is strongly recommended but not a formal requirement.
Today’s entrepreneurs and managers need to be able to recognize opportunities and cope with challenges created by technological developments, and entrepreneurial activity is particularly important in technology-intensive industries. As such, this course will focus primarily – though not exclusively – on technology-based startups. This course covers three broad sets of topics:
- Strategic perspective on the entrepreneurial process. The first part of the course applies a strategic lens to key issues facing aspiring entrepreneurs and new ventures, including the creation and evaluation of opportunities, strategies to deal with uncertainty, the acquisition and development of resources and capabilities, and challenges in growing the firm.
- Competition and strategic interactions. The second part focuses on the external environment and on strategic interactions with competitors. We will consider strategies to overcome barriers to entry, to compete against well-resourced incumbents, challenges and opportunities in markets characterized by network effects, and strategies to sustain competitive advantage over time.
- Cooperation, open innovation, and crowd-based business models. Complementing the traditional strategy focus on competition, the third part considers cooperative strategies in broader networks of players. Among others, we will analyze when startups should cooperate with incumbents in bringing technologies to market, or how entrepreneurs can prosper within broader business eco-systems. We will also discuss emerging developments in crowdsourcing, crowdfunding, and open source production, many of which involve particularly high degrees of “openness” and cooperation.