The Department ofManagement and Strategy

What is Strategy?• Strategy, as defined at Kellogg, is the use of economics to help

organizations meet their objectives, while explicitly accounting for:1. Competition from other organizations. 2. The constraints placed on the organization by laws, regulations, and other

government policies.3. The individual incentives of the members of the organization.

• The most common application is the case of for-profit firms maximizing profits in the face of: 1. Competitive pressures from other firms, buyers, and suppliers. 2. Government policies toward the industry.3. Inherent conflicts in the goals and incentives of owners, managers, and

workers.

• However, strategy is also crucial for other organizations with their own unique objectives, including not-for-profit firms, schools, and government agencies. Studying strategy in these contexts is an active growth area for the department.

Who Are We?

• 20+ full and part-time faculty. Primary areas of research match up with the elements of strategy from the last slide:

1. Industrial organization economists, who study competition between firms.

2. Economists who study the constraints – government policies, taxes, legal institutions, contracts, etc. – that shape the rules of the competitive game.

3. Organization economists who look inside firms to study incentives, with special focus on ways to manage conflicts between owners, managers, and workers.

4. Public economists who study strategy in government agencies, schools, etc.

Examples of Faculty Research Topics

• Entry strategies in differentiated goods industries

• Capacity and pricing decisions in airlines

• Competition in high technology, “network” industries

• Effects of the quality of information on health care markets

• Competition and entry in “markets for ideas,” including the impact of patent laws

• The role of organizational structure in firm performance

• Strategic issues in litigation

2005 Stanley Reiter Best Paper Award

“Is More Information Better? The Effects of 'Report Cards' on Health Care Providers.”

2006-2007Management and Strategy

Courses

The Core Class• MGMT 431: Business Strategy

The Big 6• MGMT 452: Strategy & Organization

• MECN 441: Competitive Strategy and Industrial Structure

• SEEK 411: Strategic Management in Non-Market Environments

• INTL 460: International Business Strategy

• MGMT 463: Management of Technology

• MGMT 469: Empirical Methods in Strategy

MGMT 431: Business Strategy

Professor HubbardFall

Professor WatanabeFall

Professor MazzeoFall & Winter

Professor LenzoWinter & Spring

Professor MarkovichFall & Summer

MGMT 452: Strategy and Organization

Professor FongWinter

Professor Matouschek

Spring

Professor SpierWinter

ProfessorMarkovich

Fall

MECN 441: Competitive Strategy

Professor Satterthwaite

Fall

Professor Al-NajjarWinter

Professor DanaWinter

Professor BaligaSpring

SEEK 441 (formerly MGMT 450): Strategic Management in Non-Market Environments

Professor DiermeierFall

Professor HaiderSummer & Spring

Professor FeddersenFall

Professor HarstadWinter

Professor CallanderSpring

INTL 460: International Business Strategy

Professor SpulberFall

Professor SalvoWinter & Spring

MGMT 463: Management of Technology

Professor GreensteinFall

Professor SternWinter

MGMT 469: Empirical Methods in Strategy

Professor DranoveSpring

Professor DafnySummer

Other Popular Electives

• SEEK 470: Public Policy Analysis for Managers

• INTL 466: International Business Strategy in Non-Market Environments

• MGMT 932: Local Public Economics and Business Strategy

• MGMT 444: Health Care Economics and Strategy

• MGMT 939: Airline Economics, Management and Strategy

• MGMT 440: Human Resources Management

Professors of Other Popular Electives

Professor McGuire

MGMT 932 & SEEK 470Fall Spring

Professor Jones

INTL 466Winter

Professor Besanko

SEEK 470Spring