BUS 189Capstone Seminar in

Strategic Management

Simon Rodan, PhD

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Useful information

• Course home page: http://

strategy.sjsu.edu/simon.rodan/

• Email: simon.rodan@sjsu.edu

• Skype simonrodan

• Office: BT 457

• Office Hrs: Thursday 4:30-5:30pm

Program Level Learning ObjectivesTo sharpen your ability to think critically, logically and strategically.

To diagnose business situations from a strategic perspective.

Course Learning ObjectivesLearn to apply some simple theories to complex real world situations

Required Text

Rothaermel, Frank, Strategic Management: Concepts and Cases, McGraw Hill ISBN-13: 978-0-078-11273-7

EvaluationMid-term exam (25%)

Simulation (50%)

Peer 360 evaluation (15%)

Other (10%)

Course overview

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What is Strategic Management

1. Analysis

• Strategy content

• The focus of this class

2. Formulation (and assessment)

• Innovation

• Experience

3. Implementation

• Strategy process

Main Topics

• Review of some microeconomics• Value creation and appropriation • Basic analytical frameworks

– External (industry level) analysis– Internal (firm level) analysis

• Tactics– Choosing a generic strategy– Horizontal integration– Harnessing functional activities

• Crossing industry boundaries– Vertical Integration – Diversification

• Porter’s 6th force – network externalities

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What Are Employers Looking For…

• “Intellectual curiosity”

– Learning doesn’t stop when you leave school. Employers want people who will continue to learn the rest of their working lives.

• Hiring is an exercise in risk management

– Starting with name recognition

• A degree that means something

– If everyone from the COB got an ‘A’, NO ONE from the COB would get an interview

School

Past employer

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More comments from employers

• “Must be able to hold my interest”

– Busy people have short attention spans

• “Must be able to carry a thought”

– Articulate a logical argument

• Need good quantitative skills (even in HR)

• Display leadership in a team

• Behavioural Flexibility

– Be able to ‘fit in’

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