2106 Strategic Management
Dr. Barbara Müller-Christensen, Mag.Mag. Katharina Musil
Weekly hours
Language of instruction
09/12/22 to 09/15/22
Registration via LPIS
Notes to the course
This class is only offered in winter semesters.
Subject(s) Master Programs
Day Date Time Room
Thursday 10/20/22 12:00 PM - 04:00 PM TC.4.04
Friday 10/21/22 09:00 AM - 06:00 PM D3.0.218
Friday 12/16/22 09:00 AM - 06:00 PM Online-Einheit
Thursday 01/12/23 11:30 AM - 03:30 PM Online-Einheit

In a dynamic and turbulent environment, innovation and change is necessary for gaining and sustaining competitive advantage. However, in addition to introducing novelties, organizations have to exploit their current business models. In this course, we investigate how firms learn strategically by exploiting existing capabilities for remaining successful in current markets based on established technologies or business models, while facilitating exploration to develop new capabilities to grasp future opportunities.

The seminar aims at discussing current topics in the field of strategic learning including leadership, HRM, organizational learning and change management. During the course we answer questions such as "Why is innovation and change often difficult for established organizations?", "What can prevent innovative organizations from implementing the new into an existing business model?", "What is the role of leadership in creating organizational adaptability and development?". In answering these questions, we combine theoretical inputs with practical insights and analyses.

Learning outcomes

The seminar builds upon the basic knowledge in the field of organizational learning and strategic management. After completing the seminar, students are able to contribute to the theoretical discussion in their field and to derive practical insights for their business career as leaders, consultants, and trainers. In particular, they gain knowledge to analyze, to design, and to govern change and learning processes in organizations to achieve strategic objectives.

Attendance requirements

Continuous assessment courses (PI) are high-interactive courses. Attendance is a firm requirement of this course, as many of the learning experiences take place during class and through interactions with peers. Students should come to each class prepared to discuss the assigned readings and to actively participate in class activities and discussion. Students are asked to be respectful of the classroom environment and the time of the instructor and other students. Surfing the Internet, text messaging, and other similar disruptions to the class will have an impact on the participation component of your grade.

Students must be present for at least 80% of the scheduled sessions. Students who fail to meet the attendance requirement will be de-registered from the course. According to WU regulations, valid reasons for missing scheduled sessions are those outside the control of the student (illness, accident, death of a close relative). Professional and work obligations are not valid reasons, as students have the course schedule in advance and should be able to plan accordingly.

Teaching/learning method(s)

The main didactical foundation of this course is enabling interactive learning by combining theory presentations, experiences through exercises and case-study based teaching accompanied by reflections and discussions.


The main didactical foundation of this course is enabling interactive learning by combining theory presentations, experiences through exercises and case-study based teaching accompanied by reflections and discussions.

Based on two individual and two group assessment categories. In order to pass the course at least 61% of the points need to be achieved.

Presence and active participation in class is expected.

  • Attendance and active participation (15 points)
  • Individual reflection report (30 points)
  • Presentation of group work in class (20 points)
  • Post-module assignment – Seminar thesis (35 points)


Prerequisites for participation and waiting lists

Successful completion of the course "Introduction to Management"

This course builds on the knowledge content of the bachelor's degree. It has a dedicated scientific character and ties in with the current state of scientific research.

1 Author: Edmondson, A., Bohmer, R. & Pisano, G.

Speeding up team learning

Publisher: Harvard Business Review 79: 125-132
Year: 2001
2 Author: Garaus, Christian, Güttel, Wolfgang H., Konlechner, Stefan W., Koprax, Irina, Lackner, Hubert, Link, Karin and Müller, Barbara

Bridging knowledge in ambidextrous HRM systems: Empirical evidence from Hidden Champions

Publisher: International Journal of Human Resource Management 27: 355-381
Year: 2016
3 Author: O'Reilly, C.A., & Tushman, M.L.

Organizational ambidexterity: Past, present, and future.

Publisher: Academy of Management Perspectives 27: 324-338
Year: 2013
4 Author: Sydow, J., Schreyögg, G. & Koch, J.

Organizational path dependence: Opening the black box

Publisher: Academy of Management Review 34: 689-709
Year: 2009
5 Author: Uhl-Bien, Mary and Arena, Michael

Leadership for organizational adaptability: The theoretical synthesis and integrative framework.

Publisher: The Leadership Quarterly 29: 89-104
Year: 2018
Availability of lecturer(s)
Last edited: 2022-04-20