This course explores theories and practices of strategy, how strategy work is actually accomplished  and how strategy interacts with organization and leadership. The course deepens students’ understanding of the key themes of strategy, organization and leadership by focusing on practices and processes of strategizing. Understanding strategy theory and how strategy work is actually done in organizational contexts includes a critical discussion of the following topics:

• Principles and theories of strategy
• Practices, technologies and tools that contribute to an effective strategy process
• Stakeholder engagement in the strategy process
• The relationship between strategy and internal cultural change
• Issues of politics and power that are entangled in the strategy process
• The interface between strategy and leadership in organizations

By engaging with this case and this course, students will:

• Critically analyse and assess theories of strategy
• Understand how strategy works in practice
• Develop awareness of organizational, cultural, and political dimensions of strategy work   
• Acquire increased awareness of the unintended consequences and paradoxes of strategy  
• Be able to critically reflect on strategic leadership
• Develop social and communication skills through class discussion, group work and case presentations

Attendance is mandatory in all units that are held in presence mode on campus as well as in all synchronously held online units of the course. Justified and pre-announced absences of no more than 20% of the mandatory teaching hours will be tolerated.

Based on theory inputs the course focuses on understanding and utilizing strategy in practice. Participants will work with case studies and discuss in groups how to translate and apply learnings into organizational contexts. Thinking out loud (text-based reflection, discussion etc) will alternate with working out loud (case work, presentation etc) with the aim to design an intellectually challenging and practically useful learning experience.

Please note that it is not permitted to use artificial intelligence (AI) especially “ChatGPT” in our SBWL courses. In specific sessions the use of AI may be scheduled. This will be explicitly announced by the course instructor.

100% = 100 points; minimum requirement > 60 points
The final grade of the course will depend on three elements:

Element 1: 40% mid-term strategic case analysis (individual assessment)

• After the first part of the course you should write a strategic analysis of a case study (max 1,000 words). You should use two of the four perspectives that we discuss in the “key moments of strategy theory” sessions. 
• Marking criteria: Use of perspectives and analytical rigour (40%); mobilization of case study and fit between theory and case (40%); criticality, argumentation and form (20%)
• Deadline: 15.11.2024, 9am

Element 2: 40% Group presentation in final session on a strategic analysis of a live case study (group assessment)

• In groups you should find an organization and analyse its strategy. You should study available documentation (reports, newspaper articles, websites etc) of the case organization. The analysis should use perspectives discussed in class to make sense of the case. It should also contain a critical assessment of the status quo and recommendations how to improve the strategy process. You will present your analysis in the last session (10 minutes, max 10 slides).
• Marking criteria: Use of perspectives and analytical rigour (30%); case study and empirical depth (30%); criticality and recommendations (30%); argumentation and form (10%)
• Deadline: 27.11.2024, 9am

Element 3: 20% Individual reflection paper on group presentation (individual assessment)

• After Session 3 you should write a critical reflection paper that highlights what you learnt from the case study, the presentation and the feedback you received. Your critical reflection paper should be no longer than 500 words. In terms of structure the paper might outline (1) your learnings and (2) possibilities to improve the work presented in your group.  
• Marking criteria: Criticality of reflection (40%); creativity to improve case work (40%); argumentation and form (20%)
• Deadline: 13.12.2024, 9am

Please note that written assignments have to be uploaded on time onto learn@WU. Late submission will result in a deduction of points.

Grades  Points
    1         90-100
    2         80-89
    3         70-79
    4         60-69
    5           0-59

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Institute for Ethics in Management

by e-mail: Martin Kornberger

Please ensure to engage with the materials listed for each sessions prior to the meetings in class.