Course description
- Lecturer and Instructor: Dr. Sajad Rezaei
- Event type: Lecture + Exercise
- Displayed in timetable as: Int.Market Strat.
- Hours per week: 3
- Credits: 6,0
- Language of instruction: English
- Min. | Max. participants: - | -
Note: In your exam regulations, differing credits may have been specified.
Comments/contents| Kommentare/ Inhalte
The course focuses on market-oriented principles of international market strategies. It's about getting to know the basics of business and market strategies. Strategic business decisions like market selection, marketing mix, strategic market positioning are discussed with respect to well-established theory, models and empirical evidence. Theory and models are based on both a market and resource-based view on strategy and a behavioural oriented view. Case studies would be discussed to further elaborate the theoretical foundations. Therefore, the course focuses on:
- An in-depth understanding what strategy is all about.
- The core theoretical models and most important actors in strategy research.
- Important conceptual and methodological insights from marketing and strategic research.
- Marketing and branding as strategic forces in international markets.
- Interdisciplinary know-how which integrates the market and technology perspective.
Each lecture is accompanied by exercise (Übung). The exercises consists of student presentations explaining the content of the lecture in a business context, group presentation and case studies.
Learning objectives | Lernziel
After completing the course students would able to learn what's necessary to develop professional and sustainable market strategies; and transfer their knowledge to business decisions within an international business context. Students will gain interdisciplinary knowledge and know how to integrate market and technical oriented views. Moreover, students would get to know methodological approaches to explain market and strategic research. Students would able to use primary literature and they would know how to compare and critically discuss different scientific approaches within international market strategies. Using current business examples, case studies and scientific research aims for motivating students for a critical thinking, improving both analytical and discussion skills.
Didactic concept | Vorgehen
Lecture (2 SWS) and exercise (1 SWS)
Besides preparation, we highly recommend students to follow-up on every class to enhance learning processing of the content. The best way to do so is doing a recap together with other students on weekly basis. Besides recap, students should try to transfer the course content to real life problems to improve their application know-how. Discussing memorized contents facilitates the connection of scientific models and thoughts and leads to a quicker and more efficient way of answering exam questions.
Exam | Zusätzliche Hinweise zu Prüfungen
Final Exam (100%); and presence and active participation in exercises or “grade improvement” (10%). To pass the course, the final exam has to be passed at least with a 4.0. Exceptions like a Hausarbeit are not possible.
Please note: The “grade improvement” can only be applied if the exam has been passed successfully with a 4.0. The “grade improvement” can not be transferred to the next semester.
Relevance of Exam | Klausurrelevanz
We expect the students to know the learning contents of the lecture, the exercise, and the mandatory literature references. It is not sufficient to memorize the slides of the lecture only. Students rather should attend class regularly and prepare and follow-up its contents. Exam questions could possibly be derived from questions of the students.
After the evaluation of your exams, the exams won't be handed over to the students. Instead, we offer the students to have a look at them at our Chair. The date for inspection will be published on our homepage (see "Aktuelles") as soon as there is a concise date.
Literature
Main course textbook:
- Clegg, S.; Carter, C.; Kornberger, M.; Schweitzer, J. (2011) Strategy – Theory and Practice, SAGE Publications Ltd.
Supplemented by:
- Ansoff, H.I. (1965) Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion. New York: McGraw-Hill.
- Porter, M. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.
- Smith, W.K. and Lewis, M.W. (2011) ‘Toward a theory of paradox: A dynamic equilibrium model of organizing’, Academy of Management Review, 36: 381–403.
- Penrose, E.T. (2009) The Theory of the Growth of the Firm, with an introduction by C.N. Pitelis. New York: John Wiley and Sons.
- Camillus, J.C. (2008) ‘Strategy as a wicked problem’, Harvard Business Review, 86(5): 98–106.
- Cummings, S. and Daellenbach, U. (2009) ‘A guide to the future of strategy? The history of long range planning’, Long Range Planning, 42: 234–263.
- Furrer, O., Thomas, H. and Goussevskaia, A. (2008) ‘The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management’, Research International Journal of Management Reviews, 10(1): 1–23.
- Nag, R., Hambrick, D.C. and Chen, M.J. (2007) ‘What is strategic management, really? Empirical induction of a consensus definition of the field’, Strategic Management Journal, 28(9): 935–955.
- Isaacson, W. (2011) Steve Jobs: The Exclusive Biography. New York: Simon & Schuster.
- Kim, W.C. and Mauborgne, R. (2004) ‘Blue ocean strategy’, Harvard Business Review, October.
- Kim, W.C. and Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston: Harvard Business School Press.