SOL4 Strategic Management

• Topics

  The purpose of SOL4 is to make the students better equipped to answer three of the most basic questions in business economics subjects: 1) Why are some companies successful, while others are not? 2) Why do such differences in performance persist for a long time in some cases, while in others, competitors quickly catch up? 3) And how can business managers use knowledge of the two preceding points to draw up strategies that will ensure that their company is as well-equipped as possible to deal with the possibilities and challenges they face?

  SOL4 Strategic Management is divided into three parts. In the first part, Strategic Analysis, the students will learn the most important theoretical mechanisms and practical frameworks that can be used to understand how and why differences in performance between and within industries can arise and persist. In the second part, Strategy Formulation, the students will learn to use the knowledge gained in the first part to formulate strategies for how companies can compete in a single-product market (business strategy) and which product markets the company should be represented in (group strategy). The third and final part, Strategic Implementation, deals with the challenges business managers encounter when implementing and putting company strategies into practice. After completing the course, the students will be better equipped to identify and analyse strategic alternatives, make sensible strategic choices and be knowledgeable about how strategic decisions can be implemented.

  SOL4 is an integration course that builds on a broad spectrum of courses that students have already taken in the bachelor’s degree programme in economics, including courses such as organisation and management, finance and microeconomy. Strategic Management places great requirements on the students' maturity and ability to make independent assessments about issues that do not have a straight answer. Through group-based case assignments, the students will be given an opportunity to apply theoretical tools in practice, both through written submissions and oral presentations.

  Course overview:

  • Competitive advantages, value added and value capture
  • Analysis of external competitive environments
  • Analysis of internal resources and activities
  • Business strategy: Positioning and innovation

  • Group strategy: M&As, vertical integration, diversification and international strategy
  • Implementation and effectuation of strategies 

• Learning outcome

  Knowledge - the candidate

  • has broad knowledge of key topics, theories, issues, tools and methods in the strategy discipline
  • can describe and explain the most important reasons for differences in performance between companies, both within and across industries
  • can describe and explain the most important reasons why differences can persist over time

  Skills - the candidate

  • can carry out analyses of companies' external competitive environment, internal resources and activities

  • can propose well-considered strategic choices at business entity and group level on the basis of a strategic analysis
  • can reflect on how to implement and effectuate strategic choices
  • can reflect over the ethical aspects of a strategy, and its implications for sustainability and the society.

  General competence - the candidate

  • has insight into relevant academic and professional ethical dilemmas

  • can plan and carry out varied work assignments and projects that take place over time, alone or as a member of a group, in line with ethical requirements and guidelines
  • can communicate about academic issues in the field