In the strategy major, we have developed four tracks to stimulate the students´ thinking around strategy and management. The first track, leadership and change, aims to engage the students in tackling real life management challenges by combining theory and practical cases and exercises. To understand how technological changes impact strategy and business models, we have a separate track for digitalization for growth. New data have given us unique opportunity to make in-depth advanced strategic analysis and we have developed a separate track where the students have the opportunity to conduct sophisticated strategic analysis. Finally, entrepreneurship involves challenges and opportunities that differ in important ways from those of established organizations. For students interested in the understanding why some entrepreneurs and some entrepreneurial ventures are more successful than others, we provide a track on entrepreneurship.

LEADERSHIP AND CHANGE

This track focuses on the challenges business leaders meet when they plan to implement or deploy strategies, how one should lead and develop the business's human resources, how one can carry out complex organizational changes and build relations and facilitate co-operations.

The track includes subjects such as negotiations, teams and team management, management and psychology, process management, human resource management, international management as well as management of change and innovation.

In this track we aim to develop the students' skills through innovative practice-based learning and the students are asked to take an active part in the courses through case discussions, role play, presentations and other exercises.

DIGITALIZATION FOR GROWTH

Digitalization is when managers use digital technologies to change a business model and provide new revenue and value-producing opportunities. Digitalizing a company can give you a competitive advantage by doing things better, faster, and cheaper than your competition.

The purpose of this track is to better understand the role of digitalization in spurring new and different business models in creating, delivering, communicating, and capturing value.

Firms that do this well deliver superior values to owners as evidenced by the 2019-list of the world's 10 most valuable firms who is dominated by platform companies with end-consumers as customers (b2c). In 2010 the same list was dominated by manufacturing firms with businesses as customers (b2b). Reflecting this trend, we will address issues pertaining to digital innovations for sustainable growth. This track consists of two MAIN themes: business models and value creation both in a digital context. To elaborate on the topics, literature from strategy, innovation, and marketing will be employed.

STRATEGIC ANALYSIS AND ANALYTICS

This track is about the information and understanding required to make strategic decisions, or to provide advice or input to decision-makers. To do so, it is important to understand the firm’s environment and the competitive- and collaborative interactions in that environment, as well as firm-specific sources of competitive advantage and disadvantage. Understanding the key mechanisms relevant to competition, collaboration, co-opetition and competitive advantage is the subject of strategic analysis. However, strategic decision-making is also about extracting decision relevant information from data that leverages the understanding provided by strategic analysis. This is the subject of business analytics. Analytics is about how data can be analyzed and used - in practice.

In combination analysis and analytics provide students with the necessary tools for strategic decision making and/or decision support.

ENTREPRENEURSHIP

Technological advancements, globalization, and the quest to build a more sustainable society challenge organizations, industries and national economies needs to be on constant alert to explore, develop and exploit new business opportunities. So, if you are eager to start and grow your own business, or have the ambition to renew and scale up existing organizations, this track in Strategic Entrepreneurship should be your first choice.

This track provides you with a strong theoretical foundation in understanding processes of innovation and entrepreneurship as well as with an entrepreneurial skillset, which emphasizes interpersonal skills, the ability to think critically and creatively, as well as improve your decision-making skills in the context of uncertainty. This skillset is relevant whether you have the ambition to become an entrepreneur, join a startup and scale up, or even seek a job in a well-established organization. These skills are in high demand in the current job market where recruiters seek individuals that are self-driven with an entrepreneurial drive.

This track provides you with the relevant knowledge, skills and competences through an active student-centered learning approach. You will combine theories on strategic entrepreneurship and innovation with case- and practice-based learning where you have the opportunity to collaborate with real organizations, both startups and established firms, on real organizational challenges. We also encourage our students to establish their own firms.

The strategy major consists of four building blocks; Mandatory courses, specialization, exchange/electives, and the master thesis.

There are two mandatory courses in the major, STR 404 Strategic Analysis and STR 402A Business Research Methods. We recommend that students use the tracks as guidance for their specialization, but students are also free to choose other course combinations.

N means that the course is taught in Norwegian,

* means that there is a cap on number of students

Italics means that the course in recommended in more than one track

LEADERSHIP AND CHANGE

STR 425 Negotiations (N*)

STR 437 Team and team management (N)

STR 460 Managing change and innovation (*)

STR 456 Leadership and psychology (N)

STR 447 Strategic HR (N)

STR 435 Personnel Economics

STR 445 Human capital, mobility and diversity

STR 461 Strategic and political communication

DIGITALIZATION FOR GROWTH

STR 463 Strategy and Technology

STR 453 Digitalization (N)

STR 462 Applied digitalization

STR 459 Artificial Intelligence and robotization (N*)

STR 446 Business process management

BUS 446 Sustainable Business Models

BUS 473 Platform-based business models

NBD 413 Technology adoption and consumer psychology

MBM 431 Commercialization of Innovation

ETI 450 Corporate social responsibility

STRATEGIC ANALYSIS AND ANALYTICS

STR 404 Strategic analysis

STR 421 Competitive strategy

BUS 475 Competition strategy

STR 452 Strategy with finance

BUS474 Innovation and Intellectual Property

BUS 473 Platform-based business models

BAN 401 Applied programming and data analytics for business

BAN 404 Predictive analysis with R

BAN440 Data-driven business analysis

ENTREPRENEURSHIP

NBD 405 Entrepreneurship and business model design

NBD 406 Strategic Entrepreneurship

NBD 413 Technology adaption and consumer psychology

FIE 457 Entrepreneurial Finance

MBM431 Commercialization of Innovation

BUS 473 Platform-based business models

STR 425 Negotiations (N*)

KNOWLEDGE

K1: Have updated knowledge about and an overview of theory and research on strategy, and management

K2: Have in-depth knowledge of theory and research in the chosen specialization

K3: Have sound knowledge of empirical methods and ethics, responsibility, and sustainability

SKILLS

S1: Be capable of keeping up to date with and making use of new knowledge in the field throughout their professional career

S2: Have acquired good analytical and methodological skills

S3: Have learned how to work independently on advanced problems in the field of either strategy, organisation or management

GENERAL COMPETENCE

G1: Be capable of communicating and cooperating with both specialists and others on questions relating to strategy and management

G2: Have acquired knowledge about and the ability to reflect on and take account of sustainability, responsibility, and ethical issues in connection with strategy, organisation and management

G3: Be capable of using knowledge about strategy, organisation and management to contribute to original thinking and innovation

You are required to take at least 7.5 ECTS in Ethics, Social Responsibility and Sustainability (ERS). You can choose any course at NHH’s list of ERS courses. You can choose whether to fulfill the ERS requirement within your major, or as part of your minor, or as one of your elective courses.     

The following courses are approved as ERS courses within this major:

• ETI450 Corporate Social Responsibility 
• BUS446 Sustainable Business Models

See list of all ERS courses

Sustainability is a central theme in all our courses. We typically discuss how companies can be more sustainable, which may also lead to a competitive advantage. Sustainability is important in leadership, strategy formulation, organizational design, governance, business models, innovation, technology, etc., which are all central themes in the strategy and management profile.

As an NHH student you have excellent opportunities to gain valuable international experience during your studies through semester exchange, the Double Degree program, CEMS, Engage.EU, Intern Abroad, and summer courses.

Many of our students work abroad and are internationally recruited.

Read more about international opportunities

With the Strategy and Management profile graduate, you have numerous career possibilities. We find that our students work as Consultants, managers, advisors, entrepreneurs, HR managers, or leaders.

Read more 

COURSES IN STRATEGY AND MANAGEMENT MINOR

To take Strategy and Management as a minor, you need 22.5 ECTS from the profile’s portfolio of courses.

MINOR IN STRATEGY AND MANAGEMENT 

MINIMUM ONE  

NBD405 Entrepreneurship and business model design

STR404 Strategic Analysis

STR452 Strategy with Finance

STR460 Managing Change and Innovation

ELECTIVES  

BAN401 Applied Programming and Data Analysis for Business 

BAN404 Predictive Analytics with R

BUS446 Sustainable Business Models

BUS473 Platform-based Business Models

BUS475 Competition Strategy (N)

BAN440 Data Driven Business Analysis

ETI450 Corporate Social Responsibility

FIE457 Entrepreneurial Finance

MBM431 Commercialization of Innovations

NBD413 Technology Adoption and Consumer Psychology 

STR402A Methodology for Master Thesis

STR421 Competitive Strategy

STR425 Negotiations

STR435 Personnel Economics

STR436 Leadership and Organizational Decision Making 

STR437 Team and Team Management (N)

STR445 Human Capital, Mobility and Diversity in Firms

STR446 Business Process Management (N)

STR447 Strategic HR

STR453 Digitalization 

STR455 Developing Competitive Advantage in Knowledge Intensive Firms (N) 

STR456 Leadership and Leader Psychology (N) 

STR459 Artificial Intelligence and Robotics

STR461 Strategic and Political Communication

STR462 Applied Digitalization