Strategic & Innovation Management

first cycle, Master

Students:
- will have a working knowledge of the concept of strategy and strategic management in general business.
- are able to differentiate between the key concepts in the orientation of an organization - mission, vision and strategy.
- will be able to demonstrate knowledge and application of several well-known developmental and analytical strategic frameworks and be able to demonstrate their application to analyze, assess, and evaluate various situations.
- will have the ability to select and apply the lessons learned in solving problems and synthesize solutions to scenarios related to the management of sports, culture, and events.

not applicable

- Fundamental concepts of strategy and strategic innovation (general strategy)
- Key concepts of strategic positioning and general competitive strategy frameworks for industry analysis. (Michael Porter)
- Innovation strategy for creating unique products, services, and market positions (Blue Ocean Strategy)
- Tools for translating strategic vision into organizational action (The Balanced Scorecard, and others)

Kaplan, Robert S., & Norton, David P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, (July-August 2007), 150-161.
Kim, W. Chan., & Mauborgne, Renée (2004). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Harvard Business Review, (October 2004), 76-84.
Porter, Michael E. (1996). What is Strategy? Harvard Business Review, (November-December 1996), 61–78.
Porter, Michael E. (2008). The five competitive forces that shape strategy. Harvard Business Review, (January 2008), 78–93.
Porter, Michael E. (1980). Generic Competitive Strategies. In Competitive Strategy - Techniques for Analyzing Industries and Competitors (pp. 34-46). New York, NY: Free Press.

examination

English

3

20

2.0

integrated course

2

Team SCEM

vz.MS.3

integrated lecture

Compulsory

not applicable