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RASM 685: Advanced Strategic Management: Theory and Practice Report a Broken Link

Competition is an unavoidable part of organizational life. For-profit, non-profit, or public sector, it really makes no difference. If an organization is to survive, let alone thrive, it must compete with other organizations – both real and imagined – to secure the resources it needs to fulfill its mandate, both now and in the future. Consider the following: Every dollar of revenue an organization receives comes at the expense of another business, cause, or department. Every dollar it saves in expenditures could have gone to its suppliers. Everything it procures from those suppliers increases demand and, in the process, the prices other organizations will have to pay for those supplies. What this reveals is that, for organizations, competition is both ubiquitous and unavoidable.

The goal in Advanced Strategic Management: Theory and Practice (RASM-685) is to provide students with tools and tendencies that will increase their capacity to cope with these competitive forces. In simple terms, students will learn how to improve their strategic thinking and management. Strategically managed organizations have a clearly defined and widely disseminated strategy that guides everything they do. Their managers monitor and anticipate changes in their environments and their competitors’ strategies so they can respond accordingly. Simply put, these organizations are managed proactively.

Week 1

Required Readings/ Assignments
Reading 1 by Mauws, M. K. will be posted in the RASM-685 Coaches' Corner.
Reading 2 by Mauws, M. K. will be posted in the RASM-685 Coaches' Corner.
Supplementary Readings
D’Aveni, R. A., Dagnino, G. B., & Smith, K. G. (2010). The age of temporary advantage. Strategic Management Journal, 31(13), 1371-1385.
Hambrick, D. C., & Fredrickson, J. W. (2001). Are you sure you have a strategy? Academy of Management Executive, 15(4), 48-59.
Javidan, M. (1998). Core competence: What does it mean in practice? Long Range Planning, 31(1), 60-71.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 50-59.
Kaplan, R. S., & Norton, D. P. (2004). Strategy maps. Strategic Finance, 85(9), 27-35.
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86-92.
Markides, C. (2004). What is strategy and how do you know if you have one? Business Strategy Review, 15(2), 5-12.
Miller, D., Eisenstat, R., & Foote, N. (2002). Strategy from the inside out: Building capability-creating organizations. California Management Review, 44(3), 37-54.
Mintzberg, H. (1987). The strategy concept I: Five Ps for strategy. California Management Review, 30(1), 11-24.
Porter, M. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press.
Porter, M. (1985). Competitive advantage: Creating and sustaining superior performance. New York: Free Press.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91.
Richardson, J. (2008). The business model: An integrative framework for strategy execution. Strategic Change, 17(5/6), 133-144.
Rumelt, R. P., Schendel, D., & Teece, D. J. (1991). Strategic management and economics. Strategic Management Journal, 12, 5-29.

Week 2

Required Readings/ Assignments
Reading 3: Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135.
Reading 4 by Mauws, M. K. will be posted in the RASM-685 Coaches' Corner.
Reading 5 by Mauws, M. K. will be posted in the RASM-685 Coaches' Corner.
Reading 6: Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137-145.
Supplementary Readings
Banerjee, S. B. (2011). Embedding sustainability across the organization: A critical perspective. Academy of Management Learning & Education, 10(4), 719-731.
Carver, J. (2006). Boards that make a difference, (3rd Edition). San Francisco, CA: John Wiley & Sons.
Collins, J. C., & Porras, J. I. (1991). Organizational vision and visionary organizations. California Management Review, 34(1), 30-52.
Collins, J. C., & Porras, J. I. (1995). Building a visionary company. California Management Review, 37(2), 80-100.
Governance Metrics International.http://www3.gmiratings.com/index.php
Haugh, H. M., & Talwar, A. (2010). How do corporations embed sustainability across the organization? Academy of Management Learning & Education, 9(3), 384–396.
Institute of Corporate Directors. www.icd.ca
Jaakson, K. (2010). Management by values: Are some values better than others? The Journal of Management Development, 29(9), 795-806.
Kantabutra, S., & Avery, G. C. (2010). The power of vision: Statements that resonate. Journal of Business Strategy, 31(1), 37-45.
Jegers, M. "Corporate" governance in nonprofit organizations. Nonprofit Management & Leadership, 20(2), 143-164.
Mirvis, P., Googins, B., & Kinnicutt, S. (2010). Vision, mission, values: Guideposts to sustainability. Organizational Dynamics, 39(4), 316-324.
Mullane, J. V. (2002). The mission statement is a strategic tool: When used properly. Management Decision, 40(5), 448-455.
Pearce, J. A., & David, F. (1987). Corporate mission statements: The bottom line. Academy of Management Executive, 1(2), 109-116.
Post, J. E., Preston, L. E., & Sachs, S. (2002). Managing the extended enterprise: The new stakeholder view. California Management Review, 45(1), 6-28.
Pugliese, A., Bezemer, P., Zattoni, A., Huse, M., Van den Bosch, F. A. J., & Volberda, H. W. (2009). Boards of directors’ contribution to strategy: A literature review and research agenda. Corporate Governance: An International Review, 17(3), 292-306.
Want, J. H. (1986). Corporate mission: The intangible contributor to performance. Management Review, 75(8), 46-50.
Gillespie, A. (2012). Additional chapter on business strategy (Sections L, M, N, and O). Retrieved from Online Resource Centre accompanying Foundations of economics (2nd Ed.):http://oup.com/uk/orc/bin/9780199586547/01student/additional/index.htm
Gillespie, A. Additional chapter on business strategy (Sections J and K). Retrieved from Online Resource Centre accompanying Foundations of economics (2nd Ed.):ttp://oup.com/uk/orc/bin/9780199586547/01student/additional/index.htm
Porter, M. E. (1987). From competitive advantage to corporate strategy. Harvard Business Review, 65(3), 43-59.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press.
Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256-280.
Kaplan, R. S., & Anderson, S. R. (2004). Time-driven activity-based costing. Harvard Business Review, 82(11), 131-138.
Miller, D., Eisenstat, R., & Foote, N. (2002). Strategy from the inside out: Building capability-creating organizations. California Management Review, 44(3), 37-54.
Miller, D., & Shamsie, J. (1996). The resource-based view of the firm in two environments: The Hollywood film studios from 1936 to 1965. Academy of Management Journal, 39(3), 519-543.
Pil, F. K., & Holweg, M. (2006). Evolving from value chain to value grid. MIT Sloan Management Review, 47(4), 72-80.
Porter, M.E. (1985). Chapter 2: The value chain and competitive advantage. In Competitive advantage: Creating and sustaining superior performance. New York: Free Press
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.

Week 3

Supplementary Readings

Chakravarthy, B., & Lorange, P. (2007). Profit or growth? Why you don’t have to choose. Harlow, England: Wharton School Publishing.
Harrigan, K. R. (1980). Strategy formulation in declining industries. Academy of Management Review, 5(4), 599-604.
Porter, M. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
Atkinson, H. (2006). Strategy implementation: A role for the balanced scorecard? Management Decision, 44(10), 1441-1460.
Bible, L., Kerr, S., & Aznini, M. (2006). The balanced scorecard: Here and back. Management Accounting Quarterly, 7(4), 18-23.
Buytendijk, F., Hatch, T., & Micheli, P. (2010). Scenario-based strategy maps. Business Horizons, 53(4), 335-347.
Huffman, B. J. (2004). Why environmental scanning works except when you need it. Business Horizons, 47(3), 39-48.
Kaplan, R. S., & Norton, D. P. (1993). Putting the balanced scorecard to work. Harvard Business Review, 71(5), 134-147.
Kaplan, R. S., & Norton, D. P. (1996a). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75-85.
Kaplan, R. S., & Norton, D. P. (1996b). Linking the balanced scorecard to strategy. California Management Review, 39(1), 53-79.
Kaplan, R. S., & Norton, D. P. (1996c). The balanced scorecard: Translating strategy into action. Cambridge, MA: Harvard Business School Press.
Kaplan, R. S., & Norton, D. P. (2000). Having trouble with your strategy? Then map it. Harvard Business Review, 78(5), 167-176.
Kaplan, R. S., & Norton, D. P. (2004b). The strategy map: Guide to aligning intangible assets. Strategy & Leadership, 32(5), 10-17.
Kaplan, R. S., & Norton, D. P. (2004c). How strategy maps frame an organization’s objectives. Financial Executive, 20(2), 40-45.
Kaplan, R. S., & Norton, D. P. (2004d). Strategy maps: Converting intangible assets into tangible outcomes. Cambridge, MA: Harvard Business School Press.
Kaplan, R. S., & Norton, D. P. (2008). Mastering the management system. Harvard Business Review, 86(1), 62-77.
Lawrie, G., & Cobbold, I. (2009). Development of the 3rd generation balanced scorecard. Unpublished working paper. Berkshire, UK: 2GC Limited.
Muralidharan, R. (2004). A framework for designing strategy content controls. International Journal of Productivity and Performance Management, 53(7), 590-601.
Picken, J. C., & Dess, G. G. (1997). Out of (strategic) control. Organizational Dynamics, 26(1), 35-48.
Scholey, C. (2005). Strategy maps: A step-by-step guide to measuring, managing, and communicating the plan. The Journal of Business Strategy, 26(3), 12-19.
Sheehan, N. T. (2010). A risk-based approach to strategy execution. The Journal of Business Strategy, 31(5), 25-37.
Business: The trouble with outsourcing; Schumpeter. (2011, July 30). The Economist, 400, 64.
Berry, H. (2010). Why do firms divest? Organization Science, 21(2), 380-396.
Boyd, D. P. (2011). Lessons from turnaround leaders. Strategy & Leadership, 39(3), 36-43.
Day, G. S. (2006). Aligning the organization with the market. MIT Sloan Management Review, 48(1), 41-49.
Hambrick, D. C., & Fredrickson, J. W. (2001). Are you sure you have a strategy? Academy of Management Executive, 15(4), 48-59.
Lawrence, T. B., Dyck, B., Maitlis, S., & Mauws, M. K. (2006). The underlying structure of continuous change. MIT Sloan Management Review, 47(4), 59-66.
Mankins, M. C., Harding, D., & Weddigen, R. (2008). How the best divest. Harvard Business Review, 86(10), 92-99.
Moschieri, C., & Mair, J. (2008). Research on corporate divestitures: A synthesis. Journal of Management & Organization, 14(4), 399-422.
Nees, D. (1981). Increase your divestment effectiveness. Strategic Management Journal, 2(2), 119-130.
Pryor, M. G., Anderson, D., Toombs, L. A., & Humphreys, J. H. (2007). Strategic implementation as a core competency: The 5P’s model. Journal of Management Research, 7(1), 3-17.
Tadelis, S. (2007). The innovative organization: Creating value through outsourcing. California Management Review, 50(1), 261-277.
Worley, C. G., & Lawler, E. E. (2006). Designing organizations that are built to change. MIT Sloan Management Review, 48(1), 19-23.

Week 4

Supplementary Readings
Hammond, J. S., Keeney, R. L., & Raiffa, H. (1998). Even swaps: A rational method for making trade-offs. Harvard Business Review, 76(2), 137–149.
Mauborgne, R., & Chan Kim, W. W. (1997). Fair Process: Managing in the knowledge economy. Harvard Business Review, 75(4), 65-75.
Lovett, P. D. (1988). Meetings that work: Plans bosses can approve. Harvard Business Review, 66(6), 38–44.
Williams, G. A., & Miller, R. B. . (2002). Change the way you persuade. Harvard Business Review, 80(5), 65–73.

Week 5

Week 6

Required Readings/Assignments
Reading 7: Harrigan, K. R., & Porter, M. E. (1983). End-game strategies for declining industries. Harvard Business Review, 61(4), 111-121.
Reading 8: Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: From theory to practice. California Management Review, 47(3), 105-121.

Week 7

Required Readings/ Assignments
Reading 9: Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard–measures that drive performance. Harvard Business Review, 70(1), 71–79.
Reading 10: Springman, J. (2011, January 31). Can we not improve on the balanced scorecard? Message posted to http://www.jackspringman.com/strategy/can-we-not-improve-on-the-balanced-scorecard/

Reading 11: Kaplan, R. S., & Norton, D. P. (2004). Strategy maps. Strategic Finance, 85(9), 27-35.

Week 8

Required Readings/Assignments
Reading 12: Burgelman, R. A., & Doz, Y. L. (2001). The power of strategic integration. MIT Sloan Management Review, 42(3), 28-38.
Reading 13: Friesen, G. B. (2005). Organization design for the 21st century. Consulting to Management, 16(3), 32-51.
Reading 14: Hagel, John, III. (2002). Leveraged growth: Expanding sales without sacrificing profits. Harvard Business Review, 80(10), 68-77.
Reading 15: Raiborn, C. A., Butler, J. B., & Massoud, M. F. (2009). Outsourcing support functions: Identifying and managing the good, the bad, and the ugly. Business Horizons, 52(4), 347-356.

Week 9

In-residence week

Week 10

Required readings will be distributed at the in-residence week.