Strategy and Business Model Innovation
Objectives
Today's world
is characterised by
an increasing globalisation of
markets and transformations at technological, political,
environmental,
socio-cultural, demographic and
economic levels. These changes
represent enormous challenges for companies and other types of organisations,
but also bring a number of
opportunities. As such,
it is essential
that organisations are
able to understand
current and future challenges, and develop capacity for
strategic analysis and decision making in contexts of great uncertainty
and accelerated change.
This curricular unit
aims to explain
and explore the
whole process of
analysis, formulation and strategic implementation in dynamic and
complex contexts. On completion of this subject students should be able to:
•Understand
what is Strategy and Strategic Management;
•Identify
the various stages of strategic planning and management;
•Identify
the main characteristics of strategic decisions;
•Understand
the importance of strategic agility in dynamic and complex environments
•Explain
how resources and competencies provide competitive advantage to the
organization;
•Identify
the competitive strategies of the company;
•Identify
the main growth strategies and growth methods;
•Analyse
the product portfolio and business of the company;
•Understand
the importance of strategic ambidexterity in innovation processes;
•Understand
what is a business model;
•Understand
the difference between strategy and business models;
•Recognise
the main building blocks of a business model (and the key relationships between
them);
•Understand how
to use the
available tools to
analyse existing business
models and create
new business models aimed at the creation and capture of value -business
model innovation.
General characterization
Code
14226
Credits
6
Responsible teacher
Emanuel Gomes
Hours
Weekly - Available soon
Total - Available soon
Teaching language
Portuguese | English
Prerequisites
Available soon
Bibliography
Books:
•Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.
•Gomes, E. Weber, Y., Brown, C. and Tarba, S. (2011) ‘Managing Mergers, Acquisitions and Strategic Alliances: Understanding the Process’, Hampshire: Palgrave McMillan.
•Osterwalder, A., & Pigneur, Y. (2010).Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley & Sons.Artigos/
Articles:
•Doz, Y., & Kosonen, M. (2008). The dynamics of strategic agility: Nokia's rollercoaster experience. California Management Review, 50(3), 95-118.
•O'ReillyIII, C. A., & Tushman, M. L. (2011). Organizational ambidexterity in action: How managers explore and exploit. California Management Review, 53(4), 5-22.
•Casadesus-Masanell, Ramon, and Joan Enric Ricart. "From strategy to business models and onto tactics."Long Range Planning43, no. 2-3 (2010): 195-215.
•Gomes, E., Angwin, D., Weber, Y. and Tarba, S. (2013) ‘Critical Success Factors Through the Mergers and Acquisitions Process: Revealing Pre-and Post-M&A Connections for Improved Performance.’ Thunderbird International Business Review. Vol. 55 (1): 13-35.
Teaching method
Considering the target audience, this curricular unit is based on an interactive learning, where the teacher will always try to provide the students with the opportunity to relate and apply the theory to their own realities. To this end, the module will be taught through a set of theoretical and practical lessons, occasionally resorting to problem-based-learning methodology. The theoretical aspects will help students to deepen their knowledge and understanding of some of the key issues, concepts and models at the heart of business model strategy and innovation. The more practical component will be developed through the application of such concepts and models to a variety of case studies, exercises and learning technologies such as simulations.
Evaluation method
Consistent with the largely student-centred learning method, assessment will be based on class attendance and participation (20%) and the preparation and analysis of a case study, which must be prepared individually (80%).
Subject matter
The
main topics covered in the course unit are:
•Strategy
and strategic thinking;
•Strategy
in dynamic and complex contexts: Strategic agility;
•Skills
and resources analysis and competitive strategy formulation;
•Strategies
for company growth and strategic diversification;
•Methods
of growth;
•Product
portfolio management and business;
•Ambidexterity
and strategic innovation;
•Analysis
and development of innovative business models;
•Digital
innovation strategies for integrated products and services: Servitisation.