Strategy and Business Model Innovation


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





Responsible teacher

Emanuel Gomes


Weekly - Available soon

Total - Available soon

Teaching language

Portuguese | English


Available soon



•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/


•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.


Programs where the course is taught: