Strategy
Objectives
This
course offers a strategic and integrated perspective about the relation between
Strategy and value creation. In a competitive landscape characterized by a high
pace of technological innovation, changing consumer behavior, accelerated
digitalization, growing concerns with environmental and public health issues,
and increasing competition, value creation by companies often implies the
development of disruptive strategies or the ability to sustain their
competitive advantages. The first part of the course focuses on how to approach
the strategy formulation process when the objective is to develop disruptive
strategies for value creation. The second part of the course focuses on the
determinants of the sustainability of the competitive advantage of a company.
General characterization
Code
14215
Credits
3
Responsible teacher
Luís Almeida Costa
Hours
Weekly - Available soon
Total - Available soon
Teaching language
Portuguese | English
Prerequisites
Available soon
Bibliography
Leituras
obrigatórias:
• Kim, W.C., e R. Mauborgne, “Blue Ocean Strategy”, Harvard Business Review,
Outubro 2004, págs. 76-84.
• Kim, W.C., e R. Mauborgne, “Red Ocean Traps”, Harvard Business Review, Março
2015, págs. 68-73.
• Besanko, D., D. Dranove, M. Shanley e S. Schaefer, Economics of Strategy,
Wiley, 2017 (7a edição), cap. 11.
• Cool, K., L. Almeida Costa e I. Dierickx, “Constructing Competitive
Advantage”, in Handbook of Strategy and Management, Pettigrew, A., H. Thomas,
and R. Whittington eds., Sage Publications, 2002.
Casos:
• Apple Inc. in 2018
• Michelin in China in 2016
Teaching method
This
course develops the ability of participants to conduct a strategic analysis
through a carefully controlled combination of lectures, case discussions.
Evaluation method
The
assessment of this curricular unit is done together with the block of
curricular units of the same area of knowledge. This assessment has 3 moments,
which together define the final grade of the curricular unit:
• Individual exam with a weighting of 50% of the total mark
• Group work with a weighting of 35% of the total grade value
• Individual reflection-action exercise carried out at the end of the
curricular unit, with a weighting of 15% of the total grade value. The set of
individual action-reflection exercises is a journaling activity, which will
constitute, at the end, a learning portfolio capable of synthesising the
contributions of the Executive Master for that student.
Subject matter
Session I
– DISRUPTIVE STRATEGIES FOR VALUE CREATION
This session focuses on how to approach the strategy formulation process when
the objective is to develop disruptive strategies for value creation. Some of
the issues discussed are: How to redefine the “rules of the game” to the
company’s advantage? How has digitalization been revolutionizing competition in
most industries? How to take advantage of technological and market trends?
Session II – SUSTAINABILITY OF COMPETITIVE ADVANTAGE
This session focuses on the determinants of the sustainability of the
competitive advantage of a company. Some of the topics analyzed are: Why are
some companies able to sustain dominant positions for decades, while others,
once relevant, disappear or become insignificant? What factors determine the
sustainability of the competitive advantage of a company? Which ones are particularly
relevant nowadays?