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Course catalog descriptions for courses offered in the F06 term.
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Strategy |
Department Chairperson: Ahuja, Gautam
Department Website: http://www.bus.umich.edu/Academics/Departments/CSIB
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| STRATEGY 320 |
Study Abroad |
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3 hours |
Elective |
Terms Offered: F06 |
| | Advisory Prerequisites: JR.STD. |
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Changing Environment for International Business in Europe --- THis course is offered by the Business School's academic partner in Germany, WHU. The entire course is held on the WHU campus near Koblenz, Germany. Topics include European economic and monetary integration, doing business in Western Europe, and managing in the transition economics of Central and Eastern Europe. |
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| STRATEGY 361 |
International Management |
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3 hours |
Elective |
Terms Offered: F06 |
| | Advisory Prerequisites: JR.STD. |
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International Management --- The special business problems arising from the diversity of multinational economic, political, social, and cultural environments are approached from the management point of view.
Topics include: foreign investment strategy, government relations, and international operations strategy. |
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| STRATEGY 389 |
International Exchange Program |
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12 - 18 hours |
Elective |
Terms Offered: F06 |
| | Advisory Prerequisites: SR.STD |
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International Exchange Program --- Students go abroad in the fall of the senior year. They apply for study abroad in the winter semester of their junior year. Decisions are made on the basis of a student's academic achievement, foreign language proficiency, overall maturity and resourcefulness, career goals, and space availability. |
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| STRATEGY 390 |
Corporate Strategy |
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3 hours |
Core |
Terms Offered: F06 |
| | Advisory Prerequisites: SR BBA CAND |
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Corporate Strategy --- This is an integrated course focusing on the nature of the general management function: management of the entire business rather than any particular functional area (accounting, finance, marketing, production, etc.).
The course is taught by the case method, from the perspective of a general manager, and is intended to provide a structure for integrating analytic concepts and techniques and an opportunity to "experience" a wide variety of strategic and organizational problems in businesses of all sizes. Heavy emphasis will be place upon using the skills and tools of preceding courses to develop in-depth situational appraisals, formulate specific recommendations, and then to communicate to others these analyses and recommendations. |
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| STRATEGY 399 |
Independent Study Project |
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1 - 3 hours |
Elective |
Terms Offered: F06 |
| | Advisory Prerequisites: JR.STD. |
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Research Projects --- Individual and group research projects, supervised by professors, are available to juniors and seniors in good academic standing. Information about these projects is available in the Office of Admissions and Academic Services. To select a project, students should consult the appropriate professor about the nature of the research and the number of the credit hours the work would earn. One to three credit hours may be earned. Juniors and Seniors may elect only one research project in a term, and no more than two in a program. No more than six credit hours from research projects may be counted toward a degree. For each project, the student must submit a paper to the faculty supervisor who will evaluate the character and quality of the research and issue a grade. The paper and the supervisor's evaluation will be catalogued and filed in the Business Administration Library. |
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| STRATEGY 411 |
The Corporation in Society |
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3 hours |
Elective |
Terms Offered: F06 |
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The Corporation in Society --- We live in extraordinary times. Corporations are among the wealthiest and most powerful institutions on the world's stage today. At the same time, corporations are more vulnerable than ever before. Globalization unleashed a set of competitive forces that place firms at risk, no matter their size. Managers face enormous pressure. Their firms' wealth and power act as a kind of magnet. Civil society routinely asks corporations to invest directly in our social life. Regardless of their productive capabilities, firms field requests to invest in such areas as education and health care. Managers must decide what, if anything, to do. And, at the same time, these same managers need to marshal their resources to produce and deliver high quality and profitable goods and services in a very competitive global marketplace. Leading a business that is at once socially responsive and economically competitive is a daunting challenge. This course will examine the role of the corporation in society and in so doing, begin to develop the leadership capability we need to meet these challenges. |
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| STRATEGY 425 |
ABIS: American Business Immersion Study |
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1 hours |
Elective |
Terms Offered: F06 |
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American Business Immersion Study: --- This course is designed to explore the application and practice of the core theories learned during the student's first year in the program as they apply to a culture to which they are not native. Having gained an understanding and awareness of the global nature of business through prior coursework, this course will require a student to observe a work experience based outside their home country, and then to solicit opinions, and reflect and summarize either the process of securing the position of their observations during the experience as these compare to their own prior work experiences and to their coursework from their first year at UMBS. |
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| STRATEGY 445 |
Base of the Pyramid |
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3 hours |
Elective |
Terms Offered: F06 |
| | Advisory Prerequisites: SR.STD/P.I. |
| | Cross-listed with: BIT 445 |
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Base of the Pyramid: Business Innovation for Solving Society's Problems --- In every country there are people who are very poor by either absolute or relative standards. These individuals at the economic "bottom of the pyramid" lack adequate income, health care, educational opportunities, etc. This course focuses on how business can serve the poor by remedying these conditions and make handsome profits while doing so. |
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| STRATEGY 502 |
Corporate Strategy |
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2.25 hours |
Core |
Terms Offered: F06(A) |
| | Course Prerequisites: No credit in STRATEGY 601 |
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Corporate Strategy --- This course focuses on the job, perspective, and skills of the general manager in diagnosing what is critical in complex business situations and finding realistic solutions to strategic and organizational problems. The course provides a total business perspective, and thus serves as a foundation on which to build expertise in various functional areas. |
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| STRATEGY 503 |
The World Economy |
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1.5 hours |
Core |
Terms Offered: F06(A), F06(B) |
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The World Economy --- The march of globalization continues, and international markets are pivotal to the operations of virtually all corporations. As companies intensify their international presence, the need to understand the economic and political challenges associated with the global environment increases. Such challenges are the focus of this course. We will explore the theories and concepts that are crucial to understanding the global location and structure of industries, the politics of trade and investment, and the impact of globalization on firm strategy. Various learning methods are used in the course, including in-class lectures, discussion of current events in the world economy, and case analysis. |
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| STRATEGY 514 |
Leveraging Information Technology in Business Strategy |
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2.25 hours |
Elective |
Terms Offered: F06(B) |
| | Advisory Prerequisites: No credit in BIT 551 |
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Leveraging Information Technology in Business Strategy --- This course provides insights into the nature of business information systems and their ability to leverage human and capital assets as part of business strategy. The course allows students to integrate topics from business school core classes as they view a corporation holistically from the perspective of a CEO. A background in information technology in NOT assumed.
We explore the three core business processes which are most affected by I/T: (1) product design and development, (2) product marketing and sales, and (3) demand forecasting and fulfillment. Students will be introduced to the ways in which successful business system strategy can be formulated, prepared and implemented. The goal will be to understand both the business opportunities that motivate large I/T investments and the organizational issues and management actions that determine their strategic success. |
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| STRATEGY 520 |
Changing Environment for International Business in Europe |
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3 hours |
Elective |
Terms Offered: F06 |
| | Course Prerequisites: STRATEGY 503 or 510 or 593 |
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Changing Environment for International Business in Europe --- The Changing Environment for International Business in Europe is offered by the Business School's academic partner in Germany, WHU. The entire course is held on the WHU campus near Koblenz, Germany. Topics include European economic and monetary integration, doing business in Western Europe, and managing in the transition economies of Central and Eastern Europe. A complete description of the course is available on WHU's web site at http://www.whu.edu/summercourse . |
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| STRATEGY 553 |
Intellectual Capital and Competitive Strategy |
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1.5 hours |
Elective |
Terms Offered: F06(A) |
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Intellectual Property and Competitive Strategy --- From start-up companies to multinational enterprises, the effective management of intangible assets such as patents, secrets, and copyrights is often critical to a firm's success. This course examines the strategic value of intellectual property (IP) and its use in controlling, defending, and exchanging knowledge assets. Topics include: Linking IP strategies to a firm's competitive environment; factors driving asset valuation and licensing decisions; navigating through patent thickets; the promise and pitfalls of online IP exchanges: and special challenges in emerging economies. The material is especially relevant for students interested in managing a business with significant technical or scientific content and for those pursuing careers in consulting or venture capital. |
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| STRATEGY 564 |
Strategies for Sustainable Development I: Competitive Environmental Strategy |
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1.5 hours |
Elective |
Terms Offered: F06(A) |
| | Advisory Prerequisites: STRATEGY 502 |
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Competitive Environmental Strategy --- This course deals with environmental issues from a strategic perspective. It focuses on how environmental pressures (e.g. sustainable development) and environmental problems (e.g. global warming, air pollution, waste-disposal), impact corporate mission, competitive strategy, technology choices, product development decisions, and production processes. Basic concepts of ecology and environmental science are discussed and contrasted to those associated with the traditional economic paradigm. |
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| STRATEGY 565 |
Strategies for Sustainable Development II: Managing Social Issues |
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1.5 hours |
Elective |
Terms Offered: F06(B) |
| | Advisory Prerequisites: STRATEGY 564 |
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Strategies for Sustainable Development --- The pressure for sustainable development has significant implications for firms, particularly large multinational corporations. With free trade on the rise, long-term opportunities exist for firms able to identify, develop, and deploy technologies, products, and services that contribute to sustainable practices and resource use in the developing world. This course examines how long-term competitive positioning can be secured through strategies such as positioning can be secured through strategies such a environmental partnerships, technology cooperation, and collaborative planning. |
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| STRATEGY 567 |
Business Strategies in Latin America |
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2.25 hours |
Elective |
Terms Offered: F06(B) |
| | Course Prerequisites: STRATEGY 503 or 510 or 593 |
| | Advisory Prerequisites: BE 501 or 502 or 591 or STRATEGY 503 |
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Business Strategies in Latin America --- This course apprises students of the most important business issues in Latin America and provides them with a method of deciding which countries have the best investment opportunities. Students gain an understanding of how the relatively volatile macroeconomic and political environment and government policies affect business in the region. Opportunities to work through some of the problems confronting managers are provided in case analyses, class discussion and interaction with guest speakers. |
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| STRATEGY 574 |
Strategic Management Consulting |
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1.5 hours |
Elective |
Terms Offered: F06(A) |
| | Advisory Prerequisites: STRATEGY 502 |
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Strategic Management Consulting --- This course is intended for students interested in an accounting, technology services, or management consulting career, or who intend to do consulting within a firm. The objectives of the course are to understand the role of a consultant; gain firsthand knowledge of the methodologies used on the management consulting process; develop the skills to build a client relationship; learn to market consulting services; overcome barriers to implementing a project; and gain the ability to advise senior management of solutions. This course will apply a 5-stop consulting process model to provide students an understanding of the consulting process. |
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| STRATEGY 584 |
Business in Asia |
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3 hours |
Elective |
Terms Offered: F06 |
| | Course Prerequisites: STRATEGY 503 or 510 or 593 |
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Business in Asia --- This 14-week course deals with business in 12 Asian economies - Japan; the East Asian newly-industrialized economies (NIEs) of South Korea, Taiwan and Hong Kong; the Southeast Asian (ASEAN) countries of Singapore, Malaysia, Thailand, Philippines, Indonesia and Vietnam; and the large emerging economies of China and India. Together, these economies include nearly half of the world's population and (excluding Japan) over half of the population in emerging markets.
Course material is organized into four broad categories: (1) Regional and national business environments, (2) Business enterprises and strategies, (3) Industry cases and trends, (4) Management and social issues/disputes/problems. |
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| STRATEGY 601 |
Corporate Strategy |
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3 hours |
Core |
Terms Offered: F06 |
| | Course Prerequisites: ACC 501 and no credit in STRATEGY 502 |
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Corporate Strategy --- This course focuses on the job, perspective, and skills of the general manager in diagnosing what is critical in complex business situations and finding realistic solutions to strategic and organizational problems. It is designed to build upon previous required coursework in the MBA program drawing upon the integration of various functional and technical areas and providing a "total business" perspective. Since the focus is on pragmatic, action-oriented, general management skills, the course will be taught primarily through the case method. |
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| STRATEGY 646 |
Solving Societal Problems Through Enterprise and Innovation |
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1.5 hours |
Elective |
Terms Offered: F06(A) |
| | Course Prerequisites: No credit in BIT 645/STRATEGY 645 |
| | Cross-listed with: BIT 646 |
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Social Enterprise: Innovation in the Information Society --- Social Enterprise roughly means making the world better through the efforts of for-profits or non-profits and broadly covers problems in the areas of poverty, health, education, the environment, and other social issues, such as treating women and children better. We will pay significant attention to how companies working at the economic bottom of the pyramid in the developing world and the West can develop successful businesses, though we will focus on other opportunities as well. We will see how many innovations in this area embrace new business approaches supported by information and communication technology (ICT).
Although not all societal problems are good candidates for ICT support, many are, and it may surprise you how business and other organizations are responding. We will look at examples of successful ICT efforts in the social enterprise arena, try to spot trends, and look for frameworks. We will see that part of what makes social enterprise work is finding ways to adopt innovative perspectives and devise innovative solutions.
This course is non-technical and requires no special computer background. It should be of interest to those wishing to understand better where new business opportunities lie and how organizations can adjust to take advantage. |
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| STRATEGY 648 |
Projects in Solving Societal Problems Through Enterprise and Innovation |
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1.5 hours |
Elective |
Terms Offered: F06(B) |
| | Advisory Prerequisites: BIT/STRAT 646 |
| | Cross-listed with: BIT 648 |
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Social Enterprise Projects: Innovation in the Information Society --- Students work on real-life projects involving social enterprise. Social enterprise roughly means making the world better through the efforts of for-profits or non-profits and broadly addresses the areas of poverty, health, education, the environment, and other social issues, such as treating women and children better. Projects will address problems or opportunities in these areas involving either the U.S. or the developing world. The course will be a practicum involving a combination of individual group meetings and occasional lectures and presentations that promote synthesis and cross-project learning. |
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| STRATEGY 675 |
New Game Business Models |
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2.25 hours |
Elective |
Terms Offered: F06(B) |
| | Advisory Prerequisites: STRATEGY CORE |
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New Game Business Models --- The course explores new game business models - business models that are rooted in activities that overturn the rules of the game in an industry. It explores questions such as: What is a new game business model? What determines whether one new game strategy is better than another? What types of environments are conducive to new game business models? What is the difference between a new game strategy and a new game business model? Why do some new game business models fail? The course should be of particular interest to those who are interested in positions that have a direct impact on firm profitability or that are going into consulting or venture capital. It should also be of interest of those functional specialists (finance, marketing, HRM, engineering) who must participate in business model-oriented activities. |
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| STRATEGY 677 |
Executive Leadership in Business Intervention |
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1.5 hours |
Elective |
Terms Offered: F06(A) |
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Corporate Intervention --- Unforeseen external factors and imperfect organizational execution frequently create situations requiring the realignment of the strategic and operational direction in the modern business enterprise. This course focuses on the role of general management in leading this realignment process. The course examines operational intervention tools and strategic intervention mechanisms that are available to executive leadership at three levels within the firm - the business unit, the corporate office, and the board of directors. A conceptual framework is developed to address several interrelated questions: 1) When is intervention necessary to shift the strategic and/or operational direction in the modern business enterprise? 2) What are the early warning signs? How can these signals be detected earlier in the intervention process? 3) What strategic and operational intervention capabilities are available to executive leadership in the modern firm? At the business level? At the corporate level? At the board of directors level? 4) How can functional specialists and general managers develop and employ these intervention capabilities more effectively? How can well-managed firms design and implement enhanced intervention mechanisms in a cost-effective fashion? 5) What are the roles of corporate staffs and external parties - consultants, accounting firms, law firms, etc. - in effective corporate intervention? |
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| STRATEGY 682 |
Mergers, Acquisitions and Corporate Development |
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1.5 hours |
Elective |
Terms Offered: F06(A) |
| | Advisory Prerequisites: STRATEGY 502/601 |
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Mergers, Acquisitions and Corporate Development --- The course presents the opportunity to analyze the mechanisms underlying the creation (and destruction) of value in mergers, acquisitions and corporate restructuring. We will begin with major strategies that underlie most M&A transaction and examine the necessary conditions for value to be created through cost efficiencies, revenue enhancements and knowledge and skill transfers, as well as non-synergistic transactions. In this part of the course, we will be concerned with examining the reasons to acquire, choice of target and recognition of the anticipated challenges, risks and pitfalls of the approach. Following this, we will study some instances of corporate restructuring, whether they are driven by strategic considerations of external pressures, and again, the potential sources of value creation, risks and challenges. |
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| STRATEGY 683 |
Implementing a Strategic Vision |
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2.25 hours |
Elective |
Terms Offered: F06(B) |
| | Course Prerequisites: STRATEGY 502 |
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Implementing a Vision: Global Growth --- This course will develop a foundation of how to start with a vision and then implement a program on a global scale. It takes a micro-perspective (it is for managers in a company faced with growth and implementation issues), and a practitioner-perspective (it is taught by a senior and experienced multinational executive). The course will articulate dimensions of strategy, identify the drivers to challenge industry assumptions, explain practical growth techniques, scope the opportunities from the developing world, and demonstrate ways to sustain long-term business performance. The emphasis will be on MNCs with a global agenda for implementation. The focus will be to understand how businesses are managed at the level of a brand, a business unit or a division. While the purpose is to impart a generalizable set of concepts, it will be based on a deeply managerial orientation. |
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| STRATEGY 689 |
International Exchange Program |
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9 - 18 hours |
Elective |
Terms Offered: F06 |
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International Exchange Program --- Students go abroad in the fall semester of their second year. They apply for study abroad in the winter semester of their first year. Decisions are made on the basis of a student's academic achievement, foreign language proficiency, overall maturity and resourcefulness, career goals, and space availability. |
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| STRATEGY 735 |
Topics in Global Sustainable Enterprise |
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1.5 hours |
Elective |
Terms Offered: F06(B) |
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Topics in Global Sustainable Enterprise --- This seminar will be taught by a visting practitioner from the corporate, non-profit or government sector. It will address subject matter related to Global Sustainable Enterprise, drawing on the instructor's specialized area of expertise. |
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| STRATEGY 742 |
Special Topics |
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1.5 hours |
Elective |
Terms Offered: F06(A) |
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Special Topics --- Special Topics courses are used to cover current topics and for faculty members to introduce their current research into the curriculum. Courses are not offered every term, and coverage differs from one offering to the next. When a course is to be offered, the instructor will provide a course description. |
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| STRATEGY 750 |
Independent Study Project |
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1 - 3 hours |
Elective |
Terms Offered: F06 |
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Research Projects --- Individual research projects, supervised by faculty, are available to graduate students in good academic standing. To select a project, students should consult the appropriate professor about the nature of the research and the number of credit hours the work would garner. Students earn one to three credit hours per project and may elect only one research project in a term and no more than three over the course of their program. No more than six credit hours from research projects will count toward degree requirements. |
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| STRATEGY 887 |
Doctoral Seminar in International Business |
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1.5 hours |
Core |
Terms Offered: F06(A) |
| | Advisory Prerequisites: Doctoral standing |
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Doctoral Seminar in International Business --- This course covers topics in international business research. Over a two-year cycle, the courses provide sequential coverage of topics including international management, foreign direct investment, international finance, international trade, transitional economies, and the roots of international business research. |
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| STRATEGY 897 |
Doctoral Seminar in Corporate Strategy |
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1.5 hours |
Elective |
Terms Offered: F06(B) |
| | Advisory Prerequisites: Doctoral standing |
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Doctoral Seminar in Corporate Strategy --- This course covers topics covers topics in Corporate Strategy research. Over a two-year cycle, the courses provide sequential coverage of topics including industry analysis, business and corporate strategy, research methods, strategic change, the roots of strategy research, economic strategy, and organizational strategy. |
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| STRATEGY 898 |
Doctoral Seminar in Corporate Strategy |
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1.5 hours |
Elective |
Terms Offered: F06(A) |
| | Advisory Prerequisites: Doctoral standing |
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Doctoral Seminar in Corporate Strategy --- STRATEGY 897, 898, and 899 cover topics in Corporate Strategy research. Over a two-year cycle, the courses provide sequential coverage of topics including industry analysis, business and corporate strategy, research methods, strategic change, the roots of strategy research, economic strategy, and organizational strategy. |
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| STRATEGY 900 |
Special Research for Doctoral Applicants and Candidates |
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1 - 6 hours |
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Terms Offered: F06 |
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Special Research for Doctoral Applicants and Candidates --- Individual research projects for Doctoral Applicants and Candidates are available. |
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| STRATEGY 990 |
Dissertation-Precandidate |
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1 - 8 hours |
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Terms Offered: F06 |
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Diss-Precand --- Dissertation research at the Precandidacy stage. |
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| STRATEGY 995 |
Dissertation-Candidate |
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4 - 8 hours |
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Terms Offered: F06 |
| | Course Prerequisites: Candidate |
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Diss-Cand --- Dissertation research at the candidacy stage. |
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