Courses marked with a * may be counted toward the Strategic Management concentration.
*MGT 6135 Macroeconomics for Managers
This course is designed to provide future managers with an understanding of macroeconomics as well as how macroeconomic shocks can affect business operations.
Learn how to create, design, find, assess, and shape opportunities. Understand and apply the strategic process of venture creation. Develop and present a venture creation plan. Covers ventures starting from scratch or within an organization. Develop a sense of how to make decisions and execute strategies.
*MGT 6185 International Business Environment
Understand the forces in the global environment shaping a company's operations, choices, and opportunities. Illustrate best practices of international business competitiveness. Case situations focus on different countries' environments, industries, etc. Sharpen knowledge of international business issues and trends.
*MGT 6190 Current Thinking in Strategy
This course builds on the core strategic management course (MGT 6125) and strives to provide an in-depth and reflective coverage of current and emerging topics in strategic management.
*MGT 6197 Global Strategic Management
Acquire knowledge, skills, and sensitivities to help in developing and executing global strategy. Understand global context, international competition, and cultural challenges. Learn strategic concepts, analytical frameworks, and heuristics for making decisions. Develop models for analyzing where to compete, where to locate, and what products to make.
MGT 6198 Corporate Entrepreneurship for Global Competitiveness
This course examines how strategic pioneering actions and innovation are used by organizations to renew themselves, their markets, and their industries.
*MGT 6663 Technology Strategy
Develop a capacity to think strategically about a company's technology decisions related to how much to invest in R&D, how to protect and commercialize innovations, how to improve and sustain a firm's performance through the generation and adoption of technological innovations. Conduct strategic analyses about technology commercialization in a variety of industries and competitive situations, with particular focus on high-tech industries.
*MGT 6664 Managing Innovation
Conceptualize and identify opportunities for creating value through innovation. Develop an understanding of how to capture the value of innovation through a variety of techniques. Coherently integrate these principles with competitive and corporate strategies.
*MGT 6789 Technology Ventures
Improve your ability to assess the attractiveness of a new venture, anticipate the problems likely to be encountered as the business evolves, and predict its success or failure.
MGT 6832 Tech Commercialization - second year TI:GER course
Understand project planning and technology commercialization development and expansion. Apply venture financing, licensing, and contracts concepts.
*MGT 8803 Strategic Entrepreneurship
This course's objective is to hone your skills in using tools and frameworks of strategic analysis to formulate recommendations for entrepreneurial firms. Today's entrepreneurs and managers need to be able to recognize opportunities and cope with challenges created by technological developments, and entrepreneurial activity is particularly important in technology-intensive industries.
*MGT 8803 Business Forecasting
This course is designed to provide the tools to forecast in an uncertain business environment. It will be a careful, thorough introduction to elements of forecasting with attention not only to the mechanisms of forecasting, but also to the assumptions and pitfalls of forecasting.
*MGT 8803 Corporate Strategy
This course examines topics concerned with the creation and maintenance of value by multi-business enterprises. Corporate strategy is concerned in part with issues such as the appropriate mix of business units, make-or-buy decisions, the acquisition or development of new business units, and the disposal of existing business units; these questions are often not relevant to strategy studied at the level of the individual business unit.
*MGT 8803 Qualitative Research for Business
In strategic management, how do we conduct qualitative research (QR) that is both immediately practical and highly rigorous? This course provides a comprehensive introduction to QR for strategy: why, how, when, and where we should conduct, analyze, interpret, and present QR to inform the analysis, design, and execution of strategy. This applies whether we are working in consulting or operating positions, whether in startups, global enterprises, or nonprofit organizations. The approach of this course is to learn rigor in QR, including sound conduct and analysis of research projects, so we study lessons from scholarly research. The approach continues with lessons from practical challenges confronting us in research projects. For example, we consider QR projects with time periods that vary from weeks to years; however, lectures, literature, exercises, and workshops recognize that the present business reality is this: we must conduct research quickly, iteratively, and cost effectively with emphasis on process and results.
*MGT 8803 Industry and Competitive Analysis
This course builds on the Managerial Economics core course and focuses on market configurations in which firms interact among each other when making their strategic decisions regarding quantities or prices. Optimal quantities set by a firm or its optimal pricing strategy are affected by the presence of other firms, which also make strategic decisions regarding price or quantities for the output they sell. The course will also examine cases in which the market fails to function properly and analyze the measures governments take to correct for market failures.
*MGT 8803 Intellectual Property Strategy
This course surveys the economic, management, and strategy issues relevant to the protection of intangible assets by companies, and how effective management can capture competitive advantage from innovation. The main purpose is not to teach you the law, but instead to understand attributes of intellectual property (IP) law only as necessary for you as a manager to make better decisions about bringing innovation to the market and capturing sustained profits from the technology introduced. The course is designed both to teach and foster discussion about important topics in the strategic management of new products, new processes, and new business models capable of IP protection (including patenting strategies, enforcement and litigation strategies, IP monetization, IP strategies for startups, executing university technology transfer, and managing the large company IP portfolio, among others). The class will not only give the student formal experience in analyzing the technological, legal, and competitive environment faced by modern companies, but will also train students on the use of cutting-edge commercial intelligence to analyze firm- and industry-level technology strategies using patent (and other) data.
*MGT 8803 Behavioral Economics
Behavioral economics enriches traditional economics by providing it with more realistic psychological foundations. In the course, we study some of the most robust and important findings of the field, and examine their implications for individual decision making, marketing, finance, organizational theory, and management.
*MGT 8803 Sustainable Business Consulting Practicum
Students gain knowledge in three important areas: management consulting, sustainability, and project management. This course takes students through a crash course in management consulting skills and also provides an understanding of important sustainability frameworks and approaches. Students then form teams and scope, plan, execute, and deliver a twelve-week consulting project for participating companies.
*MGT 8803 Strategy and Execution
This course offers an overview of strategy and a focus on executing strategy. After performing strategy analysis and formulation, how do leaders, managers, and entrepreneurs succeed in achieving strategic results? Objectives of the course are to help students (1) understand and apply processes of strategy analysis, formulation, and implementation, (2) significantly increase their knowledge of strategy execution, (3) appreciate how theory informs practice, and (4) improve their skills in executing strategy and achieving objectives.