Checking date: 30/05/2017

Course: 2018/2019

Strategic Management
Study: Master in Business and Finance (69)

Coordinating teacher: KAVADIS , NIKOLAOS

Department assigned to the subject: Department of Business Administration

Type: Compulsory
ECTS Credits: 5.0 ECTS


Competences and skills that will be acquired and learning results.
Description of contents: programme
Learning activities and methodology
Assessment System
  • % end-of-term-examination 25
  • % of continuous assessment (assigments, laboratory, practicals...) 75
Basic Bibliography
  • Barney. Firm resources and sustained competitive advantage. . Journal of Management. 1991
  • Berry. Why do firms divest? . Organization Science. 2010
  • Bethel & Liebeskind. The effects of ownership structure on corporate restructuring. Strategic Management Journal. 1993
  • Bigley & Wiersema. New CEOs and corporate strategic refocusing: How experience as heir apparent influences the use of power. . Administrative Science Quarterly. 2002
  • Carpenter, Geletkanycz & Sanders. Upper echelons research revisited: Antecedents, elements, and consequences of top management team composition. . Journal of Management. 2004
  • Castañer & Kavadis. Does good governance prevent bad strategy? A study of corporate governance, financial diversification, and value creation by French corporations, 2000-2006.. Strategic Management Journal. 2013
  • Dalton, Hitt, Certo & Dalton. The fundamental agency problem and its mitigation: Independence, equity, and the market for corporate control. Academy of Management Annals. 2007
  • Davis & Duhaime. Diversification, vertical integration, and industry analysis: New perspectives and measurement. Strategic Management Journal. 1992
  • Delios & Beamish. Ownership strategy of Japanese firms: Transactional, institutional and experience influences.. Strategic Management Journal. 1999
  • Dyer & Singh. The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review. 1998
  • Eisenhardt & Martin. Dynamic capabilities: What are they? . Strategic Management Journal. 2000
  • Fiss & Zajac. The symbolic management of strategic change: Sensegiving via framing and decoupling.. Academy of Management Journal. 2006
  • Garrette, Castañer & Dussauge. Horizontal alliances as an alternative to autonomous production: Product expansion mode choice in the worldwide aircraft industry. Strategic Management Journal. 2009
  • Gulati. Alliances and networks. Strategic Management Journal. 1998
  • Hill. Differentiation versus low cost or differentiation and low cost: A contingency framework. Academy of Management Review. 1988
  • Hitt, Tihanyi, Miller & Connelly. International diversification: Antecedents, outcomes, and moderators.. Journal of Management. 2006
  • Hoskisson, Hitt, Wan & Yiu. . Theory and research in strategic management: Swings of a pendulum.. Journal of Management. 1999
  • Kogut & Singh. The effect of national culture on the choice of entry mode. Journal of International Business Studies. 1988
  • Kotha & Vadlamani. Assessing generic strategies: an empirical investigation of two competing typologies in discrete manufacturing industries. Strategic Management Journal. 1995
  • Lee & Madhavan. Divestiture and firm performance: A meta-analysis. Journal of Management. 2010
  • Lubatkin. Merger strategies and stockholder value. Strategic Management Journal. 1987
  • Markides. Diversification, restructuring and economic performance. Strategic Management Journal. 1995
  • McGahan & Porter. How much does industry matter, really? . Strategic Management Journal. 1997
  • Nag, Hambrick & Chen. What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal. 2007
  • Palich, Cardinal & Miller. Curvilinearity in the diversification-performance linkage: An examination of over three decades of research. Strategic Management Journal. 2000
  • Rumelt. How much does industry matter?. Strategic Management Journal. 1991

The course syllabus and the academic weekly planning may change due academic events or other reasons.