Strategic Management II

Academic unit or major

Graduate major in Technology and Innovation Management

Instructor(s)

Masaharu Tsujimoto

Class Format

Lecture (Livestream)

Media-enhanced courses

-

Day of week/Period
(Classrooms)

11-12 Tue

Class

-

Course Code

TIM.B415

Number of credits

100

Course offered

2025

Offered quarter

2Q

Syllabus updated

Mar 19, 2025

Language

Japanese

Syllabus

Course overview and goals

This lecture will provide the opportunity to learn about the basics of the strategic management and practice.
The aim is consists of three points, firstly to learn the basics of strategic management, secondly to learn how to investigate the business strategy, thirdly to experience the presentation of the original research.
This lecture provide relatively intermediate level theories, platform management and ecosystem management, for example.

Course description and aims

The target of this lecture is to make the students constructing the capability to understand the basics of the strategic management and use the knowledge to their original research and presentation.

Keywords

Strategic Management, Business Strategy, Platform Strategy

Competencies

• Specialist skills
• Intercultural skills
• Communication skills
• Critical thinking skills
• Practical and/or problem-solving skills

Class flow

This lecture requires the members of the class to prepare before the class using the reading assignment. The students make a presentation about both of the summary of the RA and original research.

Course schedule/Objectives

Study advice (preparation and review)

To enhance effective learning, students are encouraged to spend approximately 100 minutes preparing for class and another 100 minutes reviewing class content afterwards (including assignments) for each class.
They should do so by referring to textbooks and other course material.

Textbook(s)

Reading Assignment
リーディングアサインメント
3
Teece, D. J. (2007). Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance. Strategic Management Journal, 28(13), 1319–1350. http://www.jstor.org/stable/20141992
4
CHRISTENSEN, C.M. and BOWER, J.L. (1996), CUSTOMER POWER, STRATEGIC INVESTMENT, AND THE FAILURE OF LEADING FIRMS. Strat. Mgmt. J., 17: 197-218. https://doi.org/10.1002/(SICI)1097-0266(199603)17:3＜197::AID-SMJ804＞3.0.CO;2-U
5
Clayton M. Christensen, Richard S. Rosenbloom,
Explaining the attacker's advantage: Technological paradigms, organizational dynamics, and the value network,
Research Policy,
Volume 24, Issue 2,
1995,
Pages 233-257,
ISSN 0048-7333,
https://doi.org/10.1016/0048-7333(93)00764-K.
6
Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14–37. http://www.jstor.org/stable/2635068
7
McIntyre, D.P. and Srinivasan, A. (2017), Networks, platforms, and strategy: Emerging views and next steps. Strat. Mgmt. J., 38: 141-160. https://doi.org/10.1002/smj.2596

Reference books, course materials, etc.

Reading Assignment

Evaluation methods and criteria

Participation 70%, Contribution to the lecture 30%

Related courses

• Organizational Management
• Business Ecosystem

Prerequisites

None