SMO 441
BUSINESS STRATEGY
Winter Term 2016 – Lec B1
Tuesday & Thursday 12:30-13:50, BUS 2-09
Instructor: Youngbin Joo Office: BUS 2-29
Phone: (780) 907-7974 Office hours: Thursdays 14:00-15:00 Email: [email protected] or by appointment
Prerequisites: FIN 301; MARK 301; and SMO 201, 301 or 310
Required Materials:
CAPSIM Capstone® Simulation ($53.99 US): http://www.capsim.com
SMO 441 Case Pack Available @ https://www.iveycases.com/Coursepack.aspx?id=8405 Course Web Site: https://ulearn.ualberta.ca/webapps/login
Course Objectives
“You miss 100% of the shots you never take.” - Wayne Gretzky
“If you know the enemy and know yourself, you will win all battles.” – Sun Tzu
To introduce and apply major concepts and frameworks in business strategy.
To improve your ability to make strategic decisions, individually and in a team setting.
To improve your ability to recognize and respond to threats and opportunities across industries, markets, and social conditions.
To integrate your knowledge of strategy to understand business relationships in your interest area.
Design of the Course
Business Strategy is one of the capstone courses in the undergraduate business curriculum. It focuses on the development and implementation of organizational
strategies across industries, markets and social conditions. Strategic decisions include the assessment of a situation and the development, selection and implementation of an
alternative. The contexts in which these decisions are made can vary from highly competitive (e.g. intra-industry competition among small, equal manufacturing
companies), to cooperative (e.g. mergers and acquisitions or strategic alliances), to highly constrained (e.g. environmental regulation). The overall aim of this course is to
understand the dynamics of a wide variety of business relationships and to improve your ability to address strategic problems that you are likely to face as a manager, entrepreneur and leader.
The course is in two parts. The first part of the course is designed to address competitive strategies within an industry. The main component of this part of the course will be the integrated CAPSIM Capstone Simulation where student teams will compete against each other to design and implement strategies within a single industry. At the end of the CAPSIM® simulation, you will be asked to present the results of your strategic decisions and actions, and reflect on how these might be improved in the future. The content in the first part of the course may also be useful to you in your final project. The second part of the course is designed to integrate strategic frameworks to address business relationships across industries and social conditions. In this last part students will apply the knowledge developed throughout the course towards understanding strategic relationships in their industry of their choice.
This is a capstone course and is quite intense in terms of personal commitment and workload. However, the intensity and nature of the workload will change as the course proceeds. In particular, the highly structured portion of the class is front-loaded and is team-based. The reason for this is to make students fluent in basic strategy concepts early on, while finding support from other students. As the course moves past this first phase, the course will be more fluid and is designed to allow students to explore and develop strategic thinking within the context of their own industry interests. It is important that students set their expectation for this course appropriately. I am free to discuss these expectations throughout the semester.
Design of Classes
The classes are designed to complement a variety of learning styles through readings, cases, exercises and student participation. While the course is divided into three main themes, each week typically has a topic with 2-3 readings and a case. Occasionally I may add an additional reading if I find something new that seems relevant and valuable.
In the first part of the course, the readings and cases are heavily dominated by issues in competitive strategy. These readings and cases should be complementary to the CAPSIM simulation exercises that occur during the initial weeks. As the course moves into issues of technology strategy, strategic relationships and market strategies, there will be more emphasis on the frameworks and discussion of the cases. Occasionally I will bring in news items to supplement the topics described in the course syllabus.
Participation and personal contributions are important and evaluated. I place high value on participant-centered interactive classes as participation adds substantially to variety in each class and helps you to practice and sharpen your own voice. Students often
volunteer to present on topics they know about or on some critical strategic issue in organizations in which they have worked. If a student is interested in a particular theme area or case I am happy to explore ways to bring that into class. This is an excellent way for students to test ideas for their final “strategic relationships” paper.
Evaluation
Evaluation in the course will be based on three sets of assignments weighted as follows:
ASSIGNMENT WEIGHT DUE DATE
1. COMPETITIVE STRATEGY WITH CAPSIM (45%)
Capsim Practice Rounds 5% Jan 19, 21
Capsim Mini Strategic Plan 10% Jan 26
Capsim Tournament Performance 15% See Class Schedule
Presentation of Capsim Strategy and Results 15% Feb 23 and 25 2. INDIVIDUAL CLASS CONTRIBUTION (25%)
Individual Memo (2@5%) 10% See Class Schedule
Individual Attendance & Participation 15%
3. FINAL STRATEGIC RELATIONSHIPS PAPER (30%)
Use of Strategy Frameworks 10% April 7
(due last day of class)
Strategic Plan 10%
Information Richness 10%
Details on Evaluated Components
1. Competitive Dynamics with Capsim® (45% Total)
Our class will be organized into one or two industries typically of five companies per industry. Each one of these companies will be managed by a team of typically four individuals. Teams will be assigned randomly by the instructor. Each week, your team’s company will make a set of R&D, production, marketing, and financial decisions in order to complete one or two Capsim® “rounds.”
Each student will complete, individually, the CAPSIM® Getting Started modules and will complete the Rehearsal Tutorial (2 rounds). Once teams have been formed, each team will complete two Practice Rounds that are reflective of the actually competition. At the end of the practice rounds the simulation will be reset, and the actual competitive simulation will begin. There will be six official rounds of the Tournament Simulation.
See the Course Schedule for details on the timing of the practice and actual rounds.
During the simulation, I will have several roles: I will guide you through the basics of the simulation, monitor your progress though the milestones in the simulation and syllabus, evaluate and offer feedback on your Capsim® strategic plans and performance, provide information in a timely manner, and facilitate the fair play in the game. However, one role that I cannot take on is that of technical manager. For technical assistance, please submit a support ticket to MSI® or call them toll-free at 1-888-472-7554.
Full participation in Capsim® is very important for the team to function effectively. To encourage full participation I require that each student individually practice the Rehearsal Tutorial and Quiz that are available to learn the simulation. The Capsim® website tracks the rehearsal practice rounds – students that do not complete the rehearsal and quiz may individually lose up to 5% of their total Capsim grade®. Please practice!
CAPSIM® Getting Started, Rehearsal Tutorial and Practice Rounds (5%)
Full participation in CAPSIM® is essential for the team to function effectively. To ensure all team members understand how CAPSIM® works, each student will individually complete the Getting Started Module and the Rehearsal Tutorial (2 rounds). As teams you will then complete two Practice Rounds. The CAPSIM® website tracks the rehearsal tutorial (2%) and the practice rounds (3%).
Capsim® Mini Strategic Plan (10%)
Each team will write a Mini Strategic Plan that it will submit at the start of the Tournament Game (the full simulation). The plan will be 5 pages maximum, with a minimum of 3 pages of text, following the general formatting guidelines.
The plan that I am requesting does not have to follow a strict script or recipe. It should reflect your team and your team’s strategy, both in form and content. Nevertheless, each plan should cover some key strategic questions: (1) “What are your performance
objectives?” (2) “What is your overarching strategy for achieving them?” and (3) “How do you intend to implement your strategies through six rounds of play?” Your answers
should follow a logic that is both coherent and convincing. I encourage you to consult the Hambrick and Fredrickson reading on “Are You Sure You Have a Strategy?” to see if their frameworks are useful. I also encourage you to design charts and tables to help strengthen your arguments. The Mini Strategic Plan will be evaluated using the criteria below:
Objectives and Strategies Strategic Content (3%) 1. Clear performance objectives are provided
2. Strategy is clearly described and linked to objectives 3. Creative presentation of strategy
Tactics/Implementation (4%)
1. Implementation of the plan is clearly linked to strategy
2. Details are provided clearly, using supporting figures and diagrams 3. Creative tactics are considered
4. Team organization is discussed Quality of Writing (3%)
1. Clear organization 2. Good grammar
3. Good flow and the sections are weighted well
Capsim® Tournament Performance (15%)
To grade your team’s CAPSIM® performance, I will use the CAPSIM® “balanced Scorecard” reports. The measures in this report are common internal and external performance measures and they are all discussed in detail in the CAPSIM® overview booklet. Your grade will be based on your cumulative final points in the Balance Scorecard and will be used to form a benchmark for an average grade.
The range of grades is based on how much better (or worse), in the instructor’s wisdom, the other teams have done relative to the average benchmark. Industry dynamics will be different, so performance scores will be relative to the industry average and not compared across industries. Team performance grades may be provided to the class.
Round 1 2 3 4 5 6
Due by Jan 27 10 PM
Jan 31 10 PM
Feb 3 10 PM
Feb 7 10 PM
Feb 10 10 PM
Feb 14 10 PM
Presentation of Your Capsim® Strategy and Results (15%)
Following the last round of Capsim®, each team will present their actual results in Capsim®. You will present to me as the Chair of your company’s board, plus typically one visitor as an outside major shareholder, and to the other members of class as if they were outside minor shareholders. You will want to design your presentation so that we are convinced to remain shareholders! This is an opportunity for teams to practice a formal, professional presentation of business results. I encourage all students to read Guy Kawasaki’s (2008) notes in “Reality Check” and to try out some of his recommendations on achieving a high quality presentation.
o Please load whatever software you will use prior to class. Check whether your presentation will work or not with our machine.
o Your presentation will be 15 minutes long.
o Your presentation should address key critical questions, such as:
o What was your original team strategy and how did you intend to implement it?
o How did your team actually perform?
o What were some critical moments or decisions that affected your performance?
o What you would do next, assuming, for example, that you had more rounds to play?
o The presentation grade will be a team grade. Not everyone needs to speak, but you will be graded on your ability to coordinate and use your team effectively.
o Each team will have 5 to 7 minutes to field one to three questions asked by the panel (the visitor). Following all presentations, if there is time, the audience can ask questions.
o Note: Typically there is only time for one industry to present per class. I will try to accommodate teams but if there are highly conflicting needs, I will assign dates and team ordering randomly.
The presentation will be evaluated using the following criteria:
ITEM/POINTS 1 2 3
Description of starting strategy
Strategy not described;
no implementation tactics
Strategy described;
implementation unclear
Strategy described;
clear rationale;
implementation tactics described
Description of company performance
Performance not / poorly described
Performance described.
Poor use of data (e.g.
link between data and performance is unclear)
Excellent presentation of performance (clear, relevant data included and linked to
performance outcomes) Analysis of
company performance
No analysis Superficial analysis Strong analysis of what went right, what went wrong
Discussion of next steps &
questions
No discussion.
Questions answered poorly.
Superficial discussion of what company will do next.
Superficial responses to questions (excessive use of jargon)
Good discussion of what company will do next to ensure
performance.
Clear responses to questions
Timing Presentation not completed on time
Presentation completed on time
Total
2. Individual Class Contribution (25% Total)
INDIVIDUAL 2-PAGE CASE MEMOS (2 memos, 5% each = 10%)
You will select two cases listed in the Course Outline: your first case will be selected from Part 1 (Competitive Strategy: Jan 4 – Feb 25) and your second case will be selected from Part 2 (Strategic Relationship: Mar 1 – Apr 7). You would like to choose cases relevant to your final project. Memos must be submitted to ULearn by the beginning of the Thursday class in which the case is to be discussed. You are expected to actively participate in the class discussions on the days your case memos are presented, as I will consider you an ‘expert’ for that case. Each memo is worth 5% of your course mark.
Your write-up should address the following areas: important problems, decisions or issues, analysis of underlying causes of issues, and a set of clear recommendations, supported by your analysis. Although company websites and other outside sources may be used to gain a better understanding of the industry or company, your memo must primarily rely on the information given in the case. Memos are to be a maximum of 2 pages (not including your name and a title page); double-spaced, 1 inch margins, 12 pt.
font.
INDVIDUAL ATTANDANCE AND PARTICIPATION (15%)
Your active involvement in classroom activities will enhance your own and your
classmates’ learning experience. It is very important that the student is engaged with the material and understands other perspectives. I include a participation grade to encourage students to get the most from this class by bringing their voices and interests into the discussion and engaging with others in the class. I will randomly check attendance after the first week of the term. Every absence beyond 2 missed classes will significantly impact your class participation grade. The individual participation will be evaluated using the following criteria:
POINTS
0- 10 - Frequently absent from class
11 - Very infrequent involvement in discussion.
12 - Does not offer to contribute to discussion, but contributes to a moderate degree when called on.
- Sporadic involvement.
13 - Contributes well to discussion in an ongoing way: responds to other students' points, thinks through own points, questions others in a constructive way
- Offers and supports suggestions
14 - - Contributes in a very significant way to ongoing discussion:
- Keeps analysis focused, responds very thoughtfully to other students' comments,
- Helps class analyze approaches
3. Final “Strategic Relationships” Paper (30% Total)
The final assignment is an individual critique of a company’s strategy. Decide what company you would like to learn more about. The 10-page maximum Strategy Critique Paper must be submitted to ULearn by 11:00 AM on April 7th. If you decide to work as a team (the maximum size of a team is 2 students), the final paper will be the 15-page maximum. The Strategy Critique Paper should assess an organization’s existing strategy, and consider how the strategy could be improved so as to add value to the organization (remember to define what you mean by ‘adding value’).
There are three goals of the final “strategic relationships” paper. The first goal is to analyze and articulate the existing strategies of the firm you are interested in. The second goal is to integrate major concepts and frameworks applied throughout the course to understand business relationships in your interest area. Last, the third goal is to cultivate your own perspective as a strategic decision maker. The overarching purpose of the final project is to make this course relevant to your interests. The topics of the final project will be developed in the following manner:
1. Feb. 2 (Tues): Pick companies (or an industry) you would like to learn more about.
You would like to choose a company that has relevance to you in terms of your future career and/or personal experience.
2. Mar. 1 (Tues): Provide a one paragraph explanation of your choice of a company, including why it is interesting to you and how you would potentially study (not graded).
3. Mar. 15 (Tues): Provide a one page progress report, including key frameworks and strategic situations (not graded).
4. Mar. 24 (Thurs): Meet instructor, if necessary.
The final paper will be evaluated using the criteria below:
Use of Strategic Frameworks (10%)
1. Interesting strategies identified and assessed
2. Good use of organizational example and good detail to illustrate strategies 3. Effects on firm performance are clear and well-defended
Strategic Plan (10%)
1. Creative/clever ideas about future relationships 2. Pros and cons discussed
3. Implementation considered
Clarity and Information Richness (10%) 1. High quality/creative appearance 2. Well-organized, with nice flow
3. Information richness in Tables/ Appendices 4. Figures support analyses in depth/breadth
THE ADMINISTRATION OF THE COURSE
Written Assignments: Format and Submission
All written assignments should be 12-point font, double-spaced with one-inch margins all around. Case memos should be no more than 2 pages; your final paper should be no more than 10 pages. Diagrams and tables should be referenced in the main text of the
document, but included in an appendix. All references must be cited. The page count does not include a title page, appendix pages, or reference pages. Written assignments are due by 11:00 AM on the due dates listed in the course outline. Please submit your work electronically to ULearn. Please note that ULearn records the date and time of electronic submissions. Hardcopy assignments will not be accepted, unless previously arranged.
Late and Missed Assignments Policy
I generally follow the university guidelines for missed or late assignments
(http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/Academic- Regulation/23.3.html). However, due to the timing and nature of the CAPSIM
tournament rounds, and because I will integrate your case memos into class discussions, take note of the following:
• Late CAPSIM® Mini-Strategic Plans will receive a 0% grade.
• CAPSIM tournament rounds are due at 10:00 PM on the due date. If you miss this deadline, you miss the round.
• Case memos will receive 0% if not handed in by 11:00 AM on the Thursday of the week the case is discussed.
• The Strategy Critique Paper will lose 20% of its final grade for every day it is late (due by 11:00 AM, April 7, 2016).
• No assignments will be accepted more than 7 days after the due date. Contact me at least one day prior to the due date and time if you have concerns about any due dates.
Alternate arrangements may be possible, but only under extenuating circumstances.
Grading
All grading will be done by the instructor. Detailed grades will be posted on uLearn as soon as they are computed. Please review them and send any feedback about any potential errors. You are welcome to discuss your individual class performance and standing in the course with me during my office hours. On e-mail request I will provide detailed comments on the final paper.
Grade Distribution
I will follow the official grading policy found in §23.4(4) of the University Calendar.
Grades will be calculated using a combination of the recommended distribution and absolute measures. If the class as a whole is highly engaged, lower grades will be rare and the class distribution will be higher than guidelines.
Note that within the course, we will often use % grades for assignments. The percentage grades approximately translate as follows: A+ = 95% +, A = 90% +, A- = 85% +, B+ = 80% +, B= 75% +, B- = 70% +, C+= 65% +, C=60% +, C- = 55% +, D+= 50% +. A score less than 50% will be a fail.
UNIVERSITY COURSE PROCEDURES AND POLICIES
Policies about course outlines can be found in §23.4(2) of the University Calendar.
Missed Assignments: Approval for an excused absence from term work is at the
discretion of the instructor as per §23.3(1) of the University Calendar. Any student who is incapacitated because of illness, is suffering from severe domestic affliction, or has other compelling reasons (including religious conviction) may apply for an excused absence for a missed assignment. In fairness to other students, I will rarely accept excuses once an assignment deadline has passed.
Appropriate Conduct: My goal in this course is to create a supportive environment for learning based on open, constructive debate. This requires all of us to be engaged with the material and with each other in a professional manner, with courtesy and respect for each other’s individuality. Discrimination, malicious criticism, and disruption of class are examples of conduct that are not acceptable.
Academic Integrity: The University of Alberta is committed to the highest standards of academic integrity and honesty. Students are expected to be familiar with these standards regarding academic honesty and to uphold the policies of the University in this respect.
Students are particularly urged to familiarize themselves with the provisions of the Code of Student Behaviour (online at www.governance.ualberta.ca) and avoid any behaviour which could potentially result in suspicions of cheating, plagiarism, misrepresentation of facts and/or participation in an offence.
Plagiarism is not tolerated. Students should familiarize themselves with the University of Alberta’s policy on plagiarism
(http://guides.library.ualberta.ca/content.php?pid=62200&sid=457651).
Special Needs: Please let me know if you have special needs that may require some modification of seating, testing or other class requirements so that appropriate arrangements can be made. Please see me before or after class. Special arrangements must be made before any assignment due dates have passed.
Contacting me outside class times & office hours: The best way to contact me is via e- mail, indicating your class number (e.g., SMO 441: Mini-Strategic Plan). For questions that are applicable to all SMO 441 students, I will raise the issue in class so that everyone has access to the same information.
University Policy on Recording: Audio or video recording of lectures, labs, seminars or any other teaching environment by students is allowed only with the prior written consent of the instructor or as a part of an approved accommodation plan. Recorded material is to be used solely for personal study, and is not to be used or distributed for any other
purpose without prior written consent from the instructor.
Class Schedule
PART 1: Competitive Strategy
DATE READINGS DUE
Jan. 5
WELCOME AND INTRODUCTION Jan. 7
WHAT IS STRATEGY?
Porter, M.E. 1996. What is Strategy? Harvard Business Review, 74(6): 61-78.
Hambrick, D.C. & Fredrickson, J.W. 2001. Are you sure you have a strategy? Academy of Management Executive, 15(4): 48-59.
CAPSIM Manual Jan. 12
EXTERNAL ENVIRONMENT
Porter, M.E. 2008. The Five Competitive Forces that Shape Strategy. Harvard Business Review. 86(1): 78-93.
Grundy, T. 2006. Rethinking and Reinventing Michael Porter’s Five Forces Model. Strategic Change, 15: 213-229.
Register for CAPSIM ® (http://www.CAPSIM.com).
CAPSIM® Getting Started and Rehearsal Rounds (Individual orientation)
Jan. 14
EXTERNAL ENVIRONMENT
CASE: Tim Horton Case memo due by 11:00 AM
CAPSIM® Getting Started and Rehearsal Rounds (continued)
-- Complete rehearsal tutorial (2 rounds)
Jan. 19
INTERNAL CAPABILITIES
Barney, J.B. 1995. Looking inside for competitive advantage.
Academy of Management Executive, 9(4): 49-61.
Miller, D. Eisenstat, R. and Foote, N. 2002. Strategy from the Inside Out: Building Capability-Creating Organizations.
California Management Review, 44(3): 37-54.
CAPSIM ® teams assigned in class
CAPSIM ® Practice Round1 --- due by 10:00 PM, Jan. 20 (Wed)
Jan. 21
INTERNAL CAPABILITIES
CASE: LEGO Case memo due by 11:00 AM
CAPSIM ® Practice Round 2 --- due by 10:00 PM, Jan 24 (Sun)
Jan. 26
STRATEGIC LEADERSHIP
Ireland, R.D. and Hitt, M.A., 1999. Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Executive, 13(1): 43-57.
Collins, J.C. and Porras, J.I., 1996. Building your company's vision. Harvard Business Review, 74(5): 65-77.
CAPSIM® Mini-Strategic Plan (due by 11:00 AM)
CAPSIM® Round 1 --- due by 10:00 PM, Jan 27 (Wed)
Jan. 28
STRATEGIC LEADERSHIP
CASE: Colin’s Car Detailing Case memo due by 11:00 AM
CAPSIM® Round 2 --- due by 10:00 PM, Jan 31 (Sun)
Feb. 2
TECHNOLOGY STRATEGY
Kim, W.C. and Mauborgne, R., 2004. Blue Ocean Strategy. Harvard Business Review, 82(10): 76-85.
Mankins, M.C. and Steele, R. 2005. Turning Great Strategy into Great Performance. Harvard Business Review, 83(7): 64-72.
Pick a company for final project
CAPSIM® Round 3 --- due by 10:00 PM, Feb 3 (Wed)
Feb. 4
TECHNOLOGY STRATEGY
CASE: Samsung Case memo due by 11:00 AM
CAPSIM® Round 4 --- due by 10:00 PM, Feb 7 (Sun)
Feb. 9
COMPETITION IN RETAIL
Chesbrough, H., 2010. Business model innovation: opportunities and barriers. Long Range Planning, 43(2): 354-363.
Amit, R. and Zott, C. 2012. Creating value through business model innovation. MIT Sloan Management Review, 53(3): 41-49.
CAPSIM® Round 5 --- due by 10:00 PM, Feb 10 (Wed)
Feb. 11
COMPETITION IN RETAIL
CASE: ZARA
Case memo due by 11:00 AM
CAPSIM® Round 6 --- due by 10:00 PM, Feb 14 (Sun)
Feb. 16/18 Reading week
Feb. 23 CAPSIM Presentations – Industry 1 (15 minutes / group) Feb. 25 CAPSIM Presentations – Industry 2 (15 minutes / group)
PART 2: STRATEGIC RELATIONSHIPS
DATE READINGS DUE
Mar. 1
TURNAROUND STRATEGY
Hamel, G. and Valikangas, L., 2003. The quest for resilience. Harvard Business Review, 81(9): 52-65.
Gulati, R., Nohria, N. and Wohlgezogen, F., 2010. Roaring out of recession. Harvard Business Review, 88(3): 62-69.
Submit one paragraph explanation for final project (not graded)
Mar. 3
TURNAROUND STRATEGY
CASE: Two Major Alberta Orchestras Case memo due by 11:00 AM
Mar. 8
COORDINATION WITH
STAKEHOLDERS
Clement, R.W. 2005. The lessons from stakeholder theory for US business leaders. Business Horizons. 48: 255-264.
Porter, M.E. and Kramer, M.R., 2006. Strategy and society: The link between competitive advantage and corporate social
responsibility. Harvard Business Review, 84(12): 78-92.
Mar. 10
COORDINATION WITH
STAKEHOLDERS
CASE: Lululemon Case memo due by 11:00 AM
Mar. 15
CUSTOMER- DRIVEN STRATEGY
Ireland, R.D., Hitt, M.A., Camp, S.M. and Sexton, D.L., 2001.
Integrating entrepreneurship and strategic management actions to create firm wealth. Academy of Management Executive, 15(1):
49-63.
Johnson, M.W., Christensen, C.M. and Kagermann, H., 2008.
Reinventing your business model. Harvard Business Review, 86(12): 57-68.
Mar. 17
CUSTOMER- DRIVEN STRATEGY
CASE: Twitter Case memo due by 11:00 AM
Mar. 22
INTERNATIONAL STRATEGY
Ghemawat, P., 2001. Distance still matters. Harvard Business Review, 79(8): 137-147.
Hart, S.L. and Christensen, C.M., 2002. The great leap. Sloan Management Review, 44(1): 51-56.
Mar. 24 No Class Office hour: 1230-1500 — one-to-one
discussion for the final project Mar. 29
INTERNATIONAL STRATEGY
Case: Tesla Case memo due by 11:00 AM
Mar. 31
STRATEGY AND SUSTAINABILITY
Porter, M.E. and Van der Linde, C., 1995. Green and competitive:
ending the stalemate. Harvard Business Review, 73(5): 120-134.
Hart, S.L. and Milstein, M.B., 2003. Creating sustainable value. Academy of Management Executive, 17(2): 56-67.
Apr. 5
STRATEGY AND SUSTAINABILITY
CASE: Suncor Case memo due by 11:00 AM
Apr. 7 LAST DAY OF CLASS Strategic Relationships Paper (due by
11:00 AM)
_______________________________________________________________
Note: This syllabus may be subject to minor modifications (January 5th, 2016).
