Strategic Management: Evaluation and Execution Course
Strategic Management: Evaluation and Execution
Teaching strategic management classes can be a very difficult challenge for professors. In most business schools, strategic management is a “capstone” course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) to understand how top executives make the strategic decisions that drive whether organizations succeed or fail
Teaching strategic management classes can be a very difficult challenge for professors. In most business schools, strategic management is a “capstone” course that requires students to draw on insights from various functional courses they have completed (such as marketing, finance, and accounting) to understand how top executives make the strategic decisions that drive whether organizations succeed or fail. Many students have very little experience with major organizational choices. This undermines many students’ engagement in the course.
Our course is designed to enhance student engagement. A good product in any industry matches what customers want and need, and the course industry is no exception. It is well documented that many of today’s students are visual learners. To meet students’ wants and needs (and thereby create a much better teaching experience for professors), our course offers the following:
- Several graphic displays in each chapter that summarize key concepts in a visually appealing format.Chapter 1 "Mastering Strategy: Art and Science", for example, offers graphic displays on (1) the “5 Ps” of strategy; (2) intended, emergent, and realized strategies; (3) strategy in ancient times; (4) military strategy; and (5) the evolution of strategic management as a field of study. The idea for the graphic displays was inspired by the visually rich and popular series on business published by DK Publishing.
- Rich, illustrative examples drawn from companies that are relevant to many students. As part of our emphasis on examples, each chapter uses one company as an ongoing example to bring various concepts to life. In Chapter 1 "Mastering Strategy: Art and Science", Apple is used as the ongoing example.
- A “strategy at the movies” feature in each chapter that links course concepts with a popular motion picture. In Chapter 1 "Mastering Strategy: Art and Science", for example, we describe how The Social Network illustrates intended, emergent, and realized strategies.
Meanwhile, working within the Unnamed Publisher business model gives our course a significant price advantage over other courses. Politicians in many states are paying more and more attention over time to the cost of a college education, including the high prices of most courses. It is therefore reasonable to expect an ever-increasing number of professors to seek modestly priced courses. Professors still want to be assured of quality, of course. Both of us are endowed chairs at Research I universities. We have long track records of publishing our research in premier journals, and we have served in a variety of editorial and review board roles for such journals. Finally, we recognize that professors want to minimize their switching costs when adopting a new course. Although every course is a little unique, our table of contents offers a structure and topic coverage that parallels what market leading courses provide.
Dave Ketchen serves as Lowder Eminent Scholar and Professor of Management at Auburn University. An award-winning educator, Ketchen has taught Strategic Management, Principles of Management, and Franchising. His research interests include strategic management, entrepreneurship, research methods, and strategic supply-chain management. He has published more than one hundred articles in journals such as Administrative Science Quarterly, Academy of Management Journal, and Strategic Management Journal. He has served on thirteen editorial boards, including those of Academy of Management Review, Strategic Management Journal, and Journal of Management Studies. He has served as associate editor for seven journals, including Academy of Management Journal, Journal of International Business Studies, and Organizational Research Methods. Ketchen serves on the teaching team for the Entrepreneurship Bootcamp for Veterans with Disabilities at Florida State University, has acted as an expert witness, and has assisted a variety of private and public sector entities with strategic planning. He is the former chair of the board of directors for the Alabama Launchpad (a statewide business plan competition) and currently serves on the Steering Committee for the Michelin Development–East Alabama (an entity that provides low-interest loans to fuel job creation).
Jeremy Short is the Rath Chair in Strategic Management at the University of Oklahoma. His award-winning teaching includes classes such as Principles of Management, Strategic Management, Entrepreneurship, and Management History. Short’s research focuses on the determinants of firm and organizational performance. He has published more than fifty articles in such journals as Strategic Management Journal, Organization Science, Personnel Psychology, Organizational Behavior and Human Decision Processes, Academy of Management Learning and Education, and Journal of Management Education, among others. He is an associate editor for the Journal of Management and serves on the editorial board of Organizational Research Methods. He also coauthored the first Harvard Business School case in graphic novel format.