Stratégie des entreprises

Crédit : 3 ECTS

Volume horaire

  • CM : 24 h

Welcome to the strategy research introductory seminar! This seminar is designed to give you an introduction to the main theories and concepts used in strategic management research, and help you develop a conceptual understanding of business and corporate strategies. The seminar has the following goals:
  1. To familiarize yourself with the strategic management literature both content- and method-wise,
  2. To equip you with the skills to understand, analyze and critique a research article in the field, and
  3. To provide you with the basic skills to use evidence-based strategy research in your own consulting or managerial work.

The literature in strategy is vast and growing, and addresses a large variety of topics (e.g., diversification, innovation, international business). This seminar focuses on a small number of selected areas in strategy, with the aim of giving you a first introduction to strategic management research, theories and concepts, and equipping you with the basic knowledge and skills needed to explore the literature further if you wish. Strategic management is an interdisciplinary field where scholars use economic, sociological, psychological, biological and political theories, among others. In this seminar, we will primarily focus on the economic and sociological ones. Furthermore, the strategy field is conventionally divided in two areas: strategy content (i.e. decisions about which strategy to follow to achieve and sustain competitive advantage and superior performance) and strategy process (i.e. how strategy is effectively formed and implemented). This seminar primarily deals with strategy content issues.This is a Master 2-level class: you must take the responsibility for the success of the class. During the sessions, you will be asked to critically discuss the articles presented by your peers with the aim of identifying their contributions, limitations and application to actual business cases. I have organized the readings so you don’t have to read more than one paper per 90-minute session. You are required to read the paper assigned to your section – A or B – for each session (BEFORE CLASS), and be prepared to actively participate (IN CLASS) in the discussion of each reading. I’ll communicate the sections in class (random assignment). I may distribute (short) multiple-choice tests without warning to check your understanding of the readings. Failing to pass a reading test will result in a 2-point penalty.

Your course grade is based on individual and group contributions.
  • Consuting research project (individual or pair): 50%
  • Paper summary and presentation (group): 25%
  • Strategy situation room (group): 25%
If any suspicion of free-riding arises in group works, I will circulate a peer evaluation to assess the contribution of each member. Grades will then be weighted accordingly.
A 2-point penalty may apply to your final grade if you fail to abide by the class rules, and an additional 2-point penalty if you fail a reading test.

Basic knowledge of core strategic management concepts will be useful. You may refer to one of the following handbooks:
  • Grant R. 2015. Contemporary Strategy Analysis. Wiley and Sons (9th edition).
  • Johnson G., Whittington R., Scholes K., Angwin D., & Regnér P. 2014. Fundamentals of Strategy. Pearson Education (3rd edition).

Session 1 – Syllabus review Session 2 – What is strategy research and why you need it
  • Read after the session:
    Porter, M.E. 1996. What is strategy? Harvard Business Review, 74: 61-78.
Session 3/4 – Empirical research workshop
  • [A/B] Jourdan, J., & Kivleniece, I. 2017. Too much of a good thing? The dual effect of public sponsorship on organizational performance. Academy of Management Journal, 60(1), 55-77.
Session 5 – Industry analysis
  • [A] Lieberman, M. 1989. The learning curve, technological barriers to entry, and competitive survival in the chemical processing industries. Strategic Management Journal, 10: 431-447.
  • [B] Schmalensee, R. 1983. Advertising and entry deterrence: An exploratory model. Journal of Political Economy, 91: 636-653.
Session 6 – Generic strategies and business models
  • [A] Campbell-Hunt, C. 2000. What have we learned about generic competitive strategy? A meta-analysis. Strategic Management Journal, 21(2): 127-154.
  • [B] Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long range planning, 43(2), 195-215.
Session 7 – Resources and capabilities
  • [A] Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management. 17(1): 99-120.
  • [B] Winter, S. G. 2003. Understanding dynamic capabilities. Strategic Management Journal, 24(10), 991-995.
Session 8 – Governance and transaction costs
  • [A] Williamson, O. E. 1999. Strategy research: governance and competence perspectives. Strategic Management Journal, 1087-1108.
  • [B] Nickerson, J.A., and B.S. Silverman. 2003. Why firms want to organize efficiently and what keeps them from doing so: Inappropriate governance, performance, and adaptation in a deregulated industry. Administrative Science Quarterly. 48, 433–465.
Session 9/10 – Corporate Governance Case study (in-class) Session 11 – Current perspectives: Platforms and communities
  • [A] Boudreau, K. J., & Jeppesen, L. B. 2015. Unpaid crowd complementors: The platform network effect mirage. Strategic Management Journal, 36(12), 1761-1777.
  • [B] Fosfuri, A., Giarratana, M. S., & Roca, E. 2011. Community-focused strategies. Strategic Organization, 9(3), 222-239.
Session 12 – Current perspectives: Reputation and status
  • [A/B] Malter, D. (2014). On the causality and cause of returns to organizational status: Evidence from the Grands Crus Classés of the Médoc. Administrative Science Quarterly, 59(2), 271-300.
Session 13/14 – Strategy situation room

Enseignant responsable


Année universitaire 2018 - 2019 - Fiche modifiée le : 29-03-2018 (09H47) - Sous réserve de modification.