Strategic Management

Requirements

Students must complete 12.00 credits total, consisting of

• Minimum 6.00 credits of recommended courses
• Up to 6.00 credits of elective courses

Students must enrollin at least two courses from the RecommendedCourses list. However,they may choose to take three or four courses from the Recommended list.

Recommended Courses

• SGMT 6050 3.00 MERGERS AND ACQUISITIONS
  We examine motives, techniques and management issues associated with mergers and acquisitions. Through lectures and readings, we explore the people, the concepts and the challenges involved in mergers and acquisitions. Assignments and discussions around real situations expose students to the complexities and the managerial challenges that are unique to acquiring and integrating organizations. Prerequisite or Corequisite: SGMT 6000 3.0 or SGMT 5600 1.50 for IMBA students.
• SGMT 6130 3.00 ECONOMIC FOUNDATIONS OF STRATEGY

  This course provides the analytic tools and foundations that managers need for strategic analysis. It focuses on the development and application of economic and policy knowledge that inform strategy-making. Strategic analysis is the first phase of the strategic management process and focuses on understanding a firm’s environment and stakeholders in order to formulate and implement strategy.

  Prerequisites: All 5100-series required core courses
  Corequisites: All 5200-series required core courses
  Note: Students who took SGMT 5800 cannot take SGMT 6130. Students who took SUST 5200 can take SGMT 6130.

• SGMT 6240 3.00 MANAGING STRATEGIC ALLIANCES AND JOINT VENTURES
  This course focuses on strategic alliances and joint ventures. It is designed to increase understanding and appreciation of issues related to strategy, technology and organization as they apply to alliances and the challenges they pose in terms of their establishment, structuring, management and evolution. Theoretical perspectives and practical applications are combined in addressing the key strategic, managerial as well as operation issues. Prerequisite or Corequisite: SGMT 6000 3.0 or SGMT 5600 1.50 for IMBA students.
• SGMT 6250 3.00 STRATEGY EXECUTION

  This course addresses the managerial challenge of executing a firm's strategy, by focusing on organizational elements that must be aligned to support a strategy as well as the tremendous difficulty of doing so. These elements include, but are not limited to, organizational structures and control mechanisms that "match" the given strategy as well as strategic leadership. Students learn and apply theory regarding strategy execution by analyzing implementation and performance in specific firms.

  Prerequisite: SGMT 6000 3.0

• SGMT 6410 3.00 GLOBAL STRATEGY

  This course examines issues and challenges that arise when business transactions and organizations transcend national boundaries and become international, regional or global. Entry strategies and adjustments to managerial functions are considered for multiple sectors/industries (e.g., manufacturing, services; autos, pharmaceuticals, advertising, hotels) and a variety of countries in the major regions of the world (Americas, Asia, Europe and Africa/Middle East).

  Prerequisites: All 5100-series Required Foundations of Management Core Courses or permission of the instructor

• SGMT 6700 3.00 STRATEGIC CAPABILITY DEVELOPMENT

  We bridge and extend SGMT 6000 and ORGS 5100, drawing on contemporary theory and practice to further develop the skills and knowledge needed for translating strategy into action. Strategic successes and challenges are viewed as opportunities for building and strengthening long-run dynamic strategic capabilities. Emphasis is placed on experiential and applied approaches.

  Prerequisite: ORGS 5100
  Co-requisite: SGMT 6000 or SGMT 5600

• SGMT 6720 3.00 MANAGING GLOBALLY - PAST, PRESENT, FUTURE
  Many of the challenges facing global companies today are not new and we can learn from the past to meet those challenges today and prepare for the future. This course explores the parallels between the issues multinationals face today and those they faced in the past. Based on historical and contemporary cases, you will get insights and practical tools to manage in the current global environment and develop the necessary skills to address future challenges.
• SGMT 6800 3.00 STRATEGIC MANAGEMENT OF TECHNOLOGY - BASED FIRMS
  This course focuses explicitly on the linkages between technology and strategy. Knowledge of strategic management is extended by investigating how strategy is different when technology is the key strategic driving force. Topics discussed include: industry evolution; competitive positioning; appropriate organizational structures and systems; and the culture of technology-based organizations. Co-requisite: SB/SGMT 6000.030
• SGMT 6970 3.00 RESTRUCTURING & TURNAROUND MANAGEMENT
  This course presents an overview of company turnarounds and restructurings with the aim of providing students with sufficient knowledge to appreciate and learn how to approach issues that arise when companies face critical challenges to the viability of their business. To this end, it examines the three pillars of restructuring: 1) turnaround strategy, 2) legal framework, and 3) refinancing. Prerequisites: All 5000-series Required Foundations of Management Core Courses Prerequisite or Co-requisite: SB/SGMT 6000.030

Elective Courses

• ECON 6210 3.00 ECONOMIC FORECASTING AND ANALYSIS
  An increasing number of organizations make explicit forecasts of the economic environment within which they will be operating as a basis for forward-looking plans. This course studies the main forecasting methods in relation to the length of the forecasting time horizon. Several systematic appraisals of past forecasts are reviewed. Prerequisite: SB/ECON 5100.030 and SB/OMIS 5120.015
• ENTR 6605 3.00 ENTREPRENEURSHIP & NEW FIRM CREATION

  Explores various dimensions of the creation of new ventures, including family enterprises. It is concerned with content and process questions as well as with formulation and implementation issues that relate to conceptualizing, developing and managing successful new ventures. The course examines the nature of entrepreneurs and what they do. It identifies the nature of opportunities and considers how new venture ideas can successfully be screened. The course provides the opportunity to develop a cohesive and affective business plan for a start-up venture.
  Prerequisites: All 5100-series Required Foundations of Management Core Courses.

• MKTG 6650 3.00 STRATEGIC MARKET PLANNING
  This course familiarizes the student with the range of decisions involved in planning market strategy for the future, and develops skills in using a variety of analytical frameworks for making such decisions. It is targeted at final-semester marketing or strategic management majors. Prerequisite: SB/MKTG 5200 3.00
• SUST 6250 3.00 INTEGRATING SUSTAINABILITY ACROSS FUNCTIONS

  This course will explore how to integrate the diverse set of functional sustainability-related issues across the entire organization. More specifically, students will examine how the various sustainability issues manifested within human resources (e.g., DEI), operations (e.g., social procurement), finance (e.g., ESG reporting), and marketing (e.g., responsible advertising), can present both opportunities and barriers when integrated at the cross-functional level.

  Admission to this course requires the successful completion of SUST 5200 as a prerequisite, or special approval of the instructor.

^{NOTE: Not all courses required to fulfill a specialization are offered each term. Course offerings are based on factors such as student demand and instructor availability. The office of Student Services & International Relations is available to provide advising on course sequencing and the fulfillment of program and specialization requirements within a student’s period of study. For current course offerings and details, please view the Schulich Course Offerings Database.}