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Course Name Numbersort asc Term Credit Hrs
Dissertation-Candidate STRATEGY 995 Fall 20 +9 4 - 8 hours
Diss-Cand --- Dissertation research at the candidacy stage.


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Fall 21
Spring 20
Spring 21
Spring/Summer 20
Spring/Summer 21
Summer 20
Summer 21
Winter 21
Winter 22
Dissertation-Precandidate STRATEGY 990 Fall 20 +9 1 - 8 hours
Diss-Precand --- Dissertation research at the Precandidacy stage.


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Fall 21
Spring 20
Spring 21
Spring/Summer 20
Spring/Summer 21
Summer 20
Summer 21
Winter 21
Winter 22
Special Research for Doctoral Applicants and Candidates STRATEGY 900 Fall 20 +9 1 - 6 hours
Special Research for Doctoral Applicants and Candidates --- Individual research projects for Doctoral Applicants and Candidates are available.


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Fall 21
Spring 20
Spring 21
Spring/Summer 20
Spring/Summer 21
Summer 20
Summer 21
Winter 21
Winter 22
Doctoral Seminar in Corporate Strategy STRATEGY 898 Fall 20 (A) +5 1.5 hours
Doctoral Seminar in Corporate Strategy --- STRATEGY 897, 898, and 899 cover topics in Corporate Strategy research.
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Fall 21 (A)
Winter 21 (A)
Winter 21 (B)
Winter 22 (A)
Winter 22 (B)
Doctoral Seminar in Corporate Strategy STRATEGY 897 Fall 20 (B) +1 1.5 hours
Doctoral Seminar in Corporate Strategy --- This course covers topics in Corporate Strategy research.
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Fall 21 (B)
Independent Study Project STRATEGY 750 Fall 20 +9 1 - 3 hours
Independent Study Project --- Independent study projects, supervised by faculty, are available to graduate business students in good academic standing.
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Fall 21
Spring 20
Spring 21
Spring/Summer 20
Spring/Summer 21
Summer 20
Summer 21
Winter 21
Winter 22
The Power of Prestige: How Status and Reputation STRATEGY 688 Winter 22 (A) 2.25 hours
The Power of Prestige: How Status and Reputation Confer Competitive Advantage --- What do McKinsey, Chanel, and Amazon have in common? Prestige is critical to their success!
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Mergers, Acquisitions and Corporate Development STRATEGY 682 Winter 21 (B) 2.25 hours
Mergers, Acquisitions and Corporate Development --- Mergers and acquisitions can provide opportunities for value creation, value destruction and value appropriation.
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Strategic Management of Alliances STRATEGY 681 Winter 21 (B) +1 2.25 hours
Strategic Management of Alliances --- This course will study the theory and practice of business alliances. Alliances among businesses are a fundamental necessity of corporate strategy.
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Winter 22 (B)
Business in Society STRATEGY 680 Fall 20 (A) +1 1.5 hours
Business in Society --- The world faces many large problems such as climate change, environmental degradation, global poverty, and inequality.
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Fall 21 (A)
Business Model Innovation STRATEGY 675 Fall 20 (B) +1 2.25 hours
Business Model Innovation --- Some of the most valuable firms in today's digital economy have pursued business model innovations -- innovations in which the rules of the game for creating and capturin
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Fall 21 (B)
Strategies for Growth STRATEGY 672 Fall 20 +1 3 hours
Strategies for Growth --- A major challenge facing most companies (and business units) is how to grow the organization.
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Fall 21
Advanced Competitive Strategy STRATEGY 669 Winter 22 (A) 1.5 - 3 hours
Advanced Competitive Strategy --- This course seeks to deepen and broaden your understanding of competitive strategy.
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New Age of Innovation STRATEGY 630 Fall 20 (B) +1 2.25 hours
New Age of Innovation --- This course introduces students to the emerging nature of competition and the critical capabilities that firms need to build to thrive in this environment.
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Winter 22 (A)
Platforms of Value Co-Creation STRATEGY 624 Winter 22 3 hours
Platforms of Value Co-Creation --- Interactions are the new locus of creation of value, propelled by Internetworking and the forces of digitalization, ubiquitous connectivity, globalization, and socia
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Global Strategy STRATEGY 623 Fall 21 (B) +1 2.25 hours
Global Strategy --- Global strategy is a course designed to enable you to make better strategic decisions in a world in which global competition is growing rapidly.
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Winter 21 (A)
Equity Analytics STRATEGY 615 Winter 22 (A) 2.25 hours
Equity Analytics --- Greater sensitivity to societal inequality, combined with an increasingly diverse workforce, has led many managers to ask if their business practices create disparities in opportu
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Health Care Strategy STRATEGY 609 Winter 21 (B) +1 2.25 hours
Strategy for Health Care Organizations --- This course applied advanced concepts of strategy to analyze, understand and craft winning strategies for organizations competing in the health care industry
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Winter 22 (B)
Corporate Strategy STRATEGY 601 Winter 21 (B) 3 hours
Corporate Strategy --- This course focuses on the job, perspective, and skills of the general manager in diagnosing what is critical in complex business situations and finding realistic solutions to s
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Strategy Benchmarking STRATEGY 598 Spring 20 +1 1 hours
Strategy Benchmarking --- This course is an action learning course to provide a field supplement to the in-class Strategy 591 course.
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Spring 21
Corporate Strategy STRATEGY 591 Spring 21 +1 2.25 hours
Corporate Strategy --- This course focuses on the job, perspective, and skills of the general manager in diagnosing what is critical in complex business situations and finding realistic solutions to s
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Winter 22 (B)
Systems Thinking for Sustainable Development and Enterprise STRATEGY 566 Winter 21 +1 3 hours
Systems Thinking for Sustainable Development and Enterprise --- Challenges to a sustainable human future such as climate change, population growth, biodiversity loss and persistent poverty are charact
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Winter 22
Strategies for Sustainable Development II: Managing Social Issues STRATEGY 565 Fall 20 (B) +1 1.5 hours
Strategies for Sustainable Development II: Market Transformation --- The pressure for sustainable development has significant implications for firms, particularly large multinational corporations.
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Fall 21 (B)
Strategies for Sustainable Development I: Competitive Environmental Strategy STRATEGY 564 Fall 20 (A) +1 1.5 hours
Strategies for Sustainable Development I: Enterprise Integration --- This course deals with environmental issues from a strategic perspective. It focuses on how environmental pressures (e.g.
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Fall 21 (A)
Innovation in Global Health Delivery STRATEGY 562 Fall 20 (A) +1 1.5 hours
Innovation in Global Health Delivery: Strategies for Enhancing Growth and Improving Access in Emerging Markets --- New business models built around operational efficiency offer tremendous potential t
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Fall 21 (A)

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