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Course Namesort desc Number Term Credit Hrs
Leading Creativity and Innovation STRATEGY 563 Fall 18 (A) 1.5 hours
Leading Creativity and Innovation --- This course is designed to introduce students to the practices necessary to stimulate and manage innovation in a business.
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Mergers, Acquisitions and Corporate Development STRATEGY 682 Winter 18 (B) +1 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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Winter 19 (B)
New Age of Innovation STRATEGY 630 Fall 18 (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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Fall 19 (B)
Platforms of Value Co-Creation STRATEGY 624 Winter 19 (A) 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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Professional Capstone: Dynamic Capabilities Through Corporate Development STRATEGY 492 Winter 18 3 hours
Dynamic Capabilities Through Corporate Development --- Dynamic capabilities refer to firm specific capabilities that can be developed, deployed, and protected for competitive advantage, through the ma
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Special Research for Doctoral Applicants and Candidates STRATEGY 900 Fall 18 +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 19
Spring 18
Spring 19
Spring/Summer 18
Spring/Summer 19
Summer 18
Summer 19
Winter 18
Winter 19
Strategic Management of Alliances STRATEGY 681 Winter 18 (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 19 (B)
Strategies for Growth STRATEGY 672 Fall 18 (A) +2 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 19
Winter 19 (B)
Strategies for Sustainable Development STRATEGY 400 Fall 19 3 hours
Strategies for Sustainable Development --- This course will cover the basic concepts by which corporation address important sustainability issues and offer content to prepare students for the cutting
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Strategies for Sustainable Development I: Competitive Environmental Strategy STRATEGY 564 Fall 18 (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 19 (A)
Strategies for Sustainable Development II: Managing Social Issues STRATEGY 565 Fall 18 (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 19 (B)
Strategy STRATEGY 557 Fall 18 (A) +1 2.25 hours
Strategy --- Adopting the perspective of the firm's leader, this course focuses on how to create and sustain superior organizational performance.
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Fall 19 (A)
Strategy Benchmarking STRATEGY 598 Fall 18 +3 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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Fall 19
Spring 18
Spring 19
Systems Thinking for Sustainable Development and Enterprise STRATEGY 566 Winter 19 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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The Corporation in Society STRATEGY 411 Fall 19 3 hours
The Corporation in Society --- We live in extraordinary times. Corporations are among the wealthiest and most powerful institutions on the world's stage today.
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World Economy STRATEGY 558 Winter 18 (A) +1 1.5 hours
The World Economy --- This course examines how firms' strategic options and competitiveness are influenced by features of the global competitive landscape, including exchange rate movements, location-
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Winter 19 (B)

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