1. Market and strategy
2. Business and behavioral strategy
3. A new dimension for space and time in organization and strategy
4. Optimization and decision modeling on strategic decision making
5. Skills, competence and a new role of the human being
6. Business behavior as managerial evidence
7. Business plan: the role and function
8. Big data & decision-making process
9. Big data, machine learning for Management science
10. A multidisciplinary approach to business behavior
Business and Behavioral Strategy offers an essential view of the corporate decision-making involved in orchestrating the strategy process - the key ideas, concepts, and tools - and answer to questions like why firms adopt different strategies and structures, why heterogeneity persists. The course will describe the decision-making in competitive markets at the business unit level in which many key strategic choices and actions are formulated and undertaken. The essential “tool-kit” that combines a broad understanding of competitive strategy analysis and the decision-making will be taught in a journey through the frameworks of the analytical and behavioral processes.
The course is divided into three parts.
1. The first focuses on the strategy problem. This part of the course starts by proposing vocabulary and models, which help understand how corporate behaviors influence corporate strategy and sustain (or tackle) competitive advantage depending on the size of the company.
- context and principles of strategic management;
- organizational behavior in entrepreneurial and family firms.
2. The second part focuses on how turning the data and judgment into a decision. It tackles the question of how an executive and business unit can locate opportunities to achieve sustained competitive advantage thanks to the contribution of management science framed within the strategy formulation analytical process.
- optimization and decision modeling;
- problem structuring;
- strategic decision making.
3. The third part focuses on how competency and behavior affect the development and execution of a successful strategy. This part of the course concludes with a discussion of why good analysis in the hands of managers who have good judgment won’t naturally yield good decisions. Strategic leaders should be not only competent to read market forces but also competent “practitioner psychologists,” and what developing such competencies entails. This discussion will help surface the biases to which the decision process under review is particularly prone.
- cognitive biases, organization, entrepreneurial and family firm survival;
- the psychology of strategy, rational heuristics and cognitive biases.
Students will learn how to evaluate strategies, as well as how to locate sources of potential competitive advantage from a perspective that, for the purpose of this course, encompasses the internal and dynamic fit of a strategy. They will also learn how to identify organizational barriers and corporate behaviors that sustain or challenge the development and execution of strategies, and the competitive advantage of a company