Strategy, Technology, and Global Competitive Advantage

MGMT-6680

This course emphasizes the linkage between technology, strategy, and achieving global competitive advantage. This course develops the concept and practical tools of strategy, strategic planning, and implementation both at the business unit and at corporate levels. The strategies of technology intensive international companies such as Intel, Microsoft, Netscape, Apple, Rhone-Poulenc, Toshiba, Xerox, MCI, ABB, and MapInfo are investigated and compared. The study of the evolution of General Electric's strategies from 1970 to 2000 completes the course. Students work in teams to develop a five-year strategic plan for a company or business unit of their choice, with a minimum of three strategic alternatives, and recommend the chosen alternative.

3 credits
Cross-listed with:
Prereqs:
none

Past Term Data

Offered
Not Offered
Offered as Cross-Listing Only
No Term Data
Spring Summer Fall
(Session 1) (Session 2)
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
Strategy And Global Advantage (3c)
  • Murali Dharan Raman Chari
Seats Taken: 3/15
2013
Strategy And Global Advantage (3c)
  • Murali Dharan Raman Chari
Seats Taken: 0/15
2012
2011
2010
Strategy And Global Advantage (3c)
  • Andrew C. Corbett
Seats Taken: 12/100
2009
Strategy And Global Advantage (3c)
  • Lisa M. Chandler
Seats Taken: 18/100
2008
Strategy And Global Advantage (3c)
  • Lisa M. Chandler
Seats Taken: 24/100
2007
Strategy And Global Advantage (3c)
  • David Rainey
Seats Taken: 2/100
Strategy And Global Advantage (3c)
  • Gregory M. Sparzo
Seats Taken: 39/100
2006
Strategy And Global Advantage (3c)
  • William J. Luddy
Seats Taken: 38/100
2005
Strategy And Global Advantage (3c)
  • William J. Luddy
Seats Taken: 50/100
2004
Strategy And Global Advantage (3c)
  • Gregory N. Hughes
Seats Taken: 78/3830
2003
Strategy And Global Advantage (3c)
  • Pier A Abetti
Seats Taken: 12/90
2002
Strategy And Global Advantage (3c)
  • Pier A Abetti
Seats Taken: 87/8250
2001
2000
1999
1998