| Credits: 6,0 | | Study load hours: 162 | Period: semester 1 (6sp)  |
| Language of instruction: English | | Exam contract: not possible |
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1) Business administration: Students should have a foundation in "general business administration" (e.g., a previous course Business Management or Entrepreneurship), with knowledge of general management concepts and frameworks, as well as the main functional areas in business (e.g., accounting, finance). 2) Economics: Students should have a foundation in "general economics" (e.g., a previous course Introduction to Economics or Macro/Micro-Economics), with knowledge of general economic principles, including macro- and micro-economic concepts. They should be familiar with important economic indicators (e.g., gross domestic product, inflation) and the market mechanism of supply and demand. 3) Collaboration and communication: Students should be able to collaborate productively in diverse teams and communicate at an academic level, both orally and in writing. They should be able to convey complex ideas and analyses clearly and coherently, and to effectively work with fellow students in tasks such as case analysis and discussion.
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This course provides students with a deeper understanding of strategic analysis, strategy formulation, and strategy implementation. Drawing on key concepts, theories, and frameworks from the strategic management literature, students develop the ability to analyze strategic challenges, evaluate strategic alternatives, and assess the implications of strategic decisions. Through the study of business cases and the completion of a group project, students learn to apply strategic management frameworks to real-world situations and formulate well-reasoned strategic recommendations.
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| Compulsory textbooks (bookshop) |
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All study materials will be made available via Blackboard. |
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| Compulsory course material |
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All study materials will be made available via Blackboard. |
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| Recommended reading |
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For students seeking further background information (non-mandatory literature): Frank T. Rothaermel (2024), “Strategic Management”, international student edition: McGraw Hill. (an updated version comes out in 2026). |
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Application Lecture ✔
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Lecture ✔
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Response lecture ✔
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Small group session ✔
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Case study ✔
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Exercises ✔
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Group work ✔
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Presentation ✔
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Semester 1 (6,00sp)
| Evaluation method | |
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| Oral evaluation during teaching period | 30 % |
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| Transfer of partial marks within the academic year | Yes, with condition |
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| Conditions transfer of partial marks within the academic year | pass for this component. |
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| Written exam | 70 % |
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| Transfer of partial marks within the academic year | Yes, with condition |
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| Conditions transfer of partial marks within the academic year | pass for this component. |
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| Multiple-choice questions | ✔ |
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Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
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| Explanation (English) | Students fail the course if they obtain an insufficient grade for the
overall weighted average of the two evaluation components. Students who
fail must retake only those evaluation components for which they
received an insufficient grade. Students who do not pass the
presentation must submit an individual written assignment during the
resit period. For the written exam, a comparable closed-book resit
examination will be provided. |
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Learning outcomes | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
Master of Management
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- EC
| EC 11: The holder of the degree formulates proposals for the improvement of business processes in an international context, taking into account the broader societal framework in which businesses operate, including environmental factors and relevant stakeholders. (Stakeholder awareness) | - EC
| EC 13: The holder of the degree is able to formulate, analyze, and answer complex management issues within a VUCA world from a systems perspective, providing innovative and scientifically grounded recommendations using strategic and conceptual perspectives. | - EC
| EC 14: The holder of the degree is able to substantiate management proposals and organizational strategy in an evidence-based way by applying management theories and models, with specific attention to the fundamentals: managing people, projects, processes, and organizations. (Problem solving abilities) | - EC
| EC 15: The holder of the degree is able to formulate strategic solutions to create organizational value. (Programme specific competences) | - EC
| EC 16: The holder of the degree is able to make use of managerial skills to achieve societal and management objectives.(Programme specific competences) |
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| Included in these programmes | Tolerance3 |
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Y
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Exchange Programme Business Economics
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Y
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1 Education, Examination and Legal Position Regulations art.12.2, section 2. |
| 2 Education, Examination and Legal Position Regulations art.15.1, section 3. |
3 Education, Examination and Legal Position Regulations art.16.9, section 2.
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