Affiliated MBA Courses
Elective Courses
Supply Chain Management and Information Technology
M. Eric Johnson, Professor of Operations Management and Director, Center for Digital Strategies
This course focuses on managing material and information outside of the factory walls including aspects of product design collaboration, demand planning and forecasting, inventory deployment, distribution system design, channel management, and logistics. We explore order fulfillment strategies and the impact of the internet on distribution and back-end supply chain processes. We also examine strategies for enterprise and extraprise integration. Stumbling blocks for supply chain integration such as high transaction costs between partners, poor information availability, and the challenges of managing complex interfaces between functional organizations have been rapidly dissolving on the web. We study the impact of these changes on traditional supply chains and on the creation of virtual chains.
Marketing in the Networked Economy
John Marshall, Adjunct Associate Professor of Business and Executive Fellow, Center for Digital Strategies
This course takes an analytical approach to the study of the marketing function in the context of the networked economy. Attention focuses on the challenges and opportunities that organizations face in applying traditional marketing skills in the electronic marketplace. Guest speakers and case studies will be used to illustrate the key issues in developing effective marketing strategies for e-commerce. The major objectives of this course are to provide students with (1) an understanding of the role of marketing in the context of the networked economy; (2) a sound conceptual and theoretical "tool kit" for analyzing marketing problems faced by organizations in the networked economy; and (3) a forum for presenting and defending their recommendations and for critically examining and discussing the recommendations of others.
Strategy in Turbulent Environments
Alva Taylor, Associate Professor of Business Administration
Change has become the norm in today’s business environments. As such business strategies must be dynamic and address the need to be developed under situations of high uncertainty. Business change can be driven by technology, demographics, new innovations, financial shifts, governmental intervention, or unforeseen crises. Firms must thrive in environments where the basis of competition is changing rapidly. Competing on knowledge is critical as firms must compete on their ability to create and profit from new ideas, and require them to be able to adapt quickly to new conditions. In this course, we will begin to explore how successful managers can meet these challenges, and incorporate the ability to anticipate and respond to change into their business models and strategies successfully. Students will have the opportunity to explore these ideas in situations ranging from biotech firms to international banks to nightclubs. In this class, students will also have the opportunity to conduct a group project that explores in detail, issues concerning strategic action in turbulent situations.
Strategic Management of Innovation
Alva Taylor, Associate Professor of Business Administration
This intent of this course is to provide the frameworks for understanding and making critical decisions in businesses based on innovation and creativity. The course examines (1) the generation of commercializable new ideas in both new ventures and existing organizations; (2) the challenges to building and maintaining an organization based on creativity and innovation; (3). organizing models for generating new innovations; and (4) strategies in industries and markets based on creative products. With globalization decreasing barriers to entry, and increasing quick imitation, organizations are looking more and more to innovation as a driver for sustainable success. In addition, innovation is the cornerstone of new ventures, and a way for entrepreneurs to create new and valuable organizations. The course should be of particular interest to those interested in managing a business where external or internal innovation is a necessity for competition; those interested in capitalizing on personal or organizational creativity; and those with potential careers in new business ventures and consulting for companies concerning new products and innovation.
Business Strategy for Internet Companies
Constance E. Helfat, J. Brian Quinn Professor in Technology and Strategy
This course deals with strategy for companies whose business is primarily on the web. The course seeks to uncover strategies through which companies can make money on the web in a sustainable, long-term manner. The course includes substantial student involvement in researching emerging business models and strategies on the web.
Deconstructing Apple
Constance E. Helfat, J. Brian Quinn Professor in Technology and Strategy
This is a new type of course, similar to the Research to Practice small seminar courses, except that we will emphasize more of the practice aspect and work back to some of the underlying research. The course uses the small group format to take a deep dive into a company’s history and evolution – in this case, for Apple Inc. The course will cover Apple from its inception to the present day, including its initial business strategy in personal computers, its corporate strategy expansion to other product-markets, its international expansion, its marketing strategy, its financial strategy, and the role of its chief executive officer. It presents an opportunity to apply everything that you have learned from your strategy-related courses thus far at Tuck, to learn and apply new concepts, and to learn about the underpinnings of these ideas in academic research.
Strategy in Innovation Ecosystems
Ron Adner, Associate Professor of Business Administration
In this seminar we will continue to develop the theme of ecosystems, and explore whether and how strategy making needs to change when value creation requires multiple participants to interact. The course itself will be an exercise in joint value creation (with all the risks that that entails). The session formats will vary. Some sessions will be devoted to discussing academic articles. Others will focus on deep-dive analyses of selected topics (e.g., e-publishing; 3d cinema; electric vehicles and infrastructure). The deep dives will be motivated by a student projects conducted for the seminar. Other sessions will have us engaging with external visitors (think of these more as interviews than presentations).
A subset of topics to be covered includes:
• Changes in industry structure
• Multi-sided markets
• Approaches to technological change
• Managing external collaborations
• Managing internal collaborations (solutions)
• Implications for corporate leadership