Examines the long term effects of information technology on business strategy in the real estate and construction industry. Considerations include: supply chain, allocation of risk, impact on contract obligations and security, trends toward consolidation, and the convergence of information transparency and personal effectiveness. Resources are drawn from the world of dot.com entrepreneurship and "old economy" responses. Taught by case study method and grading is based on class participation and papers.

" This is a course in how corporations make use of the insights and tools of risk management. Most courses on derivatives, futures and options, and financial engineering are taught from the viewpoint of investment bankers and traders in the securities. This course is taught from the point of view of the manufacturing corporation, the utility, the software firm—any potential end-user of derivatives, but not the dealer. Most related courses focus on the extensive taxonomy of instruments and the complex models developed to price them, and on ways to exploit mispricing. While this course will make use of some of these pricing models, the focus is on how corporations use the insights and models to improve their operations, to increase the value of their real assets, or to create the financial flexibility necessary to implement their core strategy."

This seminar provides an introduction to scholarship in a growing research community: the sociologists and sociologically-inclined organization theorists who study issues that relate, at least in a broad sense, to the interdisciplinary field of inquiry that is known as "strategy" or "strategic management" research. The course is not designed to survey the field of strategy. Rather, the focus is on getting a closer understanding of the recent work by sociologists and sociologically-oriented organization theorists that investigates central questions in strategic management. In particular, we will be concerned with identifying and assessing sociological work that aims to shed light on: (a) relative firm performance; (b) the nature of competition and market interaction; (c) organizational capabilities; (d) the beginnings of industries and firms; (e) the diffusion of transfer of ideas and practices across firms; and (f) strategic change.

This course begins with an introduction to the field of strategic management and the definition of some important terms and concepts; it concludes by elaborating on 21st century management strategy. This course may serve as a capstone for a business major. Upon successful completion of this course, students will be able to: define strategy, discuss the participants in the strategic management process, and analyze various types of industry structures; select and apply appropriate strategic management tools to diagnose internal and external factors facing organizations; define and classify types of competitive advantage and explain associated best practices for creating and maintaining advantages; explain the most commonly used corporate strategies and analyze alternatives for creating long term value; apply modern strategic management techniques and choose the best alternatives in the face of rapidly changing technology; synthesize strategic management theory and concepts to explain competitive advantage in the era of globalization. (Business Administration 501)

Subject focuses on some of the important current issues in strategic management. It concentrates on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. Subject is intended to provide the students with a pragmatic approach that guides the formulation and implementation of corporate, business, and functional strategies. Restricted to Sloan Fellows.

Subject focuses on some of the important current issues in strategic management. It concentrates on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. Subject is intended to provide the students with a pragmatic approach that guides the formulation and implementation of corporate, business, and functional strategies. Restricted to Sloan Fellows.

Subject focuses on some of the important current issues in strategic management. It concentrates on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. Subject is intended to provide the students with a pragmatic approach that guides the formulation and implementation of corporate, business, and functional strategies. Restricted to Sloan Fellows.

This course is intended to be an extension of course 15.902, Strategic Management, with the purpose of allowing the students to experience an in-depth application of the concepts and frameworks of strategic management. Throughout the course, Professor Hax will discuss the appropriate methodologies, concepts, and tools pertinent to strategic analyses and will illustrate their use by discussing many applications in real-life settings, drawn from his own personal experiences.

This course is intended to be an extension of course 15.902, Strategic Management, with the purpose of allowing the students to experience an in-depth application of the concepts and frameworks of strategic management. Throughout the course, Professor Hax will discuss the appropriate methodologies, concepts, and tools pertinent to strategic analyses and will illustrate their use by discussing many applications in real-life settings, drawn from his own personal experiences.

Provides students with strategic frameworks and a broad exposure to business matters that affect strategic management and the consulting industry. To fulfill that objective, the Proseminar invites distinguished executives from businesses and consulting firms. The Proseminar is organized according to the themes that represent the primary challenges that managers are facing today. The themes were identified after an extensive survey of top executives in the U.S. and abroad. The faculty in charge of the seminar provide a continuous briefing of the subjects being discussed to assure the continuity of the learning process.

Examines the fundamental concepts of strategic planning and management in the context of the real estate, design, and construction industry. Discusses the basic business relationships among firms in the design and construction value chain. Specific topics include: industry analysis; strategic planning models; information technology strategy; strategy in fragmented industries; negotiation; and macro trends shaping the industry as a whole. Case method of instruction is used, and supplemented by extensive readings. From the course home page: This course provides an overview of key concepts in strategic management in the construction, real estate, and architecture industries. Topics include supply chain analysis, market segmentation, vertical integration, competitive advantage, and industry transformation. This course is of interest to students seeking more understanding of the business dynamics of real estate and construction; seeking to provide value in firms which they may join; or seeking to build a foundation for their own entrepreneurial pursuits.