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Carleton Teaching
Ph.D & Masters' Courses, Carleton University
Description Level Timeframe
Corporate & Business Strategy Ph.D 1997 - 2001
Strategic Management MMS 1995 - 2001
Research Methodologies MMS 1994, 1995
Undergraduate Teaching, Carleton University
Description Level Timeframe
Strategic Management senior, core 1988 - present
International Business Strategy senior, core 1995 - 2001, 2003 - 2007
Intro to International Business freshman, core 1996 -1998
Environment of International Business senior, elective 1995 -1999
Introduction to Management junior, core 1988 -1992
Entrepreneurship senior, elective 1993 -1995
Business and Society senior, elective 1988 -1995
42.4609 A,B, C & D- Strategic Management
Strategic Management is the business school capstone course completed in the final 4th year of study in undergraduate or the final term in the MBA that focuses on strategy making in for-profit business corporations.

Private for profit firms must compete for customers, for capital, for employees in the market place. Firms exist to create something of value for their customers – not to maximize profits – as is erroneously believed by critics. Does a customer shop at Loblaws in order to maximize the profits of Loblaws’ shareholders? Of course not. Customers shop at Loblaws or Metro or Sobey’s because they believe the prices are lower or the selection of products is superior or the location is better or the employees are more professional. Firms that are more successful at creating value (in their organization called the “value chain”) with their products or services attract more customers, market share and typically profitability – as an outcome of successful value creation strategies.

When the firm’s market share, revenues and profitability increase – reflecting superior value creation – the share price and the firm’s market capitalization typically increases. Consequently, larger firms create more value – empirically - than smaller firms. Another outcome is that the shareholders of these firms become wealthier as the shares increase in value reflecting superior value creation. The shareholders of Apple – including the family of Steve Jobs – became very wealthy as a consequence of Apple’s very successful value creation strategies. Thus, the phrase “”wealth creation”” is merely a less accurate synonym for value creation.

We have known from Adam Smith to Harvard’s strategy professor Michael Porter, that competitive markets with firms competing with one another foster increased value creation. Moreover, we have known from Adam Smith to Nobel Laureate trade economist Paul Krugman that countries that liberalize their trading rules with other countries experience increased standards of living (see Krugman,“”Ricardo’s Difficult Idea””,

To connect the micro to the macro, countries that possess a significant number of firms that are successful at value creation and adopt liberalized trade practices will enjoy a higher standard of living than countries that have less competitive (including closed) economies, well known to economists and to people who have travelled extensively around the world.

Each student must select a publicly traded firm in Canada, US or Europe, and develop a comprehensive strategic analysis of the firm from “scratch” – no canned case study provided. Students are expected to analyze, identify and evaluate opportunities and threats in the economic, technological, demographic and political-legal environments in light of identified strengths and weaknesses in the organization’s value chain, in order to craft a sustainable competitive advantage by recommending changes to specific firm core competencies. Emphasis is on corporate and business level strategic analysis, strategy formula­tion and implemen­ta­tion­­.

The course serves to integrate and synthesize knowl­edge acquired in the functional disciplines in a business­­ school by application of acquired functional skills to corporate and business strategic analysis. The capstone course is similar to the Honours dissertation course in other social science departments e.g. political science. In this course, students are expected to undertake very extensive applied evidence based i.e. empirical research using Statistics Canada, US Census Bureau and US BEA, OECD, IMF, OECD government department databases as well as private databases such as Bloomberg, Capital IQ, EIU, Mergent, Factiva, Business Source Premier.

42.4709A - International Business Strategy
  Analysis and evaluation of the organization's global and national strategies. Emphasis on firms' market-entry strategies and on the unique problems of managing in distant and different cultures.

42.5900/42.6803 - Corporate and Business Strategy
  This seminar focuses on the most important contributions concerning theories of the firm, origins of the modern corporation, analysis of the external environment, industry analysis, value chain analysis, resource-based theory, distinctions between corporate and business strategy, economies of scope, diversification and sustainable competitive advantage.
Tutorials or directed readings in selected areas of business, involving presentation of papers as the basis for discussion with the tutor. A requirement for the course may be participation in an advanced business course at the undergraduate level.