This course draws on a wide range of perspectives to explore the roots of long term competitive advantage in unusually successful firms. Using a combination of cases, simulations, readings and, most importantly, lively discussion, the course will explore the ways in which long term advantage is built from first mover advantage, increasing returns, and unique organizational competencies. We will focus particularly on the ways in which the actions of senior management build competitive advantage over time, and on the strategic implications of understanding the roots of a firm's success.

An introduction to bargaining and negotiation in public, business, and legal settings. Combines a "hands-on" skill-building orientation with a look at pertinent social theory. Strategy, communications, ethics, and institutional influences are examined as they influence the ability of actors to analyze problems, negotiate agreements, and resolve disputes in social, organizational, and political circumstances characterized by interdependent interests.

" China's rise as a great power raises important questions about how that power might be used in its relations with other states. Nowhere are such questions more salient than in the future trajectory of China's conflict behavior, including its approach to deterrence, crisis management and the use of force. To explore these important questions in China's international relations, this seminar examines the evolution of Chinese strategic thought, in primary sources as well as its reflection in the interactions among Chinese states and between China and other states."

A comparative study of the grand strategies and military doctrines of the great powers in Europe (Britain, France, Germany, and Russia) from the late nineteenth to the mid-twentieth century. Examines strategic developments in the years preceding and during World Wars I and II. What factors have exerted the greatest influence on national strategies? How may the quality of a grand strategy be judged? Exploration of comparative case study methodology also plays a central role. What consequences seem to follow from grand strategies of different types? Open to undergraduates with permission of instructor.

The primary objective is to teach students to do rigorous, explicit, customer-based marketing analysis which is most appropriate for new ventures. Explicit analysis of customers and potential customers, using available data, together with explicit and sensible additional assumptions about customer needs and behavior. Additional course objectives are to teach students about: (a) ways to implement marketing strategies when resources are very limited, and (b) common deficiencies in marketing by entrepreneurial organizations. From course home page: Course Description Educational Objective This course clarifies key marketing concepts, methods, and strategic issues relevant for start-up and early-stage entrepreneurs. At this course, there are two major questions: Marketing Question: What and how am I selling to whom? New Venture Question: How do I best leverage my limited marketing recourses? Specifically, this course is designed to give students a broad and deep understanding of such topics as: What are major strategic constraints and issues confronted by entrepreneurs today? How can one identify and evaluate marketing opportunities? How do entrepreneurs achieve competitive advantages given limited marketing resources? What major marketing/sales tools are most useful in an entrepreneurial setting? Because there is no universal marketing solution applicable to all entrepreneurial ventures, this course is designed to help students develop a flexible way of thinking about marketing problems in general. Career Focus This course is aimed at students who plan to start a new venture or take a job as a marketing professional in an early-stage business.

This course provides practical instruction in the design and analysis of non-digital games. Students cover the texts, tools, references and historical context to analyze and compare game designs across a variety of genres, including sports, game shows, games of chance, card games, schoolyard games, board games, and role–playing games. In teams, students design, develop, and thoroughly test their original games to understand the interaction and evolution of game rules. Students taking the graduate version complete additional assignments.

" An historical examination and analysis of the evolution and development of games and game mechanics. Topics include a large breadth of genres and types of games, including sports, game shows, games of chance, schoolyard games, board games, roleplaying games, and digital games. Students submit essays documenting research and analysis of a variety of traditional and eclectic games. Project teams required to design, develop, and thoroughly test their original games."

This course examines systematically, and comparatively, great and middle power military interventions, and candidate military interventions, into civil wars from the 1990s to the present. These civil wars did not easily fit into the traditional category of vital interest. These interventions may therefore tell us something about broad trends in international politics including the nature of unipolarity, the erosion of sovereignty, the security implications of globalization, and the nature of modern western military power.

The 3-Circle model was developed over the past several years, initially in strategic planning for a university graduate program and in an executive MBA course designed to integrate the concepts ofmarketing and competitive strategy. Over the course of time, the 3-Circle model has beensuccessfully used by hundreds of organizations throughout the world in establishing and growing their market positions. Many of the case examples in this book demonstrating applications of the 3-Circle model applications are from executives who have attended executive education training at the University of Notre Dame.

Strategic management is usually among the last courses of the business education curriculum. Taught from a top-management perspective, the course generally involves concepts, cases, and a business game. The balance among the work expected of students in studying concepts and engaging in cases and game vary greatly among institutions and their instructors.This narrative content is written for the strategic management course that is lighter-on-content and heavier-on-engagement. The content herein covers principles that are useful in practice. The student is told only what the student must be told, on the presumption that the student is intelligent enough to fill in the gaps, a presumption that should be reasonable for anyone aspiring to a top management position.To simplify the narrative, the discussion herein refers only to profit-making entities, labeled firms, even though much of the material is applicable also to not-for-profit organizations. Additionally, the revenue-generating output of firms are referred to always as products, even when the product could be a service, such as transportation.

Simulation games give practice in strategy implementation. Practice requires action that games demand. In a game, as in life, no action is an action and no strategy is a strategy.

This course introduces Entrepreneurship and Business Planning. Upon successful completion of this course, students will be able to: analyze the entrepreneurial process through which business ideas are evaluated; identify the characteristics of successful entrepreneurs; demonstrate an awareness of strategies supporting entrepreneurship; distinguish between business ideas and opportunities; write a formalized business plan; write a marketing plan; examine their personal entrepreneurial potentials; know how to finance their business ventures; demonstrate an understanding of team-building dynamics. (Business Administration 305)

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.

Outlines tools for formulating and evaluating technology strategy, including an introduction to the economics of technical change, models of technological evolution, and models of organizational dynamics and innovation. Topics covered include: making money from innovation; competition between technologies and the selection of standards; optimal licensing policies; joint ventures; organization of R&D; and theories of diffusion and adoption. Taught using a combination of readings and case studies.

" This course provides you with a framework to understand the structure and dynamics of high-tech businesses, together with an approach for their effective strategic management. It is focused on domains in which systems are important, because either or both products are parts of larger and more complex systems, or they are comprised of systems. The domains covered include computing, communications (in particular the mobile and IP domains), consumer electronics, industrial networking, automotive, aerospace and medical devices. The course will be of particular interest to those interested in managing a business in which technology will likely play a major role, and also to those interested in investing in or providing counsel to these businesses. The emphasis throughout is on the development and application of ways of thinking or mental models that bring clarity to the complex co-evolution of technological innovation, the demand opportunity, systems architecture, business ecosystems, and decision-making and execution within the business."

Through a series of articles written between 2013 and 2017, this book examines Ukraine during its period of conflict – from the protests and uprising of Euromaidan, to the Russian annexation of Crimea and the outbreak of war in Ukraine’s two eastern provinces Donetsk and Luhansk. It also looks at Ukraine’s response to Russian incursions in the form of Decommunisation – the removal of Lenin statues, Communist symbols, and the imposition of the so-called Memory Laws of the spring of 2015. The book places these events in the context of the 1991 collapse of the Soviet Union, and Ukraine’s geostrategic location between Russia and the European Union. It seeks to provide answers to questions that are too often mired in propaganda and invective and to assess whether the road Ukraine has taken is likely to end in success or failure.