This course reviews management literature, and is designed for individuals and teams who want to utilize research in core business fields to become more effective managers. The material is catered to participants in organizations of all sizes, including entrepreneurs, managers in corporations and startups, and policymakers.
Our premise is that management is a discipline that can be learned from study, and that a diverse set of academic research has practical and actionable implications for how to manage in a modern organization. The lecture material is based on our book Unlocking the Ivory Tower: How Management Research Can Transform Your Business.
6-8 hours per week.
You need a computer that allows you to watch the video lectures, and the ability to upload your assignments which will be reports and powerpoint/video presentations.
Statement of Accomplishment
Subject to satisfactory performance and course completion, you will receive a statement of accomplishment signed by the instructor. This statement will not stand in the place of a course taken at Stanford or an accredited institution.
Week 1: Strategy
Strategy is the long-term direction and scope of an organization as that organization pursues advantage through its configuration of resources, to meet the needs of markets and to fulfill stakeholder expectations (Johnson and Scholes 2006). Corporate strategy addresses which business a corporation will participate in, and business strategy focuses on how a particular business competes within its industry.
Week 2: Entrepreneurship
Shane and Venkataraman (2000, p. 218) define the academic field of entrepreneurship as the “scholarly examination of how, by whom, and with what effects opportunities to create future goods and services are discovered, evaluated, and exploited.” Why do some people, and not others, discover and exploit the opportunities that are the heart of entrepreneurship?
Week 3: Leadership
Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. We look at competing views of what leaders should do, what they actually do, how leaders establish organizational culture, and what are the elements of constructive leadership.
Week 4: Organization and Processes
Organizational design is the alignment of structure, process, rewards, metrics, and talent with the strategy of the business. In this chapter, we describe what has (and has not) been established to promote organizational effectiveness.
Week 5: International Business
All companies—even new companies in new industries—must consider the global environment in which they operate. Key international business literature addresses dimensions such as theories of multinational enterprises, international political economy, multinational management, and culture. These dimensions provide managers with tools and concepts needed for growing beyond national borders.
Week 6: Innovation
Contexts for innovation vary based on location, industry, and country. We look here at how innovation diffuses or spreads and thus how current technology such as the web and social media might affect the adoption of innovative outputs. It is essential that managers understand the contexts for innovation at the firm, industry, and country levels in creating and managing innovation strategies.
Week 7: Finance
Finance is the study of how investors allocate their assets over time under conditions of certainty and uncertainty, and typically examines the relationship between money, time, and risk.
Week 8: Other Topics