Strategic Management & Entrepreneurship Courses

UNDERGRADUATE LEVEL COURSES

BA 2005 - Corporate Responsibility and Ethics

This course seeks to give you the vocabulary necessary to describe and explain the ethical issues you will learn to identify through lectures, readings, and case studies. It will provide you with a decision-making framework that you can use to disentangle the most complicated scenarios, which will then allow you to use critical thinking and analysis to arrive at a decision on how you would respond as an individual in an ethically-defensible manner. This course will also anticipate your future career growth into positions of management and leadership, and will help give you the tools to manage people, money, and business affairs both effectively and ethically.
BA 2005 was previously offered as Mgmt 1005 

prereq: Minnesota Carlson student

BA 2005H - Corporate Responsibility and Ethics

This course seeks to give you the vocabulary necessary to describe and explain the ethical issues you will learn to identify through lectures, readings, and case studies. You will be provided with a decision-making framework that you can use to disentangle the most complicated scenarios, which will then allow you to use critical thinking and analysis to arrive at a decision on how you would respond as an individual in an ethically-defensible manner. This course will also anticipate your future career growth into positions of management and leadership, and will help give you the tools to manage people, money, and business affairs both effectively and ethically. BA2005H was previously offered as MGMT1005H

prereq: Honors student

BA 3033W - Business Communication

This course teaches strategies and skills to communicate with confidence, clarity, and impact in business settings. Students develop their abilities in critical thinking (analyzing data, audience, purpose, and context) and craft (honing skills in storytelling, persuasion, writing, diction, tone, presence, data visualization, and visual design). They learn to navigate ambiguity, evaluate the needs of internal and external stakeholders, and communicate solutions to complex business problems. The course is performance- and project-based. Students produce professional-level memos, emails, and research-based proposal decks. They deliver multiple presentations (individual and team) and learn to communicate effectively with data. Students will meet with the instructor in small groups outside of class time for one scheduled lab session. The course culminates in the Case Study Competition where student teams apply their knowledge to address a real challenge from one of our industry partners.

prereq: First Year Writing, CSOM mjr or NONM

BA 4503 - Carlson Ventures Enterprise

Carlson Ventures Enterprise (CVE) is intended for highly-motivated entrepreneurially minded graduate and undergraduate students who seek opportunities to develop creative problem solving and critical analysis skills to aid in better identifying, creating and evaluating any new business opportunity, whether a start-up, social venture, or innovation initiative inside a Fortune 500 company.

CVE’s comprehensive curriculum includes the best practices, frameworks, and tools used in entrepreneurial and innovative pursuits. In a teach-then-apply environment, students manage client-based projects solving real-world problems in real time, whether helping an entrepreneur develop their new business or an established organization evaluate opportunities for growth. CVE fits with multiple degree plans, in multiple schools at the University, as either a requirement, an elective or a capstone. Registration for this course is by permission only.

MCOM 5535 - Business Presentation Skills for Leaders

Delivering key messages with clarity/confidence, regardless of audience or setting. Maximizing impact as a speaker, seated/standing. Personal communication style and audience. Tailoring message. Handling questions/answers. Using audio/visual tools. Presenting as a team.

MGMT 3001 - Fundamentals of Management

This course is about the foundational principles of management, encompassing disciplinary and topical boundaries. We will look at these principles from the perspective of how they guide action, specifically: planning, organizing, leading and controlling. By the end of the course, students will know the basics of how to set up organizations to be effective and innovative, and not just efficient. During the course, you will engage with the material in the course and understand how management frameworks can be used to choose the right internal structures and processes that can best react to your particular industry context and general business environment.

MGMT 3004 - Strategic Management

Business strategy. How business firms set and pursue their goals. Key categories of strategic issues and concepts/frameworks managers use to analyze and address those issues. Attention to specific firms and situations. prereq: CSOM, soph or jr

MGMT 3015 - Introduction to Entrepreneurship

Fundamentals of entrepreneurship. Career paths, including new business start-ups, franchising, acquisitions (including family business succession), corporate venturing, and entrepreneurial services. Legal structures for new business formation. Aspects of business law/ethics.

MGMT 3039 - Intercultural Business Communication

This course teaches students how to create culturally aware messages in business settings. Students will learn to recognize the cultural dimensions and communication patterns of various social identities that form at the intersection of nationality, religion, race, ethnicity, and gender. Through intercultural development assessments, case studies, simulations, business writing assignments, and discussions, students will: 1) reflect on their own cultural identities and worldview, 2) recognize how different cultural values can impact business success, and 3) engage in debates about the complex ethical, political, and social issues that arise from cross-cultural exchange.

MGMT 3045 - International Environment of Firms

Theories, frameworks, tools, and facts for understanding the environment of firms in international competition. Main world-level economic flows (trade, investment, finance). How country-/industry-level economic, political, and sociocultural factors influence behavior/functions of firms in international competition.  prereq: 1001 or 1001H or 3001 or 3004

MGMT 4001 - Social Venturing in Action

Discover how businesses can be powerful forces for good! In today’s world, businesses can be powerful drivers of social change. The roles of traditional social enterprises (nonprofits) and businesses are continually blurring as we see nonprofits diversifying revenue streams and many for-profit entities explicitly working towards a particular mission. This course explores how organizations use business as a force for good, balancing profit with purpose. You will dive into key topics such as the various social enterprise business models, social selling, public benefit corporations, B-Corps certification, fundraising, and impact measurement.

Students will individually research and present on an organization of their choice. Throughout the semester, students will also work in teams to support a real-world social enterprise, providing consulting services to address a specific challenge. Guided by a mentor, you will gain hands-on experience that deepens your understanding of how businesses can create meaningful social impact. Whether you aspire to launch a social enterprise or simply want to understand how business can serve the greater good, this course equips you with the tools to drive positive change.

Because the landscape of the non-profit and impact-related for-profit world is broad, one seminar course cannot possibly cover all of the important and interesting issues in this field. In our seminar, we will focus our attention on exploring a number of issues that involve the intersection of the for-profit and the not-for-profit economies.

prereq: junior or senior standing

MGMT 4008 - Entrepreneurial Management

Management of a new venture after founding. Internal/external challenges of managing a startup organization. Working with resource constraints and understanding how business models may change over time.

Prereq: Mgmt 3015 or 3010 or IBus 3010

MGMT 4031 - Industry Analysis in a Global Context

This course covers concepts and tools required to devise strategies that enable a global business to create superior value for customers and to capture a sufficient share of that value. It will offer perspectives on analyzing competitive situations and identifying and evaluating strategic options. In particular, it focuses on:

• Applying fundamental concepts of strategic management--including strategy identification, the relationship of strategy and organization, industry analysis, competitor analysis, firm and industry evolution--coupled with economic theory and quantitative analysis to evaluate competitive strategies in a global context;
• Developing an awareness of the impact of external environmental forces and of strategic actions by the firm and its rivals on business strategy.
• Integrating knowledge gained in previous and concurrent core courses with a focus on understanding applying analytical concepts that are most useful to business analysts and managers.  prereq: Mgmt 3004 or 3001

MGMT 4032 - Corporate Strategy

This course examines issues of corporate strategy, i.e., issues associated with creating and managing a firm that operates in multiple businesses. Some of the key questions we shall seek to address through this course are: 

• What are the drivers of corporate scope? How should a firm choose the activities/businesses it participates in?
• What are the sources of value for a firm from being diversified across multiple businesses?
• What are the challenges associated with managing across multiple businesses and markets?
• How are these challenges best dealt with? What structures and processes enable successful corporate diversification over time?

The learning objective of this course is to help you learn to identify and define successful corporate strategies and offer solutions for the common problems that diversified firms face. The course not only introduces you to core concepts around corporate strategy, but it also seeks to develop your ability to critically evaluate the strategies of multi-business firms, through the extensive use of case discussions.  prereq: Mgmt 3004 or 3001

MGMT 4033 - Strategy Implementation

This course focuses on implementing and executing strategy at both the organizational and functional level. It will focus on the relationship between strategy formulation and execution, the systematic and structural problems with implementing strategy, and various methods to minimize these problems. The course is designed both as a standalone topic and to deepen the student’s understanding of the other strategic concepts covered in the strategy minor.

prereq: Mgmt 3004 or 3001.

MGMT 4034 - Technology Strategy

This course addresses challenges and opportunities in the strategic management of technology and innovation. The course will equip students with the conceptual frameworks, tools, and language for analyzing and managing businesses in environments of technological change. We will examine how new technologies transform industries and create new markets, strategies for addressing technological change, and approaches for managers to shape and/or respond to new technologies. Because innovating or responding to new technologies often involves strategic and organizational change, we will also discuss how organizations change in response to new technologies.

We will use a combination of readings, lectures, case discussions, and simulations. The final team project provides an opportunity to explore in-depth the technology strategy and innovation challenges of a particular organization. The class is heavily discussion-based, which means that all students must read the material and be prepared to contribute to the learning process.

prereq: Mgmt 3004 or 3001

MGMT 4035 - Mergers and Acquisitions Strategy

This course focuses on the strategic use of mergers and acquisitions (M&A) as a means of new market entry and growth. It covers such questions as: when should one pursue an acquisition? What are the sources of value from an acquisition? What are the common challenges acquirers face? What should acquirers look for in a potential target? How should they integrate a target post-acquisition? It also considers the sell-side strategies for firms looking to exit businesses through divestiture.

The learning objective of this course is to help you learn to identify and define successful mergers and acquisitions and offer solutions for the common problems that firms face when undertaking acquisitions. The course not only introduces you to core concepts around M&A, it also seeks to develop your ability to critically evaluate firms’ M&A choices and to effectively communicate your assessment of these choices to a business audience.  prereq: Mgmt 4032 

MGMT 4055 - Managing Innovation and Change In Action

This course focuses on how business organizations innovate and change. The course covers foundational topics and combines both theoretical insights and practical knowledge based on cases and hands-on exercises. The class topics address the following questions:
· What are the sources, types, and patterns of innovation?
· What are the characteristics of an organization’s innovation ecosystem?
· How do organizations compete and collaborate in innovation ecosystems?
· What are some external forces shaping organizational innovations?
· How do organizations adapt to these external forces?

By the end of this course, students will:
- Learn the key principles of success and failure of innovation and change in business organizations across different products, services, and geographies.
- Apply course concepts to real organizational cases, diagnose problems, and recommend solutions.
- Use clear written, verbal, and online communication skills.
- Collaborate to create novel solutions to tasks and problems.
- Demonstrate the use of a wide range of qualitative and quantitative sources to support conclusions and recommendations.

prereq: MGMT 3001 or MGMT 3004 or MGMT 3010 or MGMT 3015

MGMT 4085 - Trends in Entrepreneurship

This course is your gateway to understanding the game-changing business trends that are reshaping today's economy and how they open doors for new ventures. Through engaging with industry experts, analyzing real-world case studies, and discussing current events, you'll gain valuable insights into today’s trends. Plus, you’ll learn how to spot emerging trends, evaluate their potential impact, and craft innovative strategies to harness these trends for success at every stage of the business lifecycle.

MGMT 4171W - Entrepreneurship in Action I

Entrepreneurship in Action offers an unparalleled opportunity for you to experience the thrill of launching your own startup! You’ll dive into every aspect of building a business, from brainstorming bold ideas to creating high-performing teams, with the freedom to take risks, learn from mistakes, and innovate. In the fall semester, you’ll ideate, develop and test potential business ideas, build a launch plan, and secure resources to bring your vision to life. If you choose to continue in the spring, you’ll launch your business, sell your first products, test key assumptions, and create a roadmap for future success. With up to $15,000 in funding, mentorship from experienced entrepreneurs, and access to dedicated on-campus workspaces, this is your chance to bring your ideas to reality! Open to all U of M undergraduate students. Learn more and apply at https://z.umn.edu/EntreInAction.

Prerequisites: Instructor consent with approved application

MGMT 4172 - Entrepreneurship in Action II

Second of a two-semester sequence. In the fall, students identify business opportunities, develop concepts, determine resources required, and launch businesses. In spring, students implement a business plan, manage a business, and determine exit strategies.  prereq: Mgmt 4171W

MGMT 4173 - New Venture Financing & Seed Stage Investing

This experiential course is offered to University undergraduate students interested in learning about the new venture financing through the operation of an independent angel investment fund. It serves as an introduction to the subject matter, while providing a forum for the students to review investment opportunities, connect with members from the entrepreneurial and investor communities, and learn about startup fundraising through direct participation in the investment process.

This course is being offered to complement a student-owned private venture capital fund in collaboration with individual accredited investors, which was initially formed in April of 2018. In addition to the ongoing management of the fund operations and reporting, the students will be responsible for ongoing capital raising. The final authority for all investment decisions rests with the students.

MGMT 4175W - New Business Feasibility and Planning

The purpose of this course is to provide students with the following insights to:
• Techniques for developing and screening business ideas
• Criteria for properly assessing idea feasibility
• Equipping yourself with the necessary information and analysis to develop a useful business plan
• Preparing an effective business plan
• Effectively pitching the plan to stakeholders, primarily prospective investors
The class makes use of lecture, videos, articles, cases, class exercises, assignments, and quizzes to help develop depth of understanding amongst students of the relevant subject matter of this course.

prereq: MGMT 3010 or MGMT 3015 or IBUS 3010

MGMT 4505 - Senior Seminar in International Business

Globalization and technological developments of the digital age have created exciting new opportunities for managers who seek growth and profits by accessing resources and serving markets worldwide. At the same time, managing across cultures and nations in a world where foreign companies are not always viewed in a positive light, and where political realities often obstruct business opportunities, poses multiple challenges. This course will address the global context and then focus on the strategic and cultural challenges involved in managing activities across borders, in an increasingly interconnected world. It will also draw on the students’ international experience (a semester abroad or a short term experience). Overall, as current challenges abound, they also provide an extremely rich context within which we can discuss the topics on our syllabus.

prereq: CSOM jr or sr;
strongly recommended completed international experience requirement; MGMT 3045 required only for IB majors/minors

MGMT 5018 - Philanthropy & Fundraising Strategy

This brief experiential course explores the evolving world of philanthropy and provides an opportunity to directly influence a real-life nonprofit’s funding strategies. It shows students how, despite resource constraints, nonprofit organizations can effectively build meaningful engagement and financial support around society’s most pressing needs. It provides an immersive experience – supported by a professional ecosystem – where students can learn, be inspired, and leave this class more driven (and capable) to be “a force for good.”  By the end of this course, students will have gained hands-on consulting experience in partnership with nonprofit organizational leaders, active consultants, and major philanthropists. They will have devised and presented implementable strategies at the “virtuous nexus” between potential donors and their client’s organizational needs - solutions that increase engagement and promote lasting symbiotic relationships between the private and nonprofit sectors. They will be well-positioned to make a significant positive impact throughout their careers in the Twin Cities and beyond.

MGMT 5102 - StartUp: Customer Development and Testing

Have a product, service, or business idea you’ve been thinking about but not sure where to start? This course helps you turn that idea into something real. You’ll get up to $3,000 in funding to explore your concept, test it with potential customers, and build early prototypes. With support from a dedicated mentor and guidance from faculty, you’ll learn how to experiment, get feedback, and discover what works. By the end, you’ll have a clearer sense of your idea’s potential and next steps to keep growing it. Open to students from any college or major. Learn more and apply today: https://forms.gle/nevTjSYtBYdZUDGs5.
prereq: Dept consent

GRADUATE LEVEL COURSES

All courses include the prereqs: MBA or Mgmt Sci MBA student. Any additional prereqs are noted

ENTR 6021 - Developing New Ventures

This seven-week course is for students interested in learning how to design and pitch a new venture (ventures can include for-profit startups, nonprofit startups, or internal corporate product/service development initiatives).  Students work in teams to develop and write a business proposal for their own venture and consider the practical aspects associated with securing buy-in. Students will engage in all aspects of the proposal development process including designing, testing, validating, pitching, advancing/defending, iterating, and effectively implementing the proposal.  Students will also have the opportunity to observe, analyze, and learn from the development and implementation efforts of others.

ENTR 6025 - Introduction to Entrepreneurship

The course helps students develop insights into starting and sustaining a successful venture. The course focus is on opportunity identification and evaluation: Where do new venture ideas come from? How do you recognize a good business idea? How can a so-so idea be improved to be a good opportunity? Students will focus on five characteristics of a good entrepreneurial opportunity: Creating significant customer value, profit potential, profit durability, founder and team fit, and amenability to financing.

ENTR 6036 - Managing the Growing Business

Challenges posed by rapid growth/change in independent startups. Infrastructure development, radical changes in strategy, continuous needs for substantial additional resources. Emphasizes analysis of factors accelerating/impeding growth and review/creation of growth strategies. Integration of concepts from strategy, operations, marketing, finance, and human resource management.

ENTR 6037 - Corporate Venturing

This class examines the strategic role of top management in established corporations to increase stakeholder value by forming or acquiring new internal businesses, products, or markets.

ENTR 6041 - Initiating New Product Design and Business Development

In this course, students work on product development projects sponsored by client companies and/or entrepreneurs. Projects run all year, but students may enroll for either or both terms. Coursework includes a series of assignments concerned with identifying, researching, and specifying the market and technical parameters for a new product. Assignments feed into a series of deliverables that are presented to the client. Market research emphasizes interviews with prospective customers and experts as well as business model development. Technical solutions are developed through rapid prototyping and concept rendering. Project work iterates between attention to market and technical considerations. Fall & Spring terms offer similar content, although project scope narrows in the Spring term. This course is crosslisted with BMEn8401 and PDes 8221

Prereq: Non-Carlson Grad student with Instructor Consent

ENTR 6042 - Implementing New Product Design and Business Development

Implementation of product development projects begun in the Fall term in Entr 6041. In this course, students work on product development projects sponsored by client companies and/or entrepreneurs. Projects run all year, but students may enroll for either or both terms. Coursework includes a series of assignments concerned with identifying, researching, and specifying the market and technical parameters for a new product. Assignments feed into a series of deliverables that are presented to the client. Market research emphasizes interviews with prospective customers and experts as well as business model development. Technical solutions are developed through rapid prototyping and concept rendering. Project work iterates between attention to market and technical considerations. Fall & Spring terms offer similar content, although project scope narrows in the Spring term.

Prereq: Non-Carlson Grad student with Instructor Consent

MBA 6141 - Managerial Economics

Introduction to some parts of microeconomics that are useful for managers, with attention to the circumstances that give rise to firm profitability. The first half of the course covers supply and demand, price elasticity, and market equilibrium. The second part of the course covers firms with differentiated products and market power, with particular focus on pricing models such as segmentation, bundling, and two part tariffs. The course touches on game theory and strategic interaction among small numbers of firms and ends with a discussion of market failure and the business opportunities that they sometimes create. The course also emphasizes links to other parts of the core business curriculum.

MBA 6301 - Strategic Management

This course focuses on the competitive strategy of the firm, examining how firms achieve and maintain superior profitability relative to their competitors in the long run, and the firm's role in building a more just and sustainable world. Starting from overall industry analysis, we cover how firms position themselves to succeed in various competitive contexts based on their resources and capabilities. We then analyze how firms innovate and adapt their capabilities over time, especially in the digital age. We extend our analysis to the scope choices of the firm and discuss how firms can successfully compete across multiple countries and businesses. Throughout the course, case discussions examine and simulate the process through which strategic decisions are made and carried out. Students are placed in the role of decision-makers and frequently asked to analyze the key choices they must make to define, reinforce, and successfully implement the firm's strategy.

MBA 6315 - Business Ethics

Understanding the ethical environment within which businesses and managers operate.  Focus is on the ethical expectations surrounding organizational activities, firm responsibilities to shareholders and stakeholders, and providing a comprehensive framework for ethical decision-making by individuals.  The goal of the class is two-fold.  First, to help people in business find a voice and advance a point of view as they go forward with their career.  Second, to prepare managers to successfully navigate and manage this critical component of a firm’s competitive environment.

MBA 6503 - Carlson Ventures Enterprise

Carlson Ventures Enterprise (CVE) is intended for highly-motivated entrepreneurially minded graduate and undergraduate students who seek opportunities to develop creative problem solving and critical analysis skills to aid in better identifying, creating and evaluating any new business opportunity, whether a start-up, social venture, or innovation initiative inside a Fortune 500 company.

CVE’s comprehensive curriculum includes the best practices, frameworks, and tools used in entrepreneurial and innovative pursuits. In a teach-then-apply environment, students manage client-based projects solving real-world problems in real time, whether helping an entrepreneur develop their new business or an established organization evaluate opportunities for growth. CVE fits with multiple degree plans, in multiple schools at the University, as either a requirement, an elective or a capstone. Registration for this course is by permission only.

MGMT 6031 - Industry Analysis and Competitive Strategy

This course assesses the processes by which firms maximize long-term returns in the face of competition, uncertainty, and changing market/technological conditions. Resource commitments to gain a sustainable advantage. Choices to leverage resources.

prereq: MBA 6301 (previously MBA 6300)

MGMT 6032 - Strategic Alliances

How inter-/intra-alliance rivalry influences global competitive landscape. How interplay of competitive/cooperative arrangements among firms invigorate intellectual/operational tasks. Designing/managing international strategy, organizational structure, and alliances.

MGMT 6033 - Strategy Implementation

This course focuses on strategy execution at both the organizational and functional levels. Specific topics include the relationships between strategy formulation and execution, and between implementation and change. The course goes into depth on the systemic and structural problems that make most of these efforts difficult and often unsuccessful, along with various methods to minimize these problems.

MGMT 6034 - Strategic Leadership

This course explores the leader’s role in bridging the gap between high-level strategy and daily operations. Students will learn to drive performance while building an "adaptive" culture that pivots in response to market competition. Through complex case studies and a hands-on organizational project, you will develop the skills to turn vision into measurable results.

MGMT 6035 - Complex and Cross-Cultural Negotiations

Through principles and role-playing, this class teaches students how to structure complex, multi-party/issue, team-based negotiations and bridge cultural or functional divides. This course is crosslisted with the Law School

prereq: OR instructor consent

MGMT 6041 - Competing Globally

The course addresses the significant complexity in the competitive environment, strategy, and organizations by focusing on strategic and organizational issues encountered when managing across international borders.  

MGMT 6042 - Engaging with Boards for Effective Corporate Governance

This course will equip you with the necessary knowledge, skills, and insights to engage and work effectively with boards of directors, as well as to get you thinking about what you could do to prepare for a board position.

MGMT 6043 - Strategies for Sustainability

Firms are increasingly being asked to look beyond profit maximization and address environmental and social challenges such as climate change, exclusion, and inequality. This is driven in part by the demands from a wide range of stakeholders and in part by the recognition that forward-looking firms may be able to devise win-win strategies that respond to these concerns while also increasing profits. Managers need to develop new sets of skills to deal with this increasingly complex business environment. We will take the perspective of managers, entrepreneurs, and investors seeking to combine social and environmental impact with financial profitability. Through a combination of lectures and case studies, we will explore the central question: how can managers incorporate Environmental, Social, & Governance (ESG) issues into their firms’ business core strategies effectively and sustainably?

MGMT 6055 - Management of Innovation and Change

This class examines the processes by which organizations innovate and change, focusing on new technologies, products, programs, and services, and the factors that lead to success or failure. 

MGMT 6071 - Strategic Management of Technological Change

This course addresses challenges and opportunities in the strategic management of technology. It will equip students with conceptual frameworks tools, and language for analyzing and managing businesses in environments of technological change. Students will understand how new technologies transform industries and create new markets, ways that firms shape and/or respond to technological evolution in industries, and the strategic decisions for managing technological change and creating and capturing value from new technologies. We will also consider the influences of factors outside the control of a particular firm, such as complimentary markets or the organization of innovations in the broader technology developing community. Because innovation and responding to technological change involve changing organizations, we will also consider factors in leading and managing organizational change. The course uses a combination of readings, lectures, case discussions, exercises, and simulations, and includes cases and vignettes on situations of specific companies managing technology strategy.

Anyone who wants to lead innovation or create and capture value from new technologies should take this course. We live in a world of constant technological change and disruption. An understanding of the patterns and processes of innovation and technological change will help students formulate and execute successful technology strategies.

MGMT 6084 - Management of Teams

The course explores factors that influence the performance and well-being of groups within organizations, including dynamics, norms, culture, structure, leadership, and decision-making.

MGMT 6085 - Corporate Strategy

This course covers the case for and against insourcing vs. outsourcing, corporate diversification, the role of mergers/acquisitions, and corporate restructuring in managing a multi-business firm.

MGMT 6100 - Topics

Topics will vary and may apply to current program requirements. 

MGMT 6305 - The International Environment of Business

Introduction to international trade/finance theory and political economy. Institutional governance of international trade/monetary policy, differences in political-economic/sociocultural systems, implications for managerial decision-making.  

MGMT 6345 - Powerful Problem Solving

Students are exposed to a clear problem-solving framework and process, various approaches to problems, and individual/group activities to sharpen their analytical skills.

MGMT 6402 - Integrative Leadership: Leading Across Sectors to Address Grand Challenges

Seminar. Strategic challenges linking business, government, and society locally/globally. Co-led by faculty from Carlson and Humphrey Schools. An international network of leaders/organizations participate. Case studies as part of capstone projects.  

MGMT 6411 - Corporate Responsibility

Managing with an appreciation for corporate responsibility. Corporate responsibility/how executives think about it. Factors that make assessing corporate responsibility complex. Need for business leaders to understand/make choices with respect to corporate responsibility issues.  prereq: MBA 6301 (MBA 6300)

PhD Courses

REQUIRED: 

MGMT 8102 - Research Methods I - Applied Empirical Methods

This is a course in applied empirical methods, focusing on approaches to causal inference commonly used in strategic management and entrepreneurship research, as well as other research design and execution issues.  We will discuss issues of the validity of independent and dependent measures, econometric approaches to implementing various designs.  We will study these methods by reading and discussing empirical papers in strategy and entrepreneurship and by working with data in problem sets.

CSOM 8101 - Research Methods II - Manage and Topics in Applied Economics

Problem formulation, conceptual modeling, theory building, and research design in the social and behavioral sciences

MGMT 8401 - Strategy I

Review of research in strategy formulation.

MGMT 8403 - Strategy II

This is the second strategy core course for Business admin Ph.D. students in Strategic Management and Entrepreneurship. It will focus on both strategy content and process.

MGMT 8302 - Organizational Theory

Major theories and current research on organizational and inter-organizational topics from a macro perspective.

Offered intermittently as a two term course. MGMT 8406 & 8407 

MGMT 8501 - Entrepreneurship

This seminar provides a broad introduction to the field of entrepreneurship. It helps students develop the skills and knowledge needed to conduct their own research within this domain. It introduces them to the theoretical and empirical foundations of the field of entrepreneurship as a scholarly discipline. It will familiarize students with key debates in the field. It will also sharpen students' conceptual and analytical skills, and help them develop their research agenda.

ELECTIVES

MGMT 8101 - Theory Building

MGMT 8202 - International Management

Overview of the field of international management research.

MGMT 8402 - Behavioral Strategy

Designed to help doctoral students interpret and conduct research on strategic management. Will focus on research that reflects a behavioral approach to strategy.

MGMT 8404 - Non-Market Strategy

This is a Ph.D. seminar in the field of nonmarket strategy, i.e., the strategies by which firms alter, influence, or adapt to their existing institutional environment in order to gain a competitive advantage. Drawing on foundations in both institutional economics and institutional theory, the seminar examines a body of recent research in the field of strategic management that studies how and to what effect firms engage with political, legal, and social stakeholders. While the primary focus of the course is on the antecedents and consequences of such nonmarket strategies for firms, we shall also consider the impact of these strategies on social welfare, and the resulting implications for public policy.

MGMT 8405 - Technology Strategy

This is a course that will cover theories and phenomena that are central to the field of technology strategy. The course will include readings on a broad range of topics and perspectives pertaining to firms’ technology and innovation strategy. An illustrative list of readings is provided below. These readings will be grouped into required and recommended readings. The course is intended to prepare students to undertake research in technology strategy. Towards this goal students will prepare summaries of assigned readings, serve as discussion leaders for the class topics and write a research proposal (including a research question, theory and hypotheses, and research design) that builds on the course concepts.