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Undergraduate Courses

Field Project in Urban Business Consulting

SMG SI 286 (6 credits)

Designed for undergraduate students to allow them to apply the principles and techniques taught in the business school curriculum to real business problems faced by participating urban companies and/or organizations. To accomplish this objective, teams of 3 -- 4 students will spend the semester working on a business challenge and/or opportunity presented by one of the client organizations. Students will interact with their client company as if they were part of a professional management consulting team. This process will allow each team to apply specific technical and/or functional expertise in a real business situation while concurrently developing competence in critical consultative skills including interpersonal communications, team dynamics, problem solving and giving & receiving advice. It is expected that the field work (outside classroom effort) for each member of the student consulting team will total approximately 140 -- 180 hours.

Strategy, Innovation, and Global Competition

SMG SI 422 (4 credits)

Provides students with a powerful set of tools which will prepare them to analyze, formulate, and implement business firm strategy with the aim of attaining sustainable competitive advantage. Adopts the perspective of the general manager, challenging student knowledge in each functional area in the effort to create integrative strategies that serve the needs of shareholders, as well as other stakeholders inside and outside the company. The course includes conceptual readings, which elucidate the fundamental concepts and frameworks of strategic management, as well as case analyses, which enable students to apply their knowledge to real-world situations and managerial decisions. The course culminates with a final project, which requires student teams to perform a complete strategic analysis on a public company, considering its industry environment and dynamics, its strategic positioning and internal resources, and proposing a course of action for the firm to respond to its strategic challenges. 4 cr.

The Multidisciplinary Sustainable Energy Practicum

SMG SI 430 (4 credits)

Pre-reqs: SMG SM131 or SM121/122 or SM299; CAS GE150; ENG EK225. Required course for the Undergraduate Minor in Sustainable Energy. Serves as the capstone project providing students with a multidisciplinary experience that applies ALL three disciplines on the Undergraduate Minor in Sustainable Energy, i.e. Business, Environmental Sciences and Engineering. The practicum is offered in conjunction with a "sponsoring company" to provide students with a hands-on experience with a real-world sustainable energy project. 4 cr.

Corporate Strategy: Formulation and Implementation

SMG SI 432 (4 credits)

This course deepens students' understanding of why and how multi-business corporations can successfully expand their operations into new business areas. The course exposes students to the challenges associated with a range of strategies firms use to manage the vertical and horizontal scope of their activities. These strategies include vertical integration, partnering and supplier relationships, related and unrelated diversification, globalization, franchising, alliances, acquisitions and divestitures. Along with examining the formulation of these corporate strategies, the course also examines the implementation considerations in order to create successful conditions for the pursuit of these strategies. Topics addressed include questions related to the formal organization (i.e., reporting relationships, structural design, incentives, budgeting authority) as well as the informal organization (i.e. culture, dissent, networks) 4 cr.

Entertainment Management

SMG SI 435 (4 credits)

(Offered in Los Angeles) Surveys the application of management concepts and principles to the film, television, video, new media and music industry. This course examines administration and finance, development, production, and distribution, and introduces students to the organizations and people (such as studios, independent production companies, talent managers, and agents) who manage, invest, and eventually profit in this creative industry. Much of the class time is spent in discussion of current entertainment industry trends. Students gain the skills to achieve their own entertainment goals. 4 cr.

Talent Representation and Management

SMG SI 438 (4 credits)

(Offered in Los Angeles) Using case studies and business models, students examine the manner in which critical players interact and attempt to work together in behalf of clients in an effort to make their "professional dreams" come to fruition. Participants will gain an understanding of the different areas of talent representation, how each one functions in the scope of a talent's career and what the responsibilities are for each position in each area of representation. Participants will also gain a clear view of what the business of Entertainment Representation has to offer as a chosen career. 4 cr.

Art of the Start

SMG SI 443 (4 credits)

Focuses on sales strategy and execution, critical factors in building a successful business. The entrepreneur, having successfully created a novel offering, must create and keep a customer. This course provides students with effective sales skills to create traction with customers and maximize revenue growth. In addition, students learn new frameworks to evaluate the various market channels, trade-offs in strategic partnerships, and approaches to managing a field sales force. The course also addresses identifying early adopters, pricing strategies, and the selling process. Students engage in a field project assisting an entrepreneur with the go-to-market strategy. 4 cr.


SMG SI 444 (4 credits)

Addresses the specifics of planning a business startup or expanding and altering an existing small business, including the feasibility of ideas, market definition, management, and operations and financing requirements. This is a hands-on, experiential learning course requiring integration of previous coursework into a coherent, realistic business plan. Helps students assess and develop their own particular idea and to consider the appropriateness for them of entrepreneurship as a career choice. 4 cr.

Managing a Growing Enterprise

SMG SI 445 (4 credits)

Designed to help students understand the intricacies of running a small company. The course addresses the major challenges in small companies, including valuation, negotiation, deal structure, personnel and compensation, and marketing and financing. Exposes students to a wide range of business activities, emphasizing significant differences between large and small enterprises. The course uses a competitive computer simulation to provide students with the opportunity to "run" their own business. 4 cr.

Investing in Sustainable Technologies

SMG SI 447 (4 credits)

Summer only. Prereq: SMG FE 323, IS 323, MK 323, OM 323. Introduces students to the broad issues underlying global sustainability challenges resulting from population growth, resource scarcity, environmental degradation, and climate change; emerging technological solutions to those challenges in food supply, water/sanitation, energy, healthcare industries/sectors; and, the structure, operations and methods of the global venture capital industry. Students will work in teams focused on specific industries/sectors of interest and identify attractive investment opportunities within the industry/sector. Students will then search for and identify an array of breakthrough technologies related to that sector, connecting emerging innovations from the research lab with market needs/opportunities and assessing attractiveness and commercial feasibility of each, thus collectively crafting a diversified portfolio of sustainable technology-based investments. The course is intended for students with limited/no prior background in sustainability, sciences or technologies. (Pilot Course for Summer 2010.)

Corp Entp & Inv

SMG SI 449 (4 credits)

Organizing for Design and Innovation

SMG SI 451 (4 credits)

This course examines how managers and leaders can create the conditions for innovation at the individual, team and organizational levels and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of those ideas into new product concepts; and the commercialization of those ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver sustainable innovations of value. 4 credits. (Spring 2011 pilot course)

Envrnl Sstnblty

SMG SI 453 (4 credits)

This course description is currently under construction.

Intellectual Property Strategies

SMG SI 464 (4 credits)

This course looks at how companies can best use intellectual property (patents, trademarks, copyrights, trade secrets) to protect their proprietary ideas and investments in knowledge assets, shape competition, and realize value from innovation.

Strategy in High-Technology Environments

SMG SI 468 (4 credits)

This class builds upon the core course in strategic management by considering the special strategic implications of competing in high-technology environments. The course examines winner-take-all industries in which firms compete fiercely to have their product chosen as the dominant standard, and industries where success is determined not only by a product's features and price, but also by the availability of complementary products and well-chosen alliances.

Real Estate Development

SMG SI 469 (4 credits)

Real estate development is a process rather than a product. Too often, assumptions about occupancy, market absorption, rental income growth, valuation and competition are based on guesswork and interest in specific product types. The course reviews the underlying demographic market data that drives demand; utilizing data such as population and job growth, market and marketability analysis. The focus then shifts to site selection and feasibility analysis, the available methods of gaining site control and the process of assembling the professional team. Later, the course reviews the regulatory control process, along with budgeting and contract award and review of the construction control processes. The course is introductory in nature and assumes students have little or no knowledge about the development process. 4 cr.

International Entrepreneurship

SMG SI 471 (4 credits)

Designed for students who may at some point be interested in pursuing managerial careers in the international entrepreneurial sector, and covers the development of skills to identify, evaluate, start, and manage ventures that are international in scope. Over the course of the semester, the class "travels" to more than fifteen countries on five continents, and analyze operations at each stage of the entrepreneurial process. The course covers market entry, forming alliances, negotiations, managing growth, and cross-border financing. Support from local governments, and the cultural, ethical, legal, and human resource issues facing the entrepreneur is also covered. 4 cr.

Women Entrprnrs

SMG SI 472 (4 credits)

Glbl Mgmt Exp

SMG SI 475 (4 credits)

The Business of Technology Innovation

SMG SI 480 (4 credits)

Open only to seniors and juniors in the College of Engineering. SMG students cannot take this course for degree credit. Provides an introduction to entrepreneurship and business for the engineer. Topics include finding business ideas; recognizing good from bad; understanding the importance of business model; turning technology into a business, including what to sell and how to sell it; the role of engineering within a business; business financial statements; and startups and venture capital, including starting a company or joining a startup. 4 cr.

Creative Enterprises: Entrepreneurship for Science, Society, and the Creative Arts

SMG SI 481 (4 credits)

Pre-req: Junior standing. SMG students cannot take this course for degree credit. Students will have the opportunity to learn how to turn their creative ideas into a sustainable enterprises. For the final project, students will work in teams to create and prototype a viable game concept (board game, sport, video etc.). They will write a concept summary and deliver a pitch presentation. In the project they will put into practice the skills they have learned throughout the semester: opportunity creation and assessment; market segment identification and the process to build a fan base; project management; risk assessment and mitigation; key financial and intellectual property principles; and managing ones creative career.

Strategy for Technology-Based Firms

SMG SI 482 (4 credits)

Serves Questrom students concentrating in entrepreneurship or who are interested in high-technology sectors, and ENG students who have taken SMG SI480. This interdisciplinary course covers technology life-cycles, the co-evolution of industries and technologies, strategies for commercialization of new technologies (appropriability, acquiring complementary assets and capabilities, managing technical teams, and impact of regulatory and other environmental factors on commercialization). Special emphasis is placed on joint learning and interdisciplinary teamwork by students across Engineering and Questrom. 4 cr.

Directed Study in Strategy and Innovation

SMG SI 498 (Var credits)

Directed study in Strategy and Innovation. 2 or 4 cr. Application available on Undergraduate Program website.

Graduate Courses

Competition, Innovation, and Strategy

GSM SI 750 (3 credits)

"Competition, Innovation, and Strategy" is an integrative course designed to capitalize on your understanding of Finance, Operations Management, Marketing, and other functional issues. The course draws on a number of academic disciplines, especially economics, organization theory, and sociology, to build a fundamental understanding of how and why some firms achieve and sustain superior performance. We also study why some firms persistently generate returns that are lower than average. The course is analytically focused and requires that you evaluate both the external environment and the internal capabilities of organizations. Corporate diversification and global management are important topics that are also featured.

Competition, Innovation, and Strategy

GSM SI 751 (4 credits)

"Competition, Innovation, and Strategy" is an integrative course designed to capitalize on your understanding of Finance, Operations Management, Marketing, and other functional issues. The course draws on a number of academic disciplines, especially economics, organization theory, and sociology, to build a fundamental understanding of how and why some firms achieve and sustain superior performance. We also study why some firms persistently generate returns that are lower than average. The course is analytically focused and requires that you evaluate both the external environment and the internal capabilities of organizations. Corporate diversification and global management are important topics that are also featured.

Intellectual Property Strategies

GSM SI 814 (3 credits)

This course covers the ways in which companies use intellectual property to protect their investments in knowledge assets. Traditionally a concern for technology-intensive businesses, patents, copyrights, trademarks, and trade secrets have become important business tools throughout the knowledge-based economy. A good understanding of what IP assets are and how they work has become essential for managers in all types of organizations. This is not a law course, nor a how-to manual rather it is intended to develop your analytical understanding of fundamental economic and legal aspects of intellectual property systems, and how they drive competition and strategy.

Corporate Strategies for Growth

GSM SI 830 (3 credits)

This course will examine strategies for firm growth that involve expanding the range of the firm?s business activities. We will study strategic logics underlying vertical integration, franchising, related and unrelated diversification, alliances, corporate venturing and spinouts, and other such strategies. We will also study the management challenges associated with these strategies, including designing organizational structures and managerial incentives, managing acquisitions, structuring supplier relationships, and fostering organizational cultures.

Real Estate Management

GSM SI 835 (3 credits)

This is an introductory course that covers the basics of real estate investing and managing. Subject materials include mortgages, lenders, forms of ownership, tax laws effecting real property, financial analysis and valuation techniques.

Foundations of Environmental Sustainability

GSM SI 836 (3 credits)

The changing relationship between business and the natural environment offers both challenges and opportunities for firms. In this course we will discuss many facets of business, including financing, risk management, measurement, competitive positioning, innovation, and strategy in the context of increasing pressures for improved environmental sustainability. The course will be interactive and discussion-oriented, with a case discussion in most class sessions, supplemented by debates, simulation exercises, visitors, student presentations, discussions of recent news articles, and mini-lectures. The course is appropriate for all students interested in how demands for sustainability will continue to change the business environment.

Technology Commercialization and Entrepreneurship: Essential Tools for the New Entrepreneur

GSM SI 838 (3 credits)

This course addresses the innovative transformation of knowledge into new commercial products and services. The course begins with a rigorous study of intellectual property, licensing and the core aspects of planning, creating, funding and building new entrepreneurial ventures. Concepts and tools are presented for assessing new technologies and their potential to be the basis for a new entrepreneurial venture. Comparisons will be made of how technologies can be sourced and commercialized out of three very different environments: universities, national laboratories and corporate laboratories. Cross-disciplinary teams of students will be formed which will evaluate real technologies and their potential for transformation into a start-up company. Students may bring their own technology ideas to the class for assessment. Each class there will be a case study which will discuss examples of both success and failure in technology commercialization. Many of these case studies examine Boston University spin-out companies, and the founders and CEO?s of these ventures will share their experiences with the class. The course is listed in a number of schools of the University and attracts a diverse mix of students including MBA students, law school students, scientists, engineers and clinicians. This diversity of interest adds significantly to the learning experience.

Design Thinking and Innovation

GSM SI 839 (3 credits)

This class will examine how managers and leaders can create the conditions for innovation at the individual, team and organizational levels - and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of ideas into new product concepts; and the commercialization of ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver innovations of value. Thus, the course will focus on the practices and processes that mangers need to put in place to enable organizations to execute on an innovation strategy. In doing so, students will evaluate how to balance the challenges of organizing, managing and leading innovation with the need to produce concrete, routine and expected outcomes within the organization. To be innovative, any new idea must resolve the innovation paradox - introducing enough novelty to appeal to new markets while retaining enough familiarity to tap into existing behaviors. Because design and innovation are frequently inseparable in managing this paradox, the class will assess how design contributes to innovation in product, process and business models across industry sectors. The course will also consider the role that all sources of innovation play - including communities, networks, brokers and other forms of open innovation. Students will be asked to reflect upon innovations that have been critical to their lives, and how these innovations were produced and gained market traction. Final group projects will explore how to "rescue" innovations in trouble with turnaround teams.

Strategies for Environmental Sustainability

GSM SI 841 (3 credits)

Firms in many industries are facing new environmental challenges: these include meeting new regulatory requirements and demands from customers, heightened uncertainty about domestic and international environmental regulation, and intensifying demands for accountability and transparency regarding their environmental efforts and performance. How can managers capitalize on these challenges and turn them into opportunities to create value for their firm? This course focuses on understanding the impact of regulations, customer preferences, and changing industry dynamics that increase the pressure for environmental sustainability in order to evaluate and craft recommendations for firm strategy. This course also helps prepare managers to better understand how to engage these issues with stakeholders, including investors, regulators, and nongovernmental organizations, as well as customers and suppliers.

Real Estate Development

GSM SI 842 (3 credits)

The course provides a framework for evaluating the aspects underlying successful real estate development from concept and feasibility, through site control to regulatory review and construction. The course is taught utilizing class discussion, cases and outside speakers to reinforce the functional areas in the development process.

Technology Strategy

GSM SI 845 (3 credits)

Technology Strategy focuses on the interface between technological innovation and strategic management. This advanced strategy course covers the tools and concepts needed to understand how technological change creates new markets and new wealth; how technology-intensive industries differ from other industries; and the type of capabilities that technology-based firms need at different stages of their rapidly evolving industries. Some of the key topics covered include: platform dynamics and business models, standards wars, technology diffusion, technological discontinuities and disruptive innovation, models of industry evolution, dominant technological designs, complementary assets needed to profit from an innovation, and mechanisms to protect intellectual property. The course provides a rigorous treatment of the topics covered, combined with hands-on exercises and projects to help students apply the concepts to specific companies and technologies. Teaching methodology is a combination of interactive class discussions, online simulations, digital multimedia cases, paper-based cases, and guest speakers from industry. The course has been designed to provide students with a solid foundation of theories, tools, techniques and practices that will allow them to understand how to compete successfully in technology- intensive environments.

Strategic Analysis of Energy & Environmental Sustainability Projects

GSM SI 847 (3 credits)

SI847: Strategic Analysis of Energy & Environmental Sustainability Projects is a field-based team project course focused on real world issues related to energy and environmental sustainability. Course projects are provided by external "client" organizations and provide students with an integrative, hands-on experience in the development, deployment, and/or implementation of sustainable energy/environmental technologies/systems/initiatives. Examples of client organizations are public/private/non-governmental organizations that operate in the: a) energy generation, distribution or storage sector, b) energy/energy services (ESCO)/environmental services sector, c) energy/environmental project development services or financing sector, or d) public/private sector, such as a large energy-user evaluating sustainable energy/environmental strategy/implementation alternatives. The course is of hybrid design, blending in-class lectures, panel discussions and cases with on-line elements and field site visits. Prior course work in areas such as finance, marketing, policy and strategy will be augmented with specific/relevant industry/application/technical content through online sources, webinars and expert speakers.

Strategy in High Technology Environments

GSM SI 848 (Var credits)

This course examines winner-take-all industries in which firms compete fiercely to have their product chosen as the dominant standard. Success is determined not only by a product's features and price, but also by the firm's well-chosen alliances. This course also asks if traditional strategic marketing can be applied to the fast paced, ever evolving, high technology sector. In addition to the core text, assigned readings will include recent high technology case studies, and popular industry text. Current leaders in high technology and venture capital will also be invited to complement course lectures. The final group project will entail "pitching" a high technology business plan (already written) to a panel of judges.

Corporate Sustainability Strategy

GSM SI 849 (3 credits)

Corporate Sustainability Strategy is an advanced corporate-level strategy course that explores such varied issues as the underpinnings, interconnectedness and systems dynamics of human-coupled natural ecosystems, limits to growth and the increasing influence of climate change, environmental degradation and natural resource depletion on the corporate strategy, industrial development and the global economy. Specifically, this course: 1) Applies situational analysis techniques and methods to macro-level social, economic and environmental systems and their driving forces, 2) Evaluates a variety of strategic planning/forecasting tools, methods and techniques, 3) Investigates decision frameworks for corporate strategy focused on creating/capturing value and risk management through a sequence of action over time, 4) Explores new emerging paradigms for product/service, business model, structural and financial innovations, 5) Identifies new opportunities/challenges for innovation and value creation/capture through collaborations and competition, partnerships/alliances/consortia and platforms. The course takes the perspective of the corporate leader/strategy analyst and challenges students to identify driving forces, evaluate global trends, understand implications and assess their impact on strategies, objectives, operations and performance of the firm.


GSM SI 851 (3 credits)

The course explores the characteristics of entrepreneurs, entrepreneurial thinking, and the entrepreneurial process. There are two themes. The first focuses on idea generation, testing the feasibility of the idea in the marketplace, and raising the necessary capital and human resources to achieve a successful start-up venture. The second focuses on a series of dilemmas faced by most entrepreneurs: building an innovative enterprise, use of strategic alliances, attracting funding and managing venture capitalist, setting growth, market, and geographic reach goals, expansion vs. exit, managing intellectual property, contracts, and lawyers, and knowing when to stop. A feasibility study for a new entrepreneurial venture is central to the course. This is a team project with an oral presentation made at the end of the semester.

Starting New Ventures

GSM SI 852 (3 credits)

This course focuses on the process of identifying and obtaining the necessary resources to launch an entrepreneurial venture through the development of a business plan. A well-written business plan will communicate the business concept in a way that attracts the various resource providers necessary for the venture?s success. Students will individually develop a business concept and prepare and present a professional business plan.

Entrepreneurial Management

GSM SI 853 (3 credits)

This course explores the changing demands that a business places on the entrepreneur as it moves from start-up through its phases of growth. The skills, competencies and perspectives required to manage the organization through its growth are considered. There is also a special emphasis on the process of developing the financial resources necessary to fund the venture?s growth. This course will help the student integrate prior learning to perform analyses, considering the strategic, financial, operational, marketing and organizational dimensions of managing the venture. Teams of students will interview CEO?s of entrepreneurial companies to explore and report on the demands and challenges their respective organizations present.

Entrepreneurial Finance

GSM SI 854 (3 credits)

The focus of SI854 is on the development of financial and business skills to identify, evaluate, start and manage new ventures. A comprehensive understanding of finance is an essential ingredient in the "recipe" for business success. No longer can the assumptions underlying financial projections be treated as "black boxes." In many cases, the answer is less important than the analytical process used to calculate it. Readings for the course will primarily be in the form of case studies, and will be supplemented by guest speakers, presentations, and readings from academia and industry.


GSM SI 855 (3 credits)

The course is a comprehensive introduction to the entrepreneurial process from idea generation through venture launch and later growth. Initial lectures and case studies focus on idea generation and concept feasibility along with the skills, competencies and perspectives entrepreneurs must develop to manage the organization through each phase of development. Later lectures and cases emphasize the issues faced by entrepreneurs in scaling innovative enterprises; use of strategic alliances, attracting funding and managing investors, managing growth expansion and choosing among exit options.

International Entrepreneurship

GSM SI 856 (3 credits)

This course focuses on international entrepreneurship, covering the development of skills to identify, evaluate, start and manage ventures that are international in scope. Specific topics will include market entry, forming alliances, managing growth and crossborder financing in different regions of the world. Support from local governments and the cultural, ethical, legal, and human resource issues facing the entrepreneur will also be discussed. Readings will primarily be in the form of case studies and will be supplemented with outside articles and guest speakers. Team projects addressing current events, international negotiations, and business strategies will be used to integrate the course material.

Strategy Implementation

GSM SI 859 (3 credits)

Gain the skills and know-how to manage up and across your organization, passing the normal organizational tests along the way from technical expert to cross-functional integrator to directing the future course of your organization. This is strategy implementation for the middle manager who needs to 1) size-up the situation and 2) determine how to gain the power needed to achieve their objectives. One of the qualitative factors that will be explored in great detail is personal style choice vis à vis different stakeholders and organizational politics and the resultant perceptions of you and your programs. Students will study both successful and less-successful managers through cases and readings, honing their own, personal managerial style.

Strategic and Financial Analysis and Design

GSM SI 863 (3 credits)

The purpose of this course is to increase students' awareness of what they already know about business and what they can know through strategic corporate financial analysis. Students will use numeric thinking and documentation to reduce uncertainty and to bring the strategic and limiting factors of managerial decisions into focus. The course is appropriate for students who have financial savvy as well as those who want to develop their analytical capabilities. It is case-based, emphasizing business sense first, and developing through first-hand experience a sense of the strengths and limitations of corporate financial data, financial theory and strategic evaluation models. It stresses fast approximate analysis to achieve managerial insights over precise calculation.

Intl Cnslt Proj

GSM SI 868 (3 credits)

Strategies for Sustainable Development

GSM SI 870 (3 credits)

SI870: Strategies for Sustainable Development is an advanced strategy course that explores the analysis, conceptualization and development of innovative, market-based solutions for sustainable development challenges for a future defined by natural resource, environmental and biological constraints. Specifically, the course the explores 1) the complex global context for sustainable development, 2) key stakeholders, 3) the emergent strategy (entrepreneurial) development process, method and practice, and 4) the structure, governance, and financing/microeconomics of new, emergent organizational forms and business models for sustainable development, such as cross-sector cooperative alliances, public-private partnerships with a particular focus multi-stakeholder platforms. Note: Market-based solutions for sustainable development are economically self- sustaining alternatives to traditional governmentally-funded or aid-based programs for addressing systemic social, economic and environmental problems. These solutions engage public, private, NGO and civil society actors and employ a variety in emerging organizational forms (both for profit and non-profit), innovative business models and strategies to deliver effective solutions at scale. The course takes a stakeholder-oriented, system-of-systems approach to the issues of sustainable development with a specific focus on the network of interrelated actors and interdependent issues within the class of "wicked problems"; .i.e. social, economic or environmental problems that are difficult to frame, scope and seemingly insoluable because of incomplete, contradictory, and changing requirements. Cases, readings, video and lectures will establish global context and sustainable development worldview across nine countries; Brazil, China, India, Israel, Japan, Russia, Saudi Arabia, Singapore, and South Africa, and explore solutions to a range of issues from energy, food, water and climate change to health, education, economic inclusion, gender equity, security, organized crime and the informal. Students will work in teams to initially identify, frame and scope a complex, global sustainable development challenge and then work throughout the semester to research, conceptualized, evaluate and propose a global initiative for a market-based solution to that challenge.

Strategies for Bringing Technology to Market

GSM SI 871 (3 credits)

Strategies for Bringing Technology to Market is a unique course that guides student teams as they undertake commercial go-to-market strategy for scientific and engineering breakthroughs. By collaborating with faculty and graduate students in the University?s research labs and mentors from the business community, teams will assess the economic and social prospects of recent technology innovations, outline the technical and market risks and the key commercial milestones and make recommendations for the most effective commercialization strategy. 

Project work is supported by lectures that focus on critical skills required. Guidance will be provided in assessing critical commercialization milestones by a combination of faculty and mentors from the business community.

Entrepreneurial Sales Strategy

GSM SI 874 (3 credits)

Focusing on sales strategy and execution as one of the most critical success factors in building entrepreneurial ventures, the course will enable students to develop the practical knowledge and specific skills necessary to maximize top-line revenue growth for emerging companies. Topics to be covered include direct, indirect and channel sales strategies; implementing pipeline management principles and forecasting techniques; the use of technology in selling; building a sales organization; and the development of strategic partners and alliances. Also covered are the use of sales tools and skills (presentation, negotiation, territory management, and pipeline development), building successful channel partners, and the keys to successful selling including solution selling vs. product selling.

Ds: Strat&Innov

GSM SI 898 (Var credits)

Ds: Strat&Innov

GSM SI 899 (Var credits)

Models & Methods for Causal Inference in Strategy Research

GSM SI 915 (4 credits)

What should you do when a referee says your paper has an "endogeneity problem" or a seminar participant asks how your empirical model is "identified"? This course will present a set of tools and concepts that should help you produce an intelligent response. There are two main goals. The first is to develop a clear understanding of the conceptual difficulties associated with establishing causality in empirical work. In particular to de-mystify several concepts that are frequently invoked as "problems" or "issues" in applied empirical research, but seldom clearly explained. A good grasp of these concepts will lead to improved research design and a sharper understanding of the relative strengths and weaknesses of various statistical methods. The second goal is to describe some of the practical problems that arise in the application of these methods. The course has special emphasis on testing the key underlying assumptions. This course is designed to complement a traditional two-semester graduate sequence in econometrics.

Research Seminar in Technology Strategy and Innovation

GSM SI 917 (4 credits)

This doctoral seminar serves as a survey course to the broad area of technology and innovation management. We will review and critique a large and diverse body of literature that can be considered "core" to the field. We will place emphasis on both classic theories and seminal contributions as well as on recent research that builds upon or extends the established theories. One key differentiator of this research seminar is that five professors actively doing research in the field will teach it. While having multiple instructors brings some coordination challenges (these are less critical in doctoral seminars than they are in masters level classes), it has one major advantage: it allows each faculty to lead those sessions that deal with topics of her or his direct research expertise. Students can expect to cover each topic with researchers that have been important contributors to the intellectual debate in the topic they teach. The seminar will cover key issues in the management of technology and innovation including innovation definitions and patterns (e.g. industry life cycle), entry timing strategies, platforms and standards, networks, dynamic capabilities, organizing for innovation, open and community-based innovation, licensing & patenting, technology diffusion, geography of innovation, and science and innovation policy. SI917 provides a solid base to critically explore many key topics of research in technology and innovation management. It is therefore aimed at doctoral students who plan to do research in technology and innovation management, or those who need a solid exposure to these topics to inform their research in related areas.

Organizations in Strategy and Economics

GSM SI 920 (4 credits)

This doctoral seminar will compare and contrast ideas about organizational design and the performance consequences of organizational decisions from the closely related fields of Strategy and Economics. The first half of the semester will focus on the role of organizations (typically firms) in several schools of thought within Strategic Management. The second half of the semester will cover similar topics from an economic perspective, which places more emphasis on incentives, formal contracts and specific kinds of information problems (i.e. moral hazard and adverse selection). At the end of this course, students should be able to explain how the role of organizations differs across several key theoretical lenses used in Strategic Management (e.g. the Knowledge Based View vs. Strategic Human Capital Theory). Identify the core incentive and informational problems that underpin most economic models of organization. Articulate areas where Strategy and Economics have reached a consensus on the key drivers of organization, as well as questions where the two fields make different assumptions and/or reach different conclusions and describe key empirical regularities and associations that have informed organizational theory-building efforts in both strategy and economics.

Ds: Strat&Innov

GSM SI 998 (Var credits)

Ds: Strat&Innov

GSM SI 999 (Var credits)