The Department of Management and Strategy
Jun 28, 2015
The Department ofManagement and Strategy
What is Strategy?• Strategy, as defined at Kellogg, is the use of economics to help
organizations meet their objectives, while explicitly accounting for:1. Competition from other organizations. 2. The constraints placed on the organization by laws, regulations, and other
government policies.3. The individual incentives of the members of the organization.
• The most common application is the case of for-profit firms maximizing profits in the face of: 1. Competitive pressures from other firms, buyers, and suppliers. 2. Government policies toward the industry.3. Inherent conflicts in the goals and incentives of owners, managers, and
workers.
• However, strategy is also crucial for other organizations with their own unique objectives, including not-for-profit firms, schools, and government agencies. Studying strategy in these contexts is an active growth area for the department.
Who Are We?
• 20+ full and part-time faculty. Primary areas of research match up with the elements of strategy from the last slide:
1. Industrial organization economists, who study competition between firms.
2. Economists who study the constraints – government policies, taxes, legal institutions, contracts, etc. – that shape the rules of the competitive game.
3. Organization economists who look inside firms to study incentives, with special focus on ways to manage conflicts between owners, managers, and workers.
4. Public economists who study strategy in government agencies, schools, etc.
Examples of Faculty Research Topics
• Entry strategies in differentiated goods industries
• Capacity and pricing decisions in airlines
• Competition in high technology, “network” industries
• Effects of the quality of information on health care markets
• Competition and entry in “markets for ideas,” including the impact of patent laws
• The role of organizational structure in firm performance
• Strategic issues in litigation
2005 Stanley Reiter Best Paper Award
“Is More Information Better? The Effects of 'Report Cards' on Health Care Providers.”
2006-2007Management and Strategy
Courses
The Core Class• MGMT 431: Business Strategy
The Big 6• MGMT 452: Strategy & Organization
• MECN 441: Competitive Strategy and Industrial Structure
• SEEK 411: Strategic Management in Non-Market Environments
• INTL 460: International Business Strategy
• MGMT 463: Management of Technology
• MGMT 469: Empirical Methods in Strategy
MGMT 431: Business Strategy
Professor HubbardFall
Professor WatanabeFall
Professor MazzeoFall & Winter
Professor LenzoWinter & Spring
Professor MarkovichFall & Summer
MGMT 452: Strategy and Organization
Professor FongWinter
Professor Matouschek
Spring
Professor SpierWinter
ProfessorMarkovich
Fall
MECN 441: Competitive Strategy
Professor Satterthwaite
Fall
Professor Al-NajjarWinter
Professor DanaWinter
Professor BaligaSpring
SEEK 441 (formerly MGMT 450): Strategic Management in Non-Market Environments
Professor DiermeierFall
Professor HaiderSummer & Spring
Professor FeddersenFall
Professor HarstadWinter
Professor CallanderSpring
INTL 460: International Business Strategy
Professor SpulberFall
Professor SalvoWinter & Spring
MGMT 463: Management of Technology
Professor GreensteinFall
Professor SternWinter
MGMT 469: Empirical Methods in Strategy
Professor DranoveSpring
Professor DafnySummer
Other Popular Electives
• SEEK 470: Public Policy Analysis for Managers
• INTL 466: International Business Strategy in Non-Market Environments
• MGMT 932: Local Public Economics and Business Strategy
• MGMT 444: Health Care Economics and Strategy
• MGMT 939: Airline Economics, Management and Strategy
• MGMT 440: Human Resources Management
Professors of Other Popular Electives
Professor McGuire
MGMT 932 & SEEK 470Fall Spring
Professor Jones
INTL 466Winter
Professor Besanko
SEEK 470Spring