The Department of Management and Strategy

1
The Department ofManagement and Strategy
2
What is Strategy?

• Strategy, as defined at Kellogg, is the use of
  economics to help organizations meet their
  objectives, while explicitly accounting for
• Competition from other organizations.
• The constraints placed on the organization by
  laws, regulations, and other government policies.
• 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
• Competitive pressures from other firms, buyers,
  and suppliers.
• Government policies toward the industry.
• 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.

3

• Who Are We?
• 20 full and part-time faculty. Primary areas of
  research match up with the elements of strategy
  from the last slide
• Industrial organization economists, who study
  competition between firms.
• Economists who study the constraints government
  policies, taxes, legal institutions, contracts,
  etc. that shape the rules of the competitive
  game.
• Organization economists who look inside firms to
  study incentives, with special focus on ways to
  manage conflicts between owners, managers, and
  workers.
• Public economists who study strategy in
  government agencies, schools, etc.

4

• 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

5
2005 Stanley Reiter Best Paper Award
Is More Information Better? The Effects of
'Report Cards' on Health Care Providers.
6
2006-2007Management and Strategy Courses
7

• 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

8
MGMT 431 Business Strategy
Professor HubbardFall
Professor MazzeoFall Winter
Professor WatanabeFall
Professor MarkovichFall Summer
Professor LenzoWinter Spring
9
MGMT 452 Strategy and Organization
Professor MatouschekSpring
Professor MarkovichFall
Professor FongWinter
Professor SpierWinter
10
MECN 441 Competitive Strategy
Professor DanaWinter
Professor SatterthwaiteFall
Professor Al-NajjarWinter
Professor BaligaSpring
11
SEEK 441 (formerly MGMT 450) Strategic
Management in Non-Market Environments
Professor FeddersenFall
Professor DiermeierFall
Professor HaiderSummer Spring
Professor HarstadWinter
Professor CallanderSpring
12
INTL 460 International Business Strategy
Professor SpulberFall
Professor SalvoWinter Spring
13
MGMT 463 Management of Technology
Professor GreensteinFall
Professor SternWinter
14
MGMT 469 Empirical Methods in Strategy
Professor DranoveSpring
Professor DafnySummer
15

• 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

16
Professors of Other Popular Electives
Professor McGuire MGMT 932 SEEK 470Fall
Spring
Professor Besanko SEEK 470Spring
Professor Jones INTL 466Winter