At the end of the course, students should know:

• How a strategy process works, what visions, approaches and modes exist and what their advantages and disadvantages are.
• What factors, dilemmas and change conditions of strategic change play a role in implementing the changes.
• The differences and similarities between strategic questions and other management-related questions concerning change of organisations.
• What models, methods and instruments exist for managing and controlling strategic change.
• How change projects can be managed professionally.

Students should be able to apply:

• An analysis of assessments of various strategic process plans.
• An analysis of the relevance of certain factors, dilemmas and change conditions of a strategic process.
• A well-supported and complete picture of several factors, dilemmas and change conditions of a specific strategic process.
• An analysis of the relationships between the performance and dynamic capabilities of an organisation.
• An institutional perspective to strategic change
• Students should be able to develop an attitude that could be described as:
  • Critical/Analytical
  • Independent
  • Constructive
  • Creative

Strategic management can generally be divided into strategic analyses, strategic choices and strategy implementation. The focus of this course is on the 'how' of the process. The unit of analysis of this course is the changes of an organisation related to the implementation of the strategy, for example as stated in the course description for Corporate Strategy. More specifically, the course emphasises dynamic capabilities, as a way of understanding strategic change in organisations. In addition the course looks at changes that expand the boundaries of a single organisation. This has been referred to as institutional change, which is ever more common, but also more complex due to the number of stakeholders involved.

Topics include the following:

• What is strategic change management?
• Various theoretical approaches to change
• The different levels of strategic change (field or organisation)
• Resources and dynamic capabilities
• Organisation structure and design
• Acceptance and resistance
• Learning process and culture.