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  • 15 877: Professional Seminar in Sustainability

    2.00 Credits
    Massachusetts Institute of Technology

    Focuses on the challenges in bringing about fundamental changes to achieve sustainability in areas of human activity, such as products and services, buildings and communities, and organizations and institutions. Considers how individuals and networks develop and function as agents of change and examines the question of what it means to be an effective agent of change through a series of dialogs with a variety of professionals in business and industry. Students analyze and evaluate the implications of ongoing work in the field, with a focus on how to address systemic change in their own careers Prerequisite:    Prereq: None
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  • 15 878: Capstone Seminar in Sustainability

    3.00 Credits
    Massachusetts Institute of Technology

    Provides an opportunity for students to synthesize their coursework and experiences in sustainability. Involves deep intellectual exploration of concepts in sustainability through classic and current readings. Students perform a scenario analysis of the industries, firms, and professional roles in which they aim to build their careers after graduation. Prerequisite:    Prereq: 15.877, 15.913
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  • 15 879: Research Seminar in System Dynamics

    3.00 Credits
    Massachusetts Institute of Technology

    Doctoral level seminar in system dynamics modeling, with a focus on social, economic and technical systems. Covers classic works in dynamic modeling from various disciplines and current research problems and papers. Participants critique the theories and models, often including replication, testing, and improvement of various models, and lead class discussion. Topics vary from year to year. Prerequisite:    Prereq: 15.874 and permission of instructor
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  • 15 900: Competitive Strategy

    3.00 Credits
    Massachusetts Institute of Technology

    Explores a wide range of strategic problems, focusing particularly on the sources of competitive advantage and the interaction between industry structure and organizational capabilities. Introduces a wide variety of modern strategy frameworks and methodologies. Builds upon and integrates material from core topics, such as economics and organizational processes. Prerequisite:    Prereq: None
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  • 15 902: Strategic Management

    3.00 Credits
    Massachusetts Institute of Technology

    Focuses on some of the important current issues in strategic management. Concentrate on modern analytical approaches and enduring successful strategic practices. Designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. Provides students with a pragmatic approach that guides the formulation and implementation of corporate, business, and functional strategies. Half-term subject. Restricted to MIT Sloan Fellows in Innovation and Global Leadership. Prerequisite:    Prereq: Permission of instructor
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  • 15 903: Managing the Modern Organization: Organizational Economics and Corporate Strategy

    3.00 Credits
    Massachusetts Institute of Technology

    Focuses on how managers build and manage complex organizations to achieve strategic goals. Develops theoretical frameworks that build on 15.010, 15.311, and 15.900. Applies these frameworks to corporate strategy (i.e., the design and management of the multi-business firm) and extended enterprises (i.e., the design and management of multi-firm structures such as supply chains, alliances, joint ventures, and networks). Prerequisite:    Prereq: 15.900, 15.010, 15.311
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  • 15 904: Advanced Strategic Management

    3.00 Credits
    Massachusetts Institute of Technology

    Builds on 15.900 and 15.902 to explore key concepts that have shaped "best practices" and logic in the field of strategic management and strategy consulting over the past several decades. Uses lectures, readings, case studies, and videos to review the evolution of strategy teaching and research, the role of randomness in strategic outcomes, strategic thinking versus planning, as well as enduring principles related to competitive advantage. Key themes include the role of platform strategies and services as well as capabilities, pull mechanisms, economies of scope, and flexibility, with examples from a variety of industries. Develops an understanding of what has made some firms successful in the past as well as what managers can do to compete in an uncertain future. Prerequisite:    Prereq: 15.900, 15.902, or permission of instructor
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  • 15 905: Technology Strategy for SDM

    3.00 Credits
    Massachusetts Institute of Technology

    Provides a series of strategic frameworks for managing high-technology businesses. Emphasis on the development and application of conceptual models which clarify the interactions between competition, patterns of technological and market change, and the structure and development of internal firm capabilities. SDM students only, except with instructor permission. Prerequisite:    Prereq: None
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  • 15 910: Innovation Strategy

    3.00 Credits
    Massachusetts Institute of Technology

    Establishes a solid foundation for students interested in managing innovation in high-technology industries. Emphasizes the development and application of conceptual models, clarifying the interactions among competition, patterns of technological and market change, and the structure and development of internal firm capabilities. Topics include appropriating the returns from innovation, competition with demand-side increasing returns, managing joint ventures and collaborative innovation, organization of R&D and technology platforms, and theories of diffusion and adoption. Key conceptual frameworks are linked to applications in a variety of industry and case settings. Prerequisite:    Prereq: 15.900
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  • 15 911: Entrepreneurial Strategy

    3.00 Credits
    Massachusetts Institute of Technology

    Provides a strategic management framework for the management of entrepreneurial firms. Develops a set of powerful conceptual frameworks that allow entrepreneurs to evaluate and implement key strategic choices: the selection of novel technological and market opportunities, the organization and funding of early-stage ventures, and the development of a commercialization path. Emphasizes the dynamic nature of entrepreneurship; highlights the role of strategy in the management of uncertainty, and innovation in periods of industry disruption. Briefly considers the role of entrepreneurship and entrepreneurs in economic growth. Prerequisite:    Prereq: 15.900
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