This is the capstone course in the doctoral program. Students from the various specialty programs bring their knowledge of the specialty areas together. The objective is to draw together the knowledge gained from the various functional area courses studied in ways that will enhance the analysis of ongoing business and not-for-profit organizations. In this course, the interacting and diverse interests of stakeholders - key executives, customers, buyers, owners, and other interested parties - will be examined. Substantial attention is given to selecting and formulating goals and objectives and to the formulation of strategies and policies for reaching these goals and objectives. The design of the organizational structures, systems, and processes necessary for implementation of such strategies and policies is developed. Prerequisites: Completion of all other coursework in common core and specialty areas. Students must register with their advisor to take this course.

Not required

As the capstone course in the Huizenga School Doctoral Program, MGT 6140 is designed so that at its completion, students will have expanded capabilities to:

1) Articulate a personal and/or professional philosophy regarding the use of strategic decision-making practices in individual, social and workplace environments;
2) Communicate verbally or in writing about current trends and future directions related to strategic decision-making;
3) Apply a working knowledge of strategic decision-making techniques in a variety of individual, social and workplace environments;
4) Implement appropriate strategic decision-making techniques in real world situations;
5) Recognize the challenges and opportunities for the application of change dynamics in many individual, social and workplace environments;
6) Appreciate the contributions of ethical and social responsibility by organizations whether planning strategically or implementing planning operationally;
7) Understand the theories, unique aspects, and complex problems associated with international business environments when addressing strategic decision-making issues.

This course also reinforces the following overarching, integrative doctoral program outcomes so that at its completion all students will be able to:

1) Demonstrate high level proficiency for problem solving, decision-making, self-directed learning, coaching, mentoring, and critical thinking skill applications in organizational settings when interacting in a leadership capacity;
2) Utilize the appropriate theoretical foundations and contributions of strategic decision-making researchers when actively participating in the development of strategic business planning;
3) Understand the use and application of statistical measures for strategic decision-making contributions to overall organizational productivity;
4) Conduct doctoral level research for making life-long contributions through publication and conference presentations in the integrative discipline of strategic decision-making
5) Demonstrate capability to electronically locate, retrieve, and integrate strategic decision-making information resources;
6) Apply and Synthesize appropriate research methodology in an objective and professional manner while incorporating the Research Office guidelines established by the Huizenga School.

1. Required Materials


1. Textbooks

NO TEXTBOOK REQUIRED

2. Articles

1. Aupperle, K., A. Carroll, and J. Hatfield, (1985). An Empirical Examination of the Relationship between Corporate Social Responsibility and Profitability, Academy of Management Journal, 28, 446-63.

2. Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage, Journal of Management, 17(1), 99-120.

3. Bhide, A. (1994, March/April). How Entrepreneurs Craft Strategies That Work, Harvard Business Review, pp. 150-161.

4. Brews, P. J. & M. R. Hunt (1999). Learning to Plan and Planning to Learn, Strategic Management Journal, 20, 889-913

5. Campbell-Hunt, C. (2000, March). What have we Learned about Generic Competitive Strategy? A Meta-Analysis, Strategic Management Journal, 127-154.

6. Carroll, A.B. (1979, October) A Three Dimensional Conceptual Model of Corporate Performance, Academy of Management Review, 4(4), 17-26

7. Collins, J. C., and J. I. Porras, (1996, Sep/Oct). Building your company's vision, Harvard Business Review.

8. Hambrick, D. C. and J. W. Fredrickson, (2001). Are You Sure You Have a Strategy? Academy of Management Executive, 15(4), 48-59.

9. Hamel, G. & C. Prahalad (1983, Oct-Dec). Managing Strategic Responsibility in the MNC, Strategic Management Journal, 341-51.

10. Hamel, G. and C. K. Prahalad, (1989, May/June). Strategic Intent, Harvard Business Review, 251-69.

11. Hart, S. & C. Banbury (1994, May). How Strategy-Making Processes Can Make a Difference, Strategic Management Journal, 251-69.

12. Hodgetts, R. M. (July, 1999). A Conversation with Michael E. Porter: A "Significant Extension" Toward Operational Improvement and Positioning, Organizational Dynamics, 27(1).

13. Hosmer, L. T. (1994, Summer). Strategic Planning as if Ethics Mattered, Strategic Management Journal, 17-34.

14. Kaplan, R. S., and D. P. Norton, (1996, Jan/Feb). Using the Balanced Scorecard as a Strategic Management System,Harvard Business Review, 76.

15. Laczniak & Lusch (1986). Environment and Strategy in 1995: A survey of High-level executives, Journal of Consumer Marketing, 3(2), 27-45.

16. Mintzberg, H. (1987, July/August). Crafting Strategy, Harvard Business Review.

17. Pearce, J. A. II and F. R. David, (1987, May). Corporate Mission Statements: The Bottom Line, Academy of Management Executive, 109-16.

18. Porter, M. E., (1979, March/April). How Competitive Forces Shape Strategy, Harvard Business Review.

19. Porter, M. E., (1996, Nov/Dec). What is strategy? Harvard Business Review.

20. Porter, M. E., (2001, March). Strategy and the Internet, Harvard Business Review.

21. Prahalad, C. K. & G. Hamel, (1990, May-June). The Core Competence of the Corporation, Harvard Business Review, 19-91.

22. Schoemaker, P. (1995, Winter). Scenario Planning: A Tool for Strategic Thinking, Sloan Management Review, 41-56.

23. Senge, P. (1990, Fall). The Leader's New Work: Building Learning Organizations, Sloan Management Review, 7-23.

24. Yip, G. S. (1989, Fall). Global Strategy in a World of Nations, Sloan Management Review.




APA Manual
The APA Manual is a recommended textbook for all courses.
Effective July 1^st 2009, the 6th edition of the APA Manual is recommended for all courses.

NSU Bookstore
Textbooks and Case Studies may be purchased from the NSU Bookstore (located in the University Park Plaza) by calling 1-800-509-2665 or online at http://www.nsubooks.bkstore.com.

The NSU libraries comprise the Alvin Sherman Library, Research, and Information Technology Center, East Campus Branch Library, Health Professions Division Library, Law Library and Technology Center, North Miami Beach Branch Library, University School Library Media Centers, and the William S. Richardson Ocean Science Library. Students are strongly encouraged to visit one of the physical locations and/or take advantage of the vast electronic library available for research. For more information, please visit http://www.nova.edu/library.

Please note that all required and recommended materials should be referenced in APA style.