Mar.8:Managing Strategic Dynamics for Corporate Longevity

TopicManaging Strategic Dynamics for Corporate Longevity
SpeakerBurgelman, Robert A,  Professor of  Graduate School of Business, Stanford  University
Time2007-3-8 15:00-17:00
VenueWeilun Building N.501
LanguageEnglish
OrganizerDepartment of Innovation and enterpreneurship, Department of Bussiness strategy and Policy
Target AudienceFaculty member, Ph.D candidates, research fellows

Backgound Information
   Robert A. Burgelman is the Edmund W. Littlefield Professor of Management
   and Director of the Stanford Executive Program of the Stanford
   University Graduate School of Business. Professor Burgelman joined
  
Stanford Business School in 1981 and teaches courses in Strategic
   Management and Strategic Management of Technology and Innovation. Since
   1992 he has been co-teaching the course “Strategy and Action in the
   Information Processing Industry”, together with the Chairman of Intel
   Corporation. Before joining Stanford, he was on the Faculties of
Antwerp
   University-UFSIA (1970-73)) and
New York University (1978-81).

   Professor Burgelman is the author of many articles on the
   strategy-making process, internal corporate venturing, corporate
   entrepreneurship, strategic business exit, and technology strategy,
   which have appeared in leading academic journals.  He is co-author of
   Strategic Management of Technology and Innovation (4th edition,
   McGraw-Hill-Irwin, 2004), the leading textbook in the field. Most
   recently, he is coauthor of Strategic Dynamics: Concepts and Cases
   (McGraw-Hill, 2006), which captures much of the material developed for
   the MBA elective course called “Strategy and Action in the Information
   Processing industry,” which he developed and co-taught with Andy Grove
   since 1992.

   Robert Burgelman carries out longitudinal field-based research on the
   role of strategy in firm evolution. He has examined how companies enter
   into new businesses (through corporate entrepreneurship and internal
   corporate venturing as well as through acquisition) and leave others
   (through strategic business exit), and how success may lead to
   co-evolutionary lock-in with the environment. His research has focused
   on organizations where strategic action is distributed among multiple
   levels of management. He has written some 100 case studies of companies
   in many different technology-based industries. He currently focuses on
   the challenges posed by nonlinear strategic dynamics.