This seminar provides an introduction to scholarship in a growing research community: the sociologists and sociologically-inclined organization theorists who study issues that relate, at least in a broad sense, to the interdisciplinary field of inquiry that is known as “strategy” or “strategic management” research. The course is not designed to survey the field of strategy. Rather, the focus is on getting a closer understanding of the recent work by sociologists and sociologically-oriented organization theorists that investigates central questions in strategic management. In particular, we will be concerned with identifying and assessing sociological work that aims to shed light on: (a) relative firm performance; (b) the nature of competition and market interaction; (c) organizational capabilities; (d) the beginnings of industries and firms; (e) the diffusion or transfer of ideas and practices across firms; and (f) strategic change.

This subject is a seminar-style course aimed at anyone who is interested in founding a software company or working for a software company or company that uses software technology extensively as a senior manager, developer, or product/program manager. It is also appropriate for people interested in the industry or in working as an industry analyst. Many of the issues we discuss are highly relevant for companies whose businesses are heavily dependent on software, such as in e-business or financial services, or embedded software for industrial applications.

This course provides a series of strategic frameworks for managing high-technology businesses. The emphasis throughout the course is 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 organizational capabilities.
This is not a course in how to manage product or process development. The main focus is on the acquisition of a set of powerful analytical tools which are critical for the development of a technology strategy as an integral part of business strategy. These tools can provide the framework for deciding which technologies to invest in, how to structure those investments and how to anticipate and respond to the behavior of competitors, suppliers, and customers. The course should be of particular interest to those interested in managing a business for which technology is likely to play a major role, and to those interested in consulting or venture capital.

This course provides you with a framework to understand the structure and dynamics of high-tech businesses, together with an approach for their effective strategic management. It is focused on domains in which systems are important, because either or both products are parts of larger and more complex systems, or they are comprised of systems. The domains covered include computing, communications (in particular the mobile and IP domains), consumer electronics, industrial networking, automotive, aerospace and medical devices. The course will be of particular interest to those interested in managing a business in which technology will likely play a major role, and also to those interested in investing in or providing counsel to these businesses.
The emphasis throughout is on the development and application of ways of thinking or mental models that bring clarity to the complex co-evolution of technological innovation, the demand opportunity, systems architecture, business ecosystems, and decision-making and execution within the business.

This course covers how to leverage major technology advances to significantly transform a business in the marketplace. There is a focus on major issues a business must deal with to transform its technical and market strategies successfully, including the organizational and cultural aspects that often cause such business transformations to fail. Class material draws from concrete experiences of IBM’s major transformation in the late 1990s, when it aggressively embraced the Internet and came up with its e-business strategy.

This course is for students who want to know how the dollars we spend on national security relate to military forces, systems, and policy choices, and who wish to develop a personal tool kit for framing and assessing defense policy alternatives.

The purpose of this course is to acquaint the student with the missions, capabilities, and costs of the largely non-nuclear forces that make up the bulk of the U.S. military establishment. The course will also introduce the student to basic techniques for the assessment of relative military capabilities between adversaries in given theaters of military action. Central to the course will be an examination of historical cases of military action that shed light on current defence issues. Many of these cases are recent.

Through a series of articles written between 2013 and 2017, this book examines Ukraine during its period of conflict – from the protests and uprising of Euromaidan, to the Russian annexation of Crimea and the outbreak of war in Ukraine’s two eastern provinces Donetsk and Luhansk. It also looks at Ukraine’s response to Russian incursions in the form of Decommunisation – the removal of Lenin statues, Communist symbols, and the imposition of the so-called Memory Laws of the spring of 2015. The book places these events in the context of the 1991 collapse of the Soviet Union, and Ukraine’s geostrategic location between Russia and the European Union. It seeks to provide answers to questions that are too often mired in propaganda and invective and to assess whether the road Ukraine has taken is likely to end in success or failure.

This article discusses the strategy of using discrepant events in elementary science instruction. It includes links to four video clips of the sun's path in the Arctic or Antarctica.