Abstract: Higher education has recently witnessed notable new entrants to the industry in the form of technology-driven for-profit education companies. The development of online learning is not only unbundling the production and delivery of education but has potential to change the taxonomy of business models in higher education industry and the resulting ecosystem dynamics. The study’s industry analysis, network analysis and business modeling suggests that new entrants co-opetitive strategies allow market entry into an otherwise difficult industry. The implications of this study speak to emergence of novel organizational models and the market capitalization of higher education.

Abstract: Problem-based learning is one of the most effective methods used in medicine and in different disciplines to prepare students for the workplace. Since the last two decades, there has been a growing interest in this Problem-based learning in management education. In this paper, I introduce this approach as an alternative method for strategy teaching. First, I clarify the aims of strategic management education. Second, I present the potentialities of Problem-based Learning for the development of these skills. Third, I provide some recommendations for better use of PBL for the teaching of strategy.

Abstract: The balanced scorecard (BSC) is one of the most enduring firm performance measurement frameworks. Strategy syllabi often include the original concept and operationalization of metrics across different organizations. The framework is constantly being updated; corporations and strategy consultants have embraced it in different formulations. However, these developments are hardly reflected in strategy curriculum. This paper highlights key dimensions that have been revised and updated in alignment with modern strategy practice. We discuss changes in strategic goals, stakeholders, metrics and implementation. We develop a strategy framework that incorporates these revisions. Using archival and survey data, we test the pedagogical application of the framework. Strategy students are better served with the most up-to-date and relevant BSC matrix that is in tandem with changes in the competitive environment and relevant to practitioners.

Abstract: In today’s smartphone “there’s an app for that” economy, the volume of data firms are collecting is introducing new opportunities and threats for both established and new firms alike. Assessing the changing market conditions while continuing to develop revenue models can be daunting for any firm, much less an entrepreneurial firm. These challenges include the blurring of firm and industry boundaries and the increasing complexity of identifying the scope of a firm’s own strategy. Introducing these issues to students studying strategy is important so they may better understand the implications of shifting field and firm boundaries. Our contribution to this effort in understanding these strategic issues is a business case about Uber. This case highlights some of the initiatives of an entrepreneurial start-up company struggling to disrupt a mature industry that seem to become a way of conducting business even as the company outgrows such approaches.