I’m teaching in a strategic management class, starting next Monday. It’s the capstone strategy class in the MBA program at University of Maryland University College (UMUC). I’ll be teaching a “hybrid” section, which mean that it’ll be mostly e-learning, but with a few in-class meetings.
The learning management system (LMS) is WebTycho, which is well-established at UMUC, used at a few other institutions, but isn’t a generally-available or widely-used LMS. Having just completed an orientation course in WebTycho, I can give an opinion: it’s solid, and not often annoying.
Teaching at UMUC also involves using Microsoft Outlook, which is both widely-used and annoying.
That said, I’m excited about the 10-week strategy course that’s about to start.
By Strategy Station I mean the 2007 meeting of the Strategic Management Society. This post is a companion to the handout I uploaded to the conference web site. If you got here via that handout, welcome! If you’re a more regular blog reader , you’re also welcome, and the last paragraph of this post is especially for you.
The paper is “Corporate blogging: Is it a nonmarket strategy?” It provides arguments both for and against the question in its title. Here’s a simplified version of the no argument that convinces me.
To save you some typing, here are the other links from the handout:
For most readers who arrived here through the usual blog-related channels, see the appropriate page from the conference web site for the one-page handout, and for some context. It does define the term nonmarket strategy. To such readers, the paper, even in handout form, may seem rather laborious. I agree that it has the Cluetrain pulling some rather bulky cars behind it. But laborious writing often seems like a hazard of the academic occupation.