MS in Strategic Management
Achieve on your terms. Earn a graduate degree in strategic management—while continuing your career.
Domestic Applicants:
- Fall matriculation only. Application deadline July 1, 2013. Apply now.
International Applicants:
- Fall matriculation only. Application deadline June 3, 2013. Apply now.
View our academic calendar.
Problem solving and analytical expertise—if you're a manager, these are two of your most indispensable skills. By enrolling in the Master of Science in Strategic Management program, you'll sharpen these skills while gaining a deeper understanding of the corporate landscape.
The MS in Strategic Management through Kelley Direct is a 30 credit-hour program designed for managers seeking specialized education in the area of strategic supervision and corporate strategic planning. With Kelley Direct’s ultimate flexibility, students in this graduate degree program can take one to five years to graduate, advancing their knowledge without sacrificing personal and professional commitments.
If you have at least two years of experience in managerial decision-making and strategic analysis, consider an MS in Strategic Management to help take your career to the next level.
Through the program, you will gain:
- An introduction to the functions of a business enterprise
- A solid background in selected disciplines and analytical tools
- A working knowledge of theories and concepts used for assessing competitive conditions, evaluating corporate capabilities, and identifying means for establishing a competitive advantage
The program starts with Kelley Connect Week on the Bloomington campus—an intense introduction to the program, faculty, and your fellow students. Upon graduation, you’ll receive a Master of Science from the Indiana University Kelley School of Business, a degree that is respected and recognized everywhere. While in the MS in Strategic Management program, you can opt to add an MBA for a dual degree—adding general management to your skills portfolio in less time than it would take to pursue both.
For more information about the MS in Strategic Management Program, please contact kdirect@indiana.edu or (877) 785-4713.
| Year One | Course | Title | Credit |
| Fall | U710 | Strategic Management and Leadership* | 3 |
| X503 | Topics in Directed Business Interaction | 1.5 | |
| Winter | C580 | Operations Management | 3 |
| X520 | The Global Talent Challenge (Clinic) | 1.5 | |
| Spring | U701 | Strategic Competitive Analysis | 3 |
| Elective | 3 | ||
| Summer | Elective | 3 | |
| U714 | International Competitive Strategy | 3 | |
| Year Two | Course | Title | Credit |
| Fall | C570 | Strategic Marketing Management | 3 |
| U702 | Organization Designs for Strategic Advantage | 3 | |
| Winter | C562 | Developing Strategic Capabilities | 3 |
| TOTAL FOR PROGRAM | 30 |
Electives include:
- C565 -Thinking Strategically: Game Theory and Business Strategy
- U730 - The Global Business Environment
- U723 - Strategic Management of Technology
- X571 - Corporate Entrepreneurship and Innovation
2.5 Year Plan of Study
| Year One | Course | Title | Credit |
| Fall | U710 | Strategic Management and Leadership* | 3 |
| X503 | Topics in Directed Business Interaction | 1.5 | |
| Winter | C570 | Strategic Marketing Management | 3 |
| Spring | U701 | Strategic Competitive Analysis | 3 |
| Summer | U714 | International Competitive Strategy | 3 |
| Year Two | Course | Title | Credits |
| Fall | U702 | Organization Designs for Strategic Advantage | 3 |
| Winter | X520 | The Global Talent Challenge (Clinic) | 1.5 |
| Spring | Elective | 3 | |
| Summer | Elective | 3 | |
| Year Two | Course | Title | Credits |
| Fall | C580 | Operations Management | 3 |
| Winter | C562 | Developing Strategic Capabilities | 3 |
| TOTAL FOR PROGRAM | 30 |
Electives include:
- C565 -Thinking Strategically: Game Theory and Business Strategy
- U730 - The Global Business Environment
- U723 - Strategic Management of Technology
- C524 - Strategic Entrepreneurship
- X571 - Corporate Entrepreneurship and Innovation
C562 Developing Strategic Capabilities (3.00)
Video Introduction
This course offers an introduction to tools for strategic management. It provides an introductory review of the complexities involved in determining long-term strategies. Rather than assessing the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and direction of industry change are influenced by the resources, capabilities, and competitive interaction of rivals. The course uses discussion forums, team projects, and an interactive simulation.
* This course is a required course for the MBA and MSSM programs.
Video Introduction
This course offers an introduction to tools for strategic management. It provides an introductory review of the complexities involved in determining long-term strategies. Rather than assessing the firm's environment in terms of broadly defined opportunities and threats, we will examine the dynamics of the competitive environment, how both the pace and direction of industry change are influenced by the resources, capabilities, and competitive interaction of rivals. The course uses discussion forums, team projects, and an interactive simulation.
* This course is a required course for the MBA and MSSM programs.
C565 Thinking Strategically: Game Theory and Business Strategy (3.00)
Game Theory has traditionally been a tool of economists, but its use in management situations has been growing rapidly in recent years. This trend is sure to continue. Managerial decisions are not static and cannot be made in isolation. Instead, a manager must account for the reactions of both rival firms, subordinates, and superiors to this directives and proposals. Game theory is a tool to use to examine these interactions. The course extends the analysis of game theory and business strategy that you began in the Managerial Economics portion of the Core. The ultimate aim of the course is to strengthen your ability to think strategically in business situations, rather than to teach you facts or theories. To achieve this aim, we will iterate between theory and practice. We will use both formal case studies and real world examples to sharpen our strategic thinking skills.
Game Theory has traditionally been a tool of economists, but its use in management situations has been growing rapidly in recent years. This trend is sure to continue. Managerial decisions are not static and cannot be made in isolation. Instead, a manager must account for the reactions of both rival firms, subordinates, and superiors to this directives and proposals. Game theory is a tool to use to examine these interactions. The course extends the analysis of game theory and business strategy that you began in the Managerial Economics portion of the Core. The ultimate aim of the course is to strengthen your ability to think strategically in business situations, rather than to teach you facts or theories. To achieve this aim, we will iterate between theory and practice. We will use both formal case studies and real world examples to sharpen our strategic thinking skills.
C570 Strategic Marketing Management (3.00)
Video Introduction
An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lecture, classroom discussion through threaded discussion forums, case analysis and field research projects.
Video Introduction
An introduction to the process of creating a market-driven organization. Specific topics include marketing strategy, market research and analysis, and the development of products and services, pricing, distribution and promotion. The course employs lecture, classroom discussion through threaded discussion forums, case analysis and field research projects.
C580 Operations Management (3.00)
Video Introduction
Surveys the management of operations in manufacturing and service firms. Diverse activities, such as determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used, comprise this function of the company. Managing operations well requires both strategic and tactical skills. The topics considered include process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning, together with relevant analytical techniques. The course makes considerable use of business cases. Most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills to recommending courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or issues.
Video Introduction
Surveys the management of operations in manufacturing and service firms. Diverse activities, such as determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used, comprise this function of the company. Managing operations well requires both strategic and tactical skills. The topics considered include process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning, together with relevant analytical techniques. The course makes considerable use of business cases. Most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills to recommending courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or issues.
U701 Strategic Competitive Analysis (3.00)
Video Introduction
The purpose of this course is to provide students with an in-depth exposure to the theory of industry structural analysis and to begin gain practice in its application. Students will learn how to use the competitive forces model for interpreting the strategic implications of evolutionary and revolutionary shifts in industry structures.
Video Introduction
The purpose of this course is to provide students with an in-depth exposure to the theory of industry structural analysis and to begin gain practice in its application. Students will learn how to use the competitive forces model for interpreting the strategic implications of evolutionary and revolutionary shifts in industry structures.
U702 Organization Designs for Strategic Advantage (3.00)
The purpose of this course is twofold. Initially, students will be introduced to the basic elements of organizational design, including but not limited to organization structure, administrative processes and systems, size, and product-market complexity. Then they will learn how these other elements can be configured into a range of designs alternative suited for the demand of different strategic, environmental and technological conditions. These two areas of learning will prepare students for designing organizations that can adapt to the shifting competitive forces of virtually any organizational context.
This course will not be offered in the Fall 2013, but will be offered in the Spring 2014 instead. It will be offered again Fall 2014
The purpose of this course is twofold. Initially, students will be introduced to the basic elements of organizational design, including but not limited to organization structure, administrative processes and systems, size, and product-market complexity. Then they will learn how these other elements can be configured into a range of designs alternative suited for the demand of different strategic, environmental and technological conditions. These two areas of learning will prepare students for designing organizations that can adapt to the shifting competitive forces of virtually any organizational context.
This course will not be offered in the Fall 2013, but will be offered in the Spring 2014 instead. It will be offered again Fall 2014
U710 Strategic Management and Leadership (3.00)
Video Introduction
The primary focus of this course is the top-level executives who provide strategic leadership to business organizations. Students will learn about the roles, functions, and responsibilities of leadership, in order to learn the administrative requirements of leadership. In addition, students will be introduced to the analytical skills and social and personal characteristics of highly effective leaders. Case studies, videotapes and other media will be used to explore these and related issues.
Video Introduction
The primary focus of this course is the top-level executives who provide strategic leadership to business organizations. Students will learn about the roles, functions, and responsibilities of leadership, in order to learn the administrative requirements of leadership. In addition, students will be introduced to the analytical skills and social and personal characteristics of highly effective leaders. Case studies, videotapes and other media will be used to explore these and related issues.
U714 International Competitive Strategy (3.00)
Video Introduction
This course will cover the key concepts and frameworks related to International Competitive Strategy. As such, the focus will be on the Multinational Corporation (MNC) and on the international managers responsible for its success. MNC managers must understand the broad content of global and cross-border management to achieve success.
Video Introduction
This course will cover the key concepts and frameworks related to International Competitive Strategy. As such, the focus will be on the Multinational Corporation (MNC) and on the international managers responsible for its success. MNC managers must understand the broad content of global and cross-border management to achieve success.
U723 Strategic Management of Technology and Innovation (3.00)
This course provides a forum for the in-depth examination of select issues involving the strategic management of technology and innovation. The course is designed around six learning "modules" – (1) general management and technological innovation, (2) technological pioneering, (3) disruptive technologies, (4) strategic decision making under uncertainty, (5) corporate entrepreneurship, and (6) venture planning. Please note that this is NOT a course about information technology, the Internet, or any technology in particular. Rather, this is a course about management. The focus is on enabling students to better understand some of the unique implications of rapid product-market and technological change for the effective practice of management.
This course provides a forum for the in-depth examination of select issues involving the strategic management of technology and innovation. The course is designed around six learning "modules" – (1) general management and technological innovation, (2) technological pioneering, (3) disruptive technologies, (4) strategic decision making under uncertainty, (5) corporate entrepreneurship, and (6) venture planning. Please note that this is NOT a course about information technology, the Internet, or any technology in particular. Rather, this is a course about management. The focus is on enabling students to better understand some of the unique implications of rapid product-market and technological change for the effective practice of management.
U730 The Global Business Environment (3.00)
Video Introduction
Those who operate in the global business environment need more than an understanding of international trade and economics – some of their biggest challenges come from explicating and defending their choices to key constituents – their own internal boards and unions as well as external groups that represent the environment, local governments, and foreign business and government organizations. Having great ideas is one thing. Getting them approved and put into play is another. No business today will implement a new significant global program without wide buy-in. Inasmuch, this course requires its students to directly confront and interact with these myriad groups as they develop and modify their best international business strategies. This course requires students to appreciate the full range of benefits afforded to society by globalization while understanding and dealing directly with the negative side-effects. While it is important for students to see the beneficial sides of globalization, the true value of the course will come when students are able to integrate into their decision making a more complete understanding of the positive and negative impacts. Students should expect a very challenging experience requiring them to do self-directed research into the current experiences of real companies as they outsource, export, import, and build business assets abroad. Students will engage in a significant amount of research, strategic analysis, writing, as well as evaluating the proposals of other teams.
Video Introduction
Those who operate in the global business environment need more than an understanding of international trade and economics – some of their biggest challenges come from explicating and defending their choices to key constituents – their own internal boards and unions as well as external groups that represent the environment, local governments, and foreign business and government organizations. Having great ideas is one thing. Getting them approved and put into play is another. No business today will implement a new significant global program without wide buy-in. Inasmuch, this course requires its students to directly confront and interact with these myriad groups as they develop and modify their best international business strategies. This course requires students to appreciate the full range of benefits afforded to society by globalization while understanding and dealing directly with the negative side-effects. While it is important for students to see the beneficial sides of globalization, the true value of the course will come when students are able to integrate into their decision making a more complete understanding of the positive and negative impacts. Students should expect a very challenging experience requiring them to do self-directed research into the current experiences of real companies as they outsource, export, import, and build business assets abroad. Students will engage in a significant amount of research, strategic analysis, writing, as well as evaluating the proposals of other teams.
C524 Strategic Entrepreneurship (3.00)
In developing the foundations of the entrepreneurial mindset, this course describes tasks such as: making sense of opportunities in the context of changing goals, constantly questioning one's 'dominant logic' in the context of a changing environment, and revisiting 'deceptively simple questions' about what we think to be true about markets and the firm.
In developing the foundations of the entrepreneurial mindset, this course describes tasks such as: making sense of opportunities in the context of changing goals, constantly questioning one's 'dominant logic' in the context of a changing environment, and revisiting 'deceptively simple questions' about what we think to be true about markets and the firm.
X520 The Global Talent Challenge-Clinic (1.50)
Building and managing a global talent pipeline is the single most critical leadership challenge in today's global business environment. In this clinic, we will introduce students to current issues and practices in talent management. Our course will examine in-depth practices launched at the C-Suite level and by Boards of Directors to meet these challenges. This clinic will allow students to directly discuss these issues with senior corporate leaders and Board members who have been intimately involved in the global talent management process. An Action-Learning philosophy guides the operations of the course and students will be given several tools to assess development practices in their company and to better understand opportunities for developing their global leadership skills.
Building and managing a global talent pipeline is the single most critical leadership challenge in today's global business environment. In this clinic, we will introduce students to current issues and practices in talent management. Our course will examine in-depth practices launched at the C-Suite level and by Boards of Directors to meet these challenges. This clinic will allow students to directly discuss these issues with senior corporate leaders and Board members who have been intimately involved in the global talent management process. An Action-Learning philosophy guides the operations of the course and students will be given several tools to assess development practices in their company and to better understand opportunities for developing their global leadership skills.
C511 Leadership in a Global Environment online winter KD 1.5 cr (1.50)
Video Introduction
Today's business environment forces executives to use every tool at their disposal to create and maintain an effective and adaptable organization. A major source of effectiveness and adaptability is the way in which the company's efforts are organized-its systems, structures, management process, rewards and strategies. The primary job of senior management today is to design, build, and operate organizations that function effectively. What this means is that the organization is in a constant state of change. Understanding the change process is vital. Knowing the roadblocks to effective change is very important. The role of the manager as a change agent becomes critical. Often the problems arise not from the change itself, but the process of making the change. Individuals resist change. It is a natural phenomenon. How and why this change manifests itself is a central issue in this course. Developing the skills to move through the change process not knowing what roadblocks one might encounter is becoming incredibly valuable.
Video Introduction
Today's business environment forces executives to use every tool at their disposal to create and maintain an effective and adaptable organization. A major source of effectiveness and adaptability is the way in which the company's efforts are organized-its systems, structures, management process, rewards and strategies. The primary job of senior management today is to design, build, and operate organizations that function effectively. What this means is that the organization is in a constant state of change. Understanding the change process is vital. Knowing the roadblocks to effective change is very important. The role of the manager as a change agent becomes critical. Often the problems arise not from the change itself, but the process of making the change. Individuals resist change. It is a natural phenomenon. How and why this change manifests itself is a central issue in this course. Developing the skills to move through the change process not knowing what roadblocks one might encounter is becoming incredibly valuable.
X503 Topics in Directed Business Interaction - Kelley Connect (1.50)
Students will be introduced to a variety of practical business analysis tools. The material will be team-taught by Kelley School faculty members from key functional areas so students will be better prepared to integrate their learning. Topics covered include: Problem/issue framing; basic strategic analysis (understanding trends in the marketplace and situation analysis); how to retrieve and use data effectively, basic financial analysis for evaluating business decisions, marketing analysis (positioning and pricing a product); supply chain and inventory management; negotiation/persuasion; contracting; intellectual property; and critical thinking/decision making. Student teams will prepare and present product launch plans to a team of faculty judges. After leaving the campus, they will individually prepare and submit reflection papers.
*This course is the new course for the Kelley Connect Week (formally known as in-residence)
Students will be introduced to a variety of practical business analysis tools. The material will be team-taught by Kelley School faculty members from key functional areas so students will be better prepared to integrate their learning. Topics covered include: Problem/issue framing; basic strategic analysis (understanding trends in the marketplace and situation analysis); how to retrieve and use data effectively, basic financial analysis for evaluating business decisions, marketing analysis (positioning and pricing a product); supply chain and inventory management; negotiation/persuasion; contracting; intellectual property; and critical thinking/decision making. Student teams will prepare and present product launch plans to a team of faculty judges. After leaving the campus, they will individually prepare and submit reflection papers.
*This course is the new course for the Kelley Connect Week (formally known as in-residence)
X571 Corporate Entrepreneurship and Innovation (3.00)
Corporations, caught up in the web of the economic downturn, have turned to the innovative mindset for help. They have realized that entrepreneurial thinking can exist within the structure of a corporation. Thus, the term Corporate Entrepreneurship is the newest strategy for innovative development in organizations. Corporate training designed to develop entrepreneurship and innovation within organizations has produced successful results at numerous Fortune 500 companies. It is the research and innovation developed at these firms as well as other theoretical models which provide the foundation for this emerging field of study. The purpose of this MBA course is to research and study the theories, principles, concepts, and practices of entrepreneurial development within organizations (Corporate Entrepreneurship & Innovation). A thorough examination of the latest research regarding corporate entrepreneurship & innovation as well as reviewing successful case studies will be the focus of this course. In so doing the students will become more acquainted with the contemporary trends and expectations they face in corporate America.
Corporations, caught up in the web of the economic downturn, have turned to the innovative mindset for help. They have realized that entrepreneurial thinking can exist within the structure of a corporation. Thus, the term Corporate Entrepreneurship is the newest strategy for innovative development in organizations. Corporate training designed to develop entrepreneurship and innovation within organizations has produced successful results at numerous Fortune 500 companies. It is the research and innovation developed at these firms as well as other theoretical models which provide the foundation for this emerging field of study. The purpose of this MBA course is to research and study the theories, principles, concepts, and practices of entrepreneurial development within organizations (Corporate Entrepreneurship & Innovation). A thorough examination of the latest research regarding corporate entrepreneurship & innovation as well as reviewing successful case studies will be the focus of this course. In so doing the students will become more acquainted with the contemporary trends and expectations they face in corporate America.
Fall 2012 MS in Strategic Management
| Class Characteristics | |
| Class Size | 7 |
| Women | 29% |
| Average Age | 36 |
| Age Range | 26-43 |
| Avg. Years Work Experience | 12.3 |
| w/ Full Time Work Experience | 100% |
| Academic Background | |
| Avg. GPA | 3.1 |
| UG GPA>3.5 | 40% |
| UG GPA 3.0-3.49 | 20% |
| UG GPA 2.5-2.99 | 40% |
| UG GPA<2.5 | 0% |
| with Graduate Degrees | 57% |
| GMAT | |
| Avg. GMAT | 590 |
| 700+ | 0% |
| 600-699 | 33% |
| 500-599 | 67% |
| Geography | |
| Midwest | 57% |
| Northeast/Mid-Atlantic | 43% |
| West/Southwest | 0% |
| South/US Possessions | 0% |
| International | 0% |
