|Updated:||3 February, 2016|
Broadly, strategic management means utilizing tools of analysis and tactics to take decisive and prudent action that gives us the best possible chance of achieving our objectives — whether those objectives are personal or professional. To become a successful strategist you have to know the origins of strategy, i.e. ancient warfare principles, and how then strategy evolved in other realms of endeavor; you have to understand the structure of strategic planning process, the fundamental competitive choices available to us, the implementation principles, the intelligence cycle and scenario planning as engines of predictive capability. This is what this course aims to teach you, but we do not stop here. Key to success or failure of much strategic action, regardless of the venue, is the mindset of the strategist, so you will get into cognitive psychology, strategic intuition, game theory, systemic problems — to name a few, in order to see how our self-perception and the perception of the world around us impact the effectiveness of our strategy.
|Hours of lecture||Hours of discussion||Hours of independent study||Total numbers of hours|
- Introduction to Strategic Management
- strategic leadership: managing the strategy-making process for competitive advantage;
- external analysis: the identification of opportunities;
- analyzing a case study and writing a case study analysis;
- the role of financial analysis in case study analysis;
- external analysis.
- The Nature of Competitive Advantage
- internal analysis: distinctive competencies, competitive advantage, and profitability;
- building competitive advantage through functional-level strategy;
- internal analysis;
- presentations of case study analysis.
- building competitive advantage through business-level strategy;
- business-level strategy and the industry environment;
- strategy and technology;
- strategy in the global environment;
- corporate-level strategy: horizontal integration, vertical integration, and strategic outsourcing;
- corporate-level strategy: related and unrelated diversification.
- Implementing a Strategy
- corporate performance, governance, and business ethics;
- implementing strategy in companies that compete in a single industry;
- implementing strategy in companies that compete across industries and countries.
- Michael L. Tushman, Philip Anderson (2004). Managing Strategic Innovation and Change. Oxford University Press.
- Journal of International Management. Elsevier. http://www.sciencedirect.com/science/journal/10754253
- Peter F. Drucker (2007). Management Challenges for the 21st Century. Routledge.
- Robert Johnston, Stuart Chambers, Nigel Slack (2003). Cases in Operations Management. Financial Times/Prentice Hall.
- Robert H. Rosenfeld, David C. Wilson (1999). Managing Organizations. McGraw Hill.
- Nic Peeling (2008). Brilliant Manager: What the Best Managers Know, Do and Say. Pearson Education.
- Ken Blanchard (2010). Leading at a Higher Level. Prentice Hall.
- Hill, Charles W. L., Jones, Gareth R. (2010). Strategic Management: An Integrated Approach, 9th edition. South-Western Cengage Learning
- David, Fred R. (2011). Strategic Management: Concepts and Cases, 13th edition. Pearson Education, Inc.
- Hill, Charles W. L., Jones, Gareth R. (2012). Essentials of Strategic Management, 3rd edition. South-Western Cengage Learning
- Ansoff, Igor H., Nakamura, G. I. (2007). Strategic Management Classic Edition. Palgrave Macmillan
- Business Horizons. Elsevier. http://www.sciencedirect.com/science/journal/00076813
- Future Business Journal. Elsevier. http://www.sciencedirect.com/science/journal/23147210
- International Strategic Management Review. Elsevier. http://www.sciencedirect.com/science/journal/23067748
- Websites of public, private, and nonprofit organizations
- Harvard Business Review: http://hbr.org
You will analyze cases and present the results of your analysis both orally and in writing: state the central issue, recommend a course of action, identify significant factors, justify your recommendation.
It is a pass/fail course. To get a pass, you should complete all the assignments.