Course Information Package
|Course Unit Title||STRATEGIC MANAGEMENT|
|Course Unit Code||MBA517|
|Course Unit Details||MBA Business Administration (MBA) (Required Courses) -|
|Number of ECTS credits allocated||5|
|Learning Outcomes of the course unit||By the end of the course, the students should be able to:|
|Mode of Delivery||Face-to-face|
|Recommended optional program components||NONE|
The course is basedon analyses of cases of international companies (e.g. Starbucks, Byte Products,Apple, Google, Dell etc.) and covers the following theoretical topics:
BASIC CONCEPTS OF STRATEGIC MANAGEMENT(CHAPTER 1)
• Phasesof strategic management.
• Benefitsof strategic management.
• Globalizationand environmental sustainability as challenges to strategic management.
• Theoriesof organizational adaptation
• Thelearning organization.
• Basicmodel of strategic management.
• Triggeringevents initiating strategy.
• Mintzberg'smodes of strategic decision making.
• Strategicdecision making process.
§ The strategic audit.
CORPORATE GOVERNANCE (CHAPTER 2)
• Responsibilitiesof the board of directors and its role in strategic management.
• Boardof directors’ continuum
• Compositionof the board of directors.
• Agencytheory versus stewardship theory.
• Codeterminationand interlocking directorates.
• Trendsin corporate governance.
• Responsibilitiesof top management in strategic management.
• Executiveleadership and the importance of strategic vision.
ETHICS AND SOCIAL RESPONSIBILITY IN STRATEGICMANAGEMENT (CHAPTER 3)
• Positionsfor and against social responsibility.
• Importanceof corporate stakeholders and stakeholder analysis.
• Ethicaldecision making versus moral relativism.
• Kohlberg’slevels of moral development
• Codesof ethics and guidelines for ethical behaviour.
ENVIRONMENTAL SCANNING AND INDUSTRY ANALYSIS(CHAPTER 4)
• Monitoringtrends in the natural and societal environments.
• Identifyingexternal strategic factors.
• Industryanalysis, including industry evolution, strategic groups, and hyper-competition.
• Multi-domesticand global industries.
• Usingkey success factors to create an industry matrix.
• Forecastingtechniques, including industry scenarios.
• TheIFAS Table: a technique to summarize factors.
INTERNAL SCANNING: ORGANIZATIONAL ANALYSIS(CHAPTER 5)
• Theresource-based view of the firm.
• Coreand distinctive competencies and VRIO framework.
• Industryand corporate value-chain analysis.
• Basicconcepts in organizational structure and culture.
• Fundamentalconcepts from marketing, finance, R&D, operations, human resources, andinformation systems, such as product life cycle, technological discontinuity,experience curve, and autonomous work teams.
• TheIFAS Table: a technique to summarize internal factors.
STRATEGY FORMULATION: SITUATION ANALYSIS ANDBUSINESS STRATEGY (CHAPTER 6)
• Identifyinga corporation's strategic factors using the SFAS Matrix.
• Findinga propitious niche.
• Usingthe TOWS Matrix to generate potential strategic alternatives.
• Usingthe competitive strategies of lower cost and differentiation.
• Competitivestrategy, industry structure, and hypercompetition.
• Theuse of offensive and defensive competitive tactics.
• Usingthe cooperative strategies of collusion and strategic alliances.
|Recommended and/or required reading:|
|Planned learning activities and teaching methods||The course is structured around case studies of internationalcompanies using the methodology of the textbook. The first case is analysed bythe instructor, the following cases are analysed by students in class with thehelp of the instructor and support of the rest of the class. After each casestudy students write a report. Finally, the students get to do the case analysisindividually and prepare for their final exam.|
|Assessment methods and criteria|
|Language of instruction||English|