|Delivery Type||Delivery length / details|
|Lecture||12 x 2 hours|
|Assessment Type||Assessment length / details||Proportion|
|Semester Assessment||One 2000-3000 word essay||40%|
|Semester Exam||2 Hours||60%|
|Supplementary Assessment||Repeat failed elements or equivalent||40%|
|Supplementary Exam||2 Hours Repeat failed elements or equivalent||60%|
On successful completion of this module students should be able to:
- Critically evaluate issues in strategic management process, content and context;
- Appreciate the strengths and weaknesses of environmental assessment tools and techniques;
- Understand that there are various 'means' of an organization achieving competitive advantage in marketplaces and be able to recognize the effects of industry, market and competitive dynamics on the sustainability and development of such a market position;
- Recognize that change is rarely ad hoc but rather should be continuous and a feature of organizational health;
- Consider new and emerging forms of competitive activity ? specifically understanding the concept of 'coopetition' (collaborating with ones competitors); and,
- Understand that the assumptions underlying the linear, sequential and prescriptive models of strategic planning - and, in turn, recognize the value of complexity theory in strategy formation.
To provide an awareness of how strategy functions within the wider internal and external business environment.
To provide students with the necessary skills to apply their learning to a wide range of situations and scenarios.
For many, strategy appears to be the very pinnacle of the hierarchy of management subjects. However, there is little agreement on what strategy is. This is the backdrop that sets the concerns and problematics that this course deals with. We examine a number of different theories and frameworks of strategic management and their origins and consider the prescriptions and shortcomings associated with each of them.
Analysis of various strategy frameworks
International strategy and the impact of globalisation
The role of the strategist
Business ethics and corporate responsibility
Reading ListEssential Reading
Hitt, M, et al (2005) Strategic Management: Competitiveness and Globalisation Primo search Supplementary Text
De Wit, R and Meyer, R (2004) Strategy: Process, Content, Context 3rd edition International Thomson Business Press, London Primo search Mintzberg, H. Ahlstand, B. and Lampel, J (1998) Strategy Safari Harlow: FT Prentice Hall. Primo search Scholes, K. Johnson, G. and Whittington, R. (2005) Exploring Corporate Strategy: Text and Cases. Harlow: FT Prentice Hall Primo search
This module is at CQFW Level 7