Learning outcomes

• 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.

Content

Contemporary themes that will be introduced within the module include: globalisation; the relevance of 'time' in intra-organizational terms; technological advances; new competitive entrants into and exits from markets; changing market structures/boundaries; emerging modes of distribution of customer delivery; and, evolving customer needs.

The teaching methodology shall employ the traditional lecture format as the primary delivery vehicle but, within class, debate will be encouraged. Delivery will extend to incorporate discussion of case vignettes, video-clippings and case analyses.

Reading Lists