|| MBM8010 |
|| STRATEGIC MANAGEMENT |
|| 2001/2002 |
|| Professor Robert Morgan |
|| Semester 2 |
|| Mr Richard Jackson |
| Course delivery
|| Lecture || 20 Hours 2 hours per week |
|| Course work || Group project || 30% |
|| Exam || 2 Hours || 70% |
Brief description and objectives: This course attempts to synthesise the conceptual, theoretical and practical aspects of strategic management. Often considered as a 'capstone' course on MBA and other management masters programmes, this module deals with: the industry, market and competitive forces affecting the firm, the resources and capabilities within the firm necessary to achieve and sustain advantage; the context, content and processes that underlie effective strategic management; and the implementation and organisational change issues underlying competitive market evolution.
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.
Candidates will 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.
Johnson, G and Scholes, K. (2001)
Exploring corporate Strategy: Text and Cases. 6th edition. FT/Prentice Hall. Principal text and recommended purchase.
Bowman, C. (1998)
Strategy in Practice. FT/Prentice Hall
Bowman, C and Faulkner, D. (1997)
Competitive and Corporate Strategy. Irwin, London (out of print but library has a small number of copies) ISBN 0-2562-1423-9
Lynch, R. (2000)
Corporate Strategy. Prentice Hall/Financial Times, London ISBN 0-273-64303-7
Mintzberg, H, Quinn, J B and Ghoshall, S. (1999)
The Strategy Process. Revised European Edition, Prentice-Hall, Hemel Hempstead ISBN 0-13-675984 X
De Wit, R and Meyer, R. (1998)
Strategy: Process, Content, Context. 2nd. International Thomson Business Press, London ISBN 1-86152-139-1