|| MMM9010 |
|| INTERNATIONAL AND DOMESTIC BUSINESS STRATEGY |
|| 2001/2002 |
|| Mr Ian Thomas |
|| Intended for use in future years |
|Next year offered
|| N/A |
|Next semester offered
|| N/A |
| Course delivery
|| Lecture || 14 Hours 7 x 2 hours |
|| Seminars / Tutorials || 8 Hours 4 x 2 hours |
|| Exam || 2 Hours Case study based || 60% |
|| Exam || 1 Hours Class test || 40% |
The aim is to introduce students to, and develop their understanding of the context of strategy and implications for other (functional) areas in business; strategy at various levels in business; international strategy; organisation culture and change. To give students a working understanding of the practical models which can unlock many of sub-areas of strategy. To build integrative awareness and skills which contribute to the improved effectiveness of students in their later careers. To familiarise students with the use of case study material as a form of learning and assessment, and to improve students' presentation and topic-discussion skills.
On completion of the module, students should be able to:
1) Define, describe, discuss and relate to the general business context:
a) Corporate level strategy
b) Competitive (strategic business unit) level strategy
c) International strategy
d) Organisational culture
2) Identify and explain how strategies are derived
3) Compare and contrast traditional versus modern (resource-based theoretic) views of SBU strategy
4) Explain and utilise practical models to handle a variety of strategic management problems
Johnson and Scholes.
Exploring Corporate Strategy.
Bowman and Faulkner.
Competitive Corporate Strategy.
Mintzberg, Quinn and Ghoshal.
The Strategy Process.
De Wit and Meyer.
Strategy: Process, Content, Context.