MANAGEMT 7044NA - Strategic Management
Ngee Ann Academy - Quadmester 4 - 2017
General Course Information
Course Code MANAGEMT 7044NA Course Strategic Management Coordinating Unit Business School Term Quadmester 4 Level Postgraduate Coursework Location/s Ngee Ann Academy Units 3 Available for Study Abroad and Exchange Y Course Description Strategic management is concerned with the long-term direction, scope and performance of an organization. As such it draws on other disciplines (e.g. marketing, finance, economics, organisational behaviour) already covered in the MBA. Whether the overall 'strategy' of an organization emerges from the interplay of functional departments or is a 'grand plan' devised by one group, its implementation takes place at the functional/process level where goals, plans and actions need to align with other departments as part of a coherent orientation. Hence all managers need to understand how their roles and functions are part of the overall strategy of the organization.
Course Coordinator: Dr Georges Baume
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning Outcomes
On successful completion of this course, students will be able to:
- Analyse complex organizational environments, cases and issues by reference to and application of relevant theories, concepts and models
- Diagnose environmental and industrial forces that drive and constrain strategic options for businesses
- Analyse the key elements of strategic advantage for individual organizations against the demands of their industries.
- Analyse strategic positioning strategies of firms and evaluate them against the necessary competencies and resources of the organization.
- Develop alternative strategies contingent on the demands and its industry context
University Graduate Attributes
This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:
University Graduate Attribute Course Learning Outcome(s) Deep discipline knowledge
- informed and infused by cutting edge research, scaffolded throughout their program of studies
- acquired from personal interaction with research active educators, from year 1
- accredited or validated against national or international standards (for relevant programs)
1-5 Critical thinking and problem solving
- steeped in research methods and rigor
- based on empirical evidence and the scientific approach to knowledge development
- demonstrated through appropriate and relevant assessment
1-5 Career and leadership readiness
- technology savvy
- professional and, where relevant, fully accredited
- forward thinking and well informed
- tested and validated by work based experiences
The text for this course is:
Angwin, D, Cummings, S. & Smith, C (2011) Strategy Pathfinder, Core concepts and live cases (2nd Ed.) London: Wiley
Recommended readings are:
Besanko, D., Dranove, D., Shanley, M. & Schaefer, S. (2012) Economics of Strategy (6th ed.) NJ: John Wiley & Sons.
Meyer, R. (2014) Strategy Synthesis; Resolving Strategy Paradoxes to Create Competitive Advantage. (4th ed.) London: Cengage Learning
Grant, R. (2015) Contemporary Strategy Analysis (98h ed.) NJ: John Wiley & Sons.
Hanson D., Hitt M., Ireland R., & Hoskisson R. (2017), Strategic Management Competitiveness and Globalisation, 6th Ed, Cengage Learning.
Hill C., Jones G., & Schilling M. (2015), Strategic Management An Integrated Approach, 11th Ed, Cengage Learning.
Besanko, D., Dranove, D., Shanley, M. & Schaefer, S. (2013) Economics of Strategy (6th ed.) NJ: John Wiley & Sons.
De Wit, B. & Meyer, R. (2005) Strategy Synthesis. London: Thompson Learning
Ghemawat, P. (2010) Strategy and the Business Landscape. (3rd Ed.) NJ: Prentice Hall
Grant, R. (2013) Contemporary Strategy Analysis (8th ed.) NJ: John Wiley & Sons.
Whittington, R (2001) What is Strategy and Does it Matter? (2nd ed.) London: Thompson Learning.
Online LearningNo specific online learning facilities are part of the course other than the usual communication and sharing of information/papers via MyUni. Please ensure that your MyUni email address is one through which you can be contacted.
Learning & Teaching Activities
Learning & Teaching Modes
No information currently available.
No information currently available.
Learning Activities Summary
Teaching & Learning Activities Related Learning Outcomes Lectures 1-5 Group discussions 1-5
Learning Activities Schedule
NOTE: The Learning Activities Schedule will be reviewed and updated for 2017.
Topics, Associated Readings, and Case Studies are:
Introduction: A Framework for Strategic Analysis and what is ‘Business Strategy’?
Thompson, Strickland, & Gamble, Chapters 1 & 2
“Fundamental issues in strategies” Rumelt R, Schendel D, & Teece D (eds), 1994, Chpt 1, Fundamental Issues in Strategies, Harvard Business School Press, Boston, pp.9-47
Case Study: Costco wholesale in 2012: mission, business model, and strategy
Business Strategy Analysis and External Industry Analysis.
Thompson, Strickland, & Gamble, Chapter 3
“Commitment: The persistence of strategies”, Ghemawat P.,1991, Commitment: the dynamic of strategy, The Free Press, New York, pp.13-31
Case Study: Panera bread company in 2012 – pursuing growth in a weak economy
External Industry Analysis and Measuring Organisational Performance
Thompson, Strickland, & Gamble, Chapter 4
“The Five Competitive Forces that shape Strategy”, Porter M., HBR, January, 2008
“Industry segmentation & competitive advantage” Porter M., 1985, Competitive Advantage: creating and sustaining superior performance, The Free Press, New York, pp.231-272
Case Study: Tiffany’s little blue box: does it have any strategic significance?
Measuring Organisational Performance and Capability Analysis.
Thompson, Strickland, & Gamble, Chapter 5
“Capitalising on Capabilities”, Dave Ulrich and Norm Smallwood, HBR, June 2004, Jun2004, Vol. 82 Issue 6, p119-127
“Strategy and the Internet”, Porter M., HBR, March 2001
Case Study: Nucor corporation in 2012: using economic downturns as an opportunity to grow stronger
Strategic Options and Decision making 1
Thompson, Strickland, & Gamble, Chapters 6
“The nature and sources of competitive advantage”, in Grant R, 1995, Contemporary Strategy Analysis, 2nd ed, Chpt 6, pp 149-172, Blackwell Business Pub. Cambridge, Massachussets
Case Study: 7-Eleven in Taiwan: adaptation of convenience stores to new market environments.
Mid Term in Class Mini- Case Study Analysis Test
Strategic Options and Decision making 2
Thompson, Strickland, & Gamble, Chapter 7
“The right game: use game theory to shape strategy” Brandenburger A & Nalebuff B, 1995, HBR, July –August, pp 57-71
“Speed & strategic choice: how managers accelerate decision making”, Einsenhardt K., 1990, California Management Review, Spring, pp.39-54
Case Study: Tata motors: can it become a global contender in the automotive industry?
Strategy and Ethics
Thompson, Strickland, & Gamble, Chapter 9
“The business of ethics and the ethics of business”, Pattan J.E, Journal of Business Ethics 3, 1984, Pp.1-19
Case Study : Rhino sales, hunting, and poaching in South Africa, 2012
Strategy Execution 1
Thompson, Strickland, & Gamble, Chapter 10
“Cost advantage”, 1985, Porter M., Competitive advantage: creating and sustaining superior performance, New York, The Free Press, pp. 97-118
“Competitive cost dynamics: the experience curve”, 1982, Hax A., & Maljuf N., Interfaces, 12/5, Pp.50-61
Case Study: Starbucks in 2012: evolving into a dynamic global organisation
Strategy Execution 2
Thompson, Strickland, & Gamble, Chapters 11 & 12
“Innovation & competitive advantage: what we know & what we kneed to learn”, 1992, Lengnich-Hall C., Journal of Management, 18/2, pp.399-429
“Differentiation strategy”, 1985, Porter M., Competitive Advantage: Creating and sustaining superior performance, The Free Press, New York, pp.150-163
Case Study: Group Presentations
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Assessment DetailNOTE: The Assessment Detail will be reviewed and updated for 2017.
SubmissionNOTE: The Submission information will be reviewed and updated for 2017.
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M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending
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