MANAGEMT 7044 - Strategic Management

North Terrace Campus - Trimester 1 - 2022

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.

  • General Course Information
    Course Details
    Course Code MANAGEMT 7044
    Course Strategic Management
    Coordinating Unit Adelaide Business School
    Term Trimester 1
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Up to 36 hours per week
    Available for Study Abroad and Exchange
    Restrictions Available to Certificate, Graduate Diploma and Master of Business Administration students only - other students must first meet with Program director for enrolment approval
    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 Staff
    Contact Hours: By appointment only.

    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

  • Learning Outcomes
    Course Learning Outcomes

    On successful completion of this course, students will be able to:

    1. Analyse complex organizational environments, cases and issues by reference to and application of relevant theories, concepts and models
    2. Diagnose environmental and industrial forces that drive and constrain strategic options for businesses
    3. Analyse the key elements of strategic advantage for individual organizations against the demands of their industries.
    4. Analyse strategic positioning strategies of firms and evaluate them against the necessary competencies and resources of the organization.
    5. 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)

    Attribute 1: Deep discipline knowledge and intellectual breadth

    Graduates have comprehensive knowledge and understanding of their subject area, the ability to engage with different traditions of thought, and the ability to apply their knowledge in practice including in multi-disciplinary or multi-professional contexts.

    1-5

    Attribute 2: Creative and critical thinking, and problem solving

    Graduates are effective problems-solvers, able to apply critical, creative and evidence-based thinking to conceive innovative responses to future challenges.

    1-5

    Attribute 4: Professionalism and leadership readiness

    Graduates engage in professional behaviour and have the potential to be entrepreneurial and take leadership roles in their chosen occupations or careers and communities.

    5
  • Learning Resources
    Required Resources

    Grant, R.M (2018) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd.

    ISBN 9781119495727
    Recommended Resources

    There are a vast array of modern textbooks on strategic management. These tend to cover the same material although sometimes with a different emphasis.

    Harvard Business Review – oriented towards the practitioner.

    Journal of Strategic Management – theoretical.

    Long Range Planning – UK based – a mix of theory and practice.

    The Economist – much more than strategy but indispensable for the practising strategist.
    Online Learning
    Important messages, topic notes, power point slides, case studies and other materials relating to the course will be placed on MyUni throughout the course. MyUni can be found at (www.myuni.adelaide.edu.au)
  • Learning & Teaching Activities
    Learning & Teaching Modes
    The course is taught over 12 weekly sessions. The schedule is:

          Week 1, Session 1 - Industry Structure
          Week 2, Session 2 - Industry Evolution
          Week 3, Session 3 - Industry Forces
          Week 4, Session 4 - Industry Forces (continued)
          Week 5, Session 5 - What is strategy
          Week 6, Session 6 - Goals
          End of Week 6:  Assignment 1 due
          Week 7, Session 7 - Positioning
          Week 8, Session 8 - Resources
          Week 9, Session 9 - Future trends
          Week 10, Session 10 - Social Licence
          Week 11, Session 11 - Growth options
          Week 12, Session 12 - Implementation
          End of Week 12:  Assignment 2 due
          End of Week 12:  Assignment 3 due


      There is no examination in this course
    Workload

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    This is a standard ‘3 Unit’ MBA course which requires about 156 hours of student effort. These 156 hours includes the time spent in class and undertaking assessment as well as the reading and assignment preparation you must undertake outside of the class hours.


    Learning Activities Summary
    Learning Activities Schedule

    Session Topics and associated readings are:

    Session 1 - "The Industry and its Structure"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd, Chapter 3.

    Recommended Readings
    - A huge lift business is up for sale. The Economist, 14 November 2019.
    - Fire-starter: How Donald Kendall, as PepsiCo’s boss, sparked the cola wars. The Economist, 26 Sept 2020.
    - Overcapacity hits another part of the transport industry. The Economist 19 Mar 2016.
    - Services like Airbnb are altering the economics of the hotel business. The Economist 9 Jan 2016.
    - The British Economy is becoming more concentrated. The Economist 26 July 2018.
    - The giants are coming. The Economist, 15 June 2019.
    - Too much of a good thing. The Economist, 26 Mar 2016.


    Session 2 - "Industry Evolution and Change"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd, Chapters 8 and 10.

    Recommended Readings
    - Apps and chatbots. The Economist 9 Apr 2016.
    - Brown v broad. The Economist 19 Dec 2020.
    - Disposable batteries are a costly way to buy power. The Economist 18 Jan 2014.
    - Not so choppy. The Economist 10 Oct 2020.
    - The world’s biggest coal miner goes bust. The Economist 16 Apr 2016.


    Session 3 - "Industry Forces"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd. Chapters 3 and 4

    Recommended Readings
    - Many shops are struggling to survive in Britain’s fast-changing and ruthlessly competitive marketplace. The Economist 18 Jun 2016.
    - Prostitution and the Internet. The Economist 9 Aug 2014.
    - The ineluctable middlemen, The Economist 25 Aug 2012.
    - The future of entertainment. The Economist 14 Nov 2019.
    - Walmart fights. The Economist 16 Jun 2016.


    Session 4 - "Industry Forces (contd)"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd. Chapters 3 and 4

    Recommended Readings
    - Many shops are struggling to survive in Britain’s fast-changing and ruthlessly competitive marketplace. The Economist 18 Jun 2016
    - Prostitution and the Internet. The Economist 9 Aug 2014
    - The ineluctable middlemen. The Economist 25 Aug 2012
    - The future of entertainment. The Economist 14 Nov 2019
    - Walmart fights. The Economist 16 Jun 2016


    Session 5 - "What is Strategy"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd. Chapter 1

    Recommended Readings
    - Clear as mud. The Economist 28 Nov 2019.
    - DaSilva, C. M. & Trkman, P. (2014) Business Model: What it is and what it is not. Long Range Planning, 47: 379-389.
    - Managerial nonsense. The Economist, 16 Dec 2016.
    - Rumelt, R. (2011) The perils of bad strategy. McKinsey Quarterly, June: 1-10.


    Session 6 of Strategic Management - "Goals"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd. Chapter 2

    Recommended Readings
    - Amazon looks set to conquer America’s clothing market. The Economist May 2016.
    - Counterfeiting and piracy. The Economist 23 Apr 2016
    - Frank, R. J., George, J.P. & Narasimhan, l. (2004) When your competitor delivers more for less, The McKinsey Quarterly, 1:48-59
    - Huyett, W. I. and Viguerie, S. P. (2005). Extreme competition, The McKinsey Quarterly, 1: 47-57.
    - Platforms are the future-but not for everyone. The Economist 21 May 2016
    - Ryans, A. (2010). When companies underestimate low-cost rivals. McKinsey Quarterly, June, 1-5.


    Session 7 - "Positioning"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd. Chapter 7

    Recommended Readings
    - A mass-market carmaker starts customizing vehicles individually. The Economist. 25 June 2016.
    - Auguste, B. G., Harmon, E. P. and Pandit, V. (2006). The right service strategies for product companies. The McKinsey Quarterly, 1:41-51.
    - Brands are the most valuable assets many companies possess. The Economist 30 Aug 2014.
    - Philip Morris, Health Company? The Economist, 23 Apr 2016.
    - Pretty profitable parrots. For businesses, being good at copying is at least as important as being innovative. The Economist, 12 May 2012.
    - We want to be your friend. Brands are finding it hard to adapt to an age of scepticism. The Economist, 1 Feb 2014.



    Session 8 - "Resources"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd. Chapter 5

    Recommended Readings
    - Ambrosini, V & Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, Mar Vol. 11(1): 29-49.
    - GKN and aerospace: Word on a wing. A long-established global innovator shows how British firms can make it in modern manufacturing. The Economist 9 Jun 2012.
    - Is a wave of supply-chain reshoring around the corner? The Economist, 19 Dec 2020.
    - Ocado wages a grocery war against Amazon, Walmart and Alibaba. The Economist’ 16 Nov 2019.
    - The radical boss of Haier want to transform the world’s biggest appliance-maker into a nimble internet-age firm. 


    Session 9 - "The Broader Context"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd. Chapter 15

    Recommended Readings
    - Cost-benefit analyses offend again the notion that life is priceless. The Economist 16 Nov 2019.
    - From 60 to zero. The Economist 25 Apr 2020.
    - Golden Oldies. The Economist 7 May 2016.
    - How not to regulate e-cigarettes. The Economist 14 May 2016.
    - Migration, terrorism and austerity help contractors to prosper. The Economist 25 Jun 2016.
    - Tackling Socio-political Issues in Hard Times. (2009). The McKinsey Quarterly, pp 2-7.
    - Taming the Platforms. The Economist 28 May 2016.


    Session 10 - "Social Licence to Operate"

    Recommended Readings
    - Bonini, S. M., Mendonca, L. T. and Oppenhiem, J. M. (2006). When social issues become strategic, The McKinsey Quarterly, 2 pp 20-31.
    - Gehman, J., Lefsrud, L. M. & Fast, F. (2017). Social license to operate: Legitimacy by another name? New Frontiers, 60(2): 293-317.
    - However faddish and fuzzy the idea of sustainability is here to stay. The Economist Jul 30 2016.
    - The Volkswagen fraud. The Economist, Sep 26, 2015.


    Session 11 - "Strategic Options"

    Text Book
    Grant, R.M (2019) Contemporary Strategy Analysis. 10e: John Wiley and Sons Ltd. Chapters 12 & 14

    Recommended Readings
    - A growing number of companies are using “dynamic” pricing. The Economist 30 Jan 2016.
    - Big tobacco firms are maintaining their poise, but quietly wheezing. The Economist 14 Jan. 2014.
    - How to win friends and influence people. The Economist 9 Apr 2016.
    - Instead of disrupting their industries, firms should look for opportunities under their noses. The Economist 2 July 2016.
    - Keeping it under your hat. The Economist, 16 Apr 2016.
    - Thinking twice about price. The Economist, 27 Jul 2013.
    - Verizon buys Yahoo. The Economist 20 Jul 2016.


    Session 12 - "Strategic Planning"

    Recommended Readings
    - Beinhocker, E. D. and Kaplan, S. (2002) Tired of strategic planning. McKinsey Quarterly.
    - Birkinshaw, J. and Heywood, S. (2010). Putting organizational complexity in its place. McKinsey Quarterly.
    - How bosses should respond to the sound of the clock ticking. The Economist 19 Jul 2018.
    - Pina e Cunha, M. & Vieira da Cunha, J. (2006). Towards a complexity theory of strategy, Management Decision, 44(7): 839 – 850.
    - Wensley, R. (1997) Explaining Success: The Rule of Ten Percent and the Example of Market Share. Business Strategy Review, 8(1):63-70.



     

  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary
    Assessment Task Task Type Weighting Learning Outcome
    Report on Industry Analysis Individual 45% 2 & 4
    Organisational Strategy Review Individual 45% 1, 3, 4 & 5
    Strategic Choices Individual 10% 1 & 5
    For specific information about assignments and due dates please see MyUni.

    There will be no examination for this course.
    Assessment Related Requirements
    Attendance

    Our specific requirements are that students must attend at least 80% of class sessions to be graded for that course. Students failing to meet these requirements will be automatically graded 0% Fail (F) on their transcripts.

    Grade minimum

    To gain a pass for this course, a student must achieve at least 50% overall with a minimum of 45% for the overall individual components. Students not achieving this requirement will have a fail (F) recorded as their final grade The individual component is the weighted average of the class participation, mid-term test and the final exam grades.
    Assessment Detail

    Assessment Task 1

    Due: 13th March 2022

    Percentage of grade: 45%

    Type: Individual Assignment, to be written as a Report.

    Introduction:
    Decision-makers in organisations need to evaluate opportunities and risks in their markets and industries. A pre-requisite for successful decisions, is therefore an understanding of the complexities, boundaries, dynamics and emerging trends in the industry or industries in which the firm operates. 

    Purpose:
    The purpose of this assessment is to evaluate your understanding of the following course outcomes:

    CO 1:  Analyse complex organizational environments, cases and issues by reference to and application
    of relevant theories, concepts and models

    CO 2:  Diagnose environmental and industrial forces that drive and constrain strategic options for businesses.


    Your tasks:
    You will prepare a report using models and concepts of industry analysis discussed in the course, on the current dynamics and your forecast trends of the industry that your company is part of.

    Directions:
    Clearly define the industry or industries in which your firm operates, including its size, life-cycle position, and its place in the industry value chain. Use models and frameworks discussed in Sessions 1 to 4 to ensure you have comprehensively defined the industry.
     
    Describe the significant external environmental factors impacting your industry today, using models and frameworks discussed in the course so far, and discuss the current impact of those factors on the industry.

    Provide your view about the likely future impact of the external environmental impacts described in (2) above. 

    Identify, describe and discuss any future trends which you believe are likely to provide either opportunities or risks for firms in your industry.

    Requirements:
    The word limit for this assignment is 3,000 +/- 10%. You must use the Harvard Referencing style. You must submit your assignment in word format through the relevant portal in MyUni.


    Assessment Task 2

    Due: 24th April 2022

    Percentage of grade: 45%

    Type: Individual assignment, to be written as a Report

    Introduction:
    Most successful organisations constantly review, revise and re-align their strategies to ensure they are appropriately dealing with risks to the business, but also to ensure they are well placed to seize opportunities which may arise. Whether those may be corporate strategies, or business strategies or functional strategies, great leaders understand the criticality of being proactive in adjusting strategy settings, and not reactive.

    Purpose:
    The purpose of this assessment is to evaluate your understanding of the following course outcomes:

    CO 3:  Analyse the key elements of strategic advantage for individual organizations against the
    demands of their industries.

    CO 4:  Analyse strategic positioning strategies of firms and evaluate them against the necessary
    competencies and resources of the organization.

    Your tasks:
    Using models from the course, describe discuss and critically evaluate the strategy of the organization that employs you.

    Directions:
    To complete this assessment, undertake the following:

    Describe your organisation, including the products or services which it offers, and include a summary of the industry in which it operates, and its positioning in the industry (500 words).

    Describe, discuss and analyse the processes in your organisation which are used to set, review and continuously re-align strategy (500 words).

    Describe the key elements of the corporate, business and/or functional strategies of your organisation (1000 words).

    Critically evaluate the strategies described in (3) above, and make recommendations for any adjustments you believe are warranted at this time (1000 words).  

    Requirements:
    The word limit for this assignment is 3,000 +/- 10%. You must use the Harvard Referencing style. You must submit your assignment in word format through the relevant portal in MyUni.


    Assessment Task 3

    Due: 24th April 2022

    Percentage of grade: 10%

    Type: Individual assignment, to be written as a journal entry.

    Introduction:
    Contemporary organisational challenges and/or opportunities, require innovative strategic responses. Organisations who are agile, and leaders who think creatively about their strategic responses, are more likely to be able to take advantage of those challenges and/or opportunities.

    Purpose:
    The purpose of this assessment is to evaluate your understanding of the following course outcome:

    CO 5:  Develop alternative strategies contingent on the demands of the firm and its industry context.

    Your tasks:
    Choose a topic area of interest to you from any of Sessions 7 to 12. Discuss how the ideas/concepts/models related to your chosen area of interest, have changed your orientation/behaviour as a strategist.

    Directions:
    From Sessions 7 to 12, choose at least one issue which is relevant to your organisation at this time.
     
    Describe the strategic response which your organisation has (or is likely to have) towards that issue.

    Discuss how you may respond to that issue, if you were in a position to influence strategy in your organisation.


    Requirements:
    The word limit for this assignment is 500. No referencing is required. You must submit your assignment in word format through the relevant portal in MyUni.

    Submission

    No information currently available.

    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    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

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through Access Adelaide.

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