MANAGEMT 7044 - Strategic Management

North Terrace Campus - Trimester 3 - 2019

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 Business School
    Term Trimester 3
    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

    No information currently available.

    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)
    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
    5
  • Learning Resources
    Required Resources

    Grant, R.M (2016) Contemporary Strategy Analysis. 9e: John Wiley and Sons Ltd.

    ISBN 9781119120834
    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
    Topics, Associated Readings, and Case Studies are:

    Session 1:
    Introduction: A Framework for Strategic Analysis and what is ‘Business Strategy’?

    Readings:
    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


    Sessions 2:
    Business Strategy Analysis and External Industry Analysis.

    Readings:
    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


    Session 3:
    External Industry Analysis and Measuring Organisational Performance

    Readings:
    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?


    Session 4:
    Measuring Organisational Performance and Capability Analysis.

    Readings:
    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


    Sessions 5:
    Strategic Options and Decision making 1

    Readings:
    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.


    Session 6:

    Mid Term in Class Mini- Case Study Analysis Test


    Session 7:
    Strategic Options and Decision making 2

    Readings:
    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?


    Session 8:
    Strategy and Ethics

    Readings:
    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


    Session 9:
    Strategy Execution 1

    Readings:
    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


    Session 10:
    Strategy Execution 2

    Readings:
    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
    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.

    Thorough case preparation and willingness to participate in class discussion is essential to the educational process as well as the achievement of a satisfactory grade in strategic decisions and implementation. Participants will be required to prepare two or three readings plus a case study for discussion for every session. Participants will be regularly quizzed on both cases and readings, so please come prepared.
    Learning Activities Summary
    Teaching & Learning Activities Related Learning Outcomes
    Lectures 1-5
    Group discussions 1-5

    Learning Activities Schedule


    Topics, Associated Readings, and Case Studies are:

    Session 1:
    Introduction: A Framework for Strategic Analysis and what is ‘Business Strategy’?

    Readings:
    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


    Sessions 2:
    Business Strategy Analysis and External Industry Analysis.

    Readings:
    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


    Session 3:
    External Industry Analysis and Measuring Organisational Performance

    Readings:
    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?


    Session 4:
    Measuring Organisational Performance and Capability Analysis.

    Readings:
    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


    Sessions 5:
    Strategic Options and Decision making 1

    Readings:
    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.


    Session 6:
    Mid Term in Class Mini- Case Study Analysis Test


    Session 7:
    Strategic Options and Decision making 2

    Readings:
    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?


    Session 8:
    Strategy and Ethics

    Readings:
    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


    Session 9:
    Strategy Execution 1

    Readings:
    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


    Session 10:
    Strategy Execution 2

    Readings:
    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
    Small Group Discovery Experience
    This course includes small group discovery experiences. Students are expected to participate in small group discovery on a weekly basis.
  • 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
    Class Participation Individual 10%
    Midterm In-Class Test Individual 20%
    Presentation Group 15%
    Assignment Group 15%
    End of Term Exam Individual 40%
    Total 100%
    For specific information about assignments and due dates please see MyUni.
    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
    Individual Class Participation (10%)
    Thorough case preparation and willingness to participate in class discussion is essential to the educational process as well as the achievement of a satisfactory grade in strategic decisions and implementation. Participants will be required to prepare two or three readings plus a case study for discussion for every session. Participants will be regularly quizzed on both cases and readings, so please come prepared.

    Mid Term in Class Test (20%)
    The mid term in-class test will take the form of a short case analysis. Participants will be required to: Read and familiarise themselves with a short case study; Answer specific questions relating to the case and its industry; Demonstrate their ability to integrate relevant knowledge and skills covered in the first half of the course and, where applicable, in other relevant management areas.

    Group Presentation (15%)
    Details of the presentation will be discussed at the first class. You will have a total of 30-40 minutes to make your presentation and answer questions. Presentations will be held on the last day of the course.

    Group Assignment (15%)
    Please see details of the questions to be addressed on the following page. Please note that all groups and organisational choices must be approved by the lecturer. The nature and focus of group reports will be discussed in Session 1

    Examination (40%) The examination will be Case based and will be “open book”. Specific details and expectations will be discussed in the course.
    Submission
    NOTE: The Submission information will be reviewed and updated for 2017.
    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.

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

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