COMMGMT 3501 - Strategic Management

North Terrace Campus - Semester 2 - 2023

Managing strategy is concerned with the long-term direction and performance of an organisation. This course draws on prior business and management studies to examine contemporary thinking in the field of strategy. Using case studies, the course aims to equip you with a practical understanding of the relevant concepts and frameworks needed to make better strategic decisions in the context of the dynamic and fast changing business and management environment. Students can expect to critically explore how the continuous and accurate analysis of essential strategic tasks and how internal and external environments interact are components of a successful strategy.

  • General Course Information
    Course Details
    Course Code COMMGMT 3501
    Course Strategic Management
    Coordinating Unit Management
    Term Semester 2
    Level Undergraduate
    Location/s North Terrace Campus
    Units 3
    Contact Up to 3 hours per week
    Available for Study Abroad and Exchange Y
    Prerequisites COMMGMT 1001
    Assumed Knowledge 48 units of Program attempted and passed including MARKETNG 1001, ECON 1008 and ACCTNG 1002 or ACCTING 1004
    Restrictions 48 units of Program passed
    Assessment Exam/assignments/tests/tutorial work as prescribed at first lecture
    Course Staff

    Course Coordinator: Dr Rajeev Kamineni

    Dr. Rajeev Kamineni


    Phone: (08) 8313 7521

    Location: 10.47 (Level 10, Nexus 10 Building)

    Availability: Please email for an appointment
    Course Timetable

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

    Weekly lectures and workshops begin from the first week of Semester

  • Learning Outcomes
    Course Learning Outcomes

    On successful completion of this course students will be able to:
    1. Critically analyse the internal and external environments in which businesses operate and assess their significance for future initiatives.
    2. Apply understanding of the theories, concepts and tools that support strategic management in organizations.
    3. Individually and collaboratively evaluate and synthesise information and existing knowledge from numerous sources and experiences.
    4. Apply appropriate tools, theorieis and concepts to analyse strategic issues in organizations and to develop potential implementation options.
    5. Participate constructively in team situations to complete shared tasks and meet agreed deadlines.

    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.


    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.


    Attribute 3: Teamwork and communication skills

    Graduates convey ideas and information effectively to a range of audiences for a variety of purposes and contribute in a positive and collaborative manner to achieving common goals.


    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.

    1, 3, 4

    Attribute 5: Intercultural and ethical competency

    Graduates are responsible and effective global citizens whose personal values and practices are consistent with their roles as responsible members of society.

    3, 5

    Attribute 8: Self-awareness and emotional intelligence

    Graduates are self-aware and reflective; they are flexible and resilient and have the capacity to accept and give constructive feedback; they act with integrity and take responsibility for their actions.

    1, 3, 5
  • Learning Resources
    Required Resources
    The text for this course is:
    Hanson, Blackhouse, Leaney, Hitt, Ireland and Hoskisson (2022). Strategic Management: Competitiveness and Globalisation, 7th Asia Pacific Edition.
    This link provided by the publisher:


    Recommended Resources
    Harvard Business Review
    Journal of Strategic Management
    Long Range Planning
    Online Learning
    MyUni is used extensively in this course for announcements, assignment submission and assessment advice. Please ensure you have access to MyUni BEFORE lectures begin.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course delivers all critical material in a weekly lecture starting in week one of the semester.
    Weekly workshop sessions also begin in week one of the semester and provide an opportunity for students to explore concepts, theories, tools and models and to advance their understanding through questions, discussions and presentations.

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

    At least 3 hours of study time is required for each lecture, over and above the contact hours of the lecture and tutorial/workshops in each intensive. This expectation is considered to provide the level of study required in order to achieve an effective understanding of the course material.
    Learning Activities Summary
    Teaching & Learning Activities Related Learning Outcomes
    Pre-reading of text for lecture 1 to 5
    Participation in Workshop discussions 1, 3, 5
    Group Work 3, 5
    Case Studies 1 to 5
  • 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 Due Date/ Week Weighting Learning Outcomes
    Written Analysis of a Mini Case Study Week 4 and Week 8 30% 1,2,4
    Group Presentation  Week 11 30% 3, 5
    Tutorial Preparation and Participation Week 12 10% 2,3,5
    Final Exam TBA 30% 1,2,3,4
    Total 100%
    Assessment Related Requirements
    To gain a pass for this course, a mark of at least 50% must be obtained as an aggregate total for all assessments. 

    • Students who receive an aggregate course mark between 45% and 49% may be offered a supplementary examination assessment. Your performance in the supplementary exam will determine whether you are awarded a Pass grade for the course with a maximum aggregate course mark of 50%.
    • Please note that to be eligible for Additional Assessment (previously referred to as Supplementary Examinations) in this course ALL required assessment tasks must be submitted.
    • Prepared participation in all workshops is expected and you should prepare for discussion of questions outlined in the workshop schedule.
    Assessment Detail
    Assessment 1a: Written Analysis of Mini Case Study 1 (15%)--Due in Week 4

    You are expected to submit a written analysis of mini case study. The mini case study to be analysed is -- Drilling for Oil: risks and rewards on page 35 of the textbook. This is an individual assignment and students need to answer the following questions:
    1) Identify and discuss examples of how BP might base its strategies on information from the general environment--4.5 marks--300 words
    2) Identify and discuss how BP might develop forecasts to predict the impact of the various environmental segments--4.5 marks--300 words
    3) Identify and discuss some of the ways that BP could use other information from the external environment to develop future strategies--6 marks--400 words

    Each student will be required to produce a professional looking (Times New Roman 12pt or equivalent and 1.5 line spacing) analysis  report. A key aspect of your grade will be related to how well you respond to the challenge of:

    1) skilfully applying the appropriate theories and frameworks covered in class, and
    2) formulating and presenting arguments which are convincing and supported by case evidence.

    Assessment 1b: Written Analysis of Mini Case Study 1 (15%)--Due in Week 8

    You are expected to submit a written analysis of mini case study. The mini case study to be analysed is -- The quintessential diversified organisation on page 162 of the textbook. This is an individual assignment and students need to answer the following questions:
    1) Evaluate Wesfarmers’ and GE’s mix of businesses – do you believe that these corporations represent related constrained portfolios or unrelated constrained portfolios?--4.5 marks--300 words
    2) Do you believe the combination of businesses in both corporations make sense? If so, how; if not, why not?--6 marks--400 words
    3) How the relevant boards of both corporations could most effectively evaluate management performance.--4.5 marks--300 words

    Each student will be required to produce a professional looking (Times New Roman 12pt or equivalent and 1.5 line spacing) analysis report. A key aspect of your grade will be related to how well you respond to the challenge of:

    1) skilfully applying the appropriate theories and frameworks covered in class, and
    2) formulating and presenting arguments which are convincing and supported by case evidence.

    Assessment 2: Group Presentation (30%)--Due in Week 11

    This assessment contributes 30% to your overall course mark. This assessment aims to develop your ability to make sense of strategic issues through applying concepts learned in this course. This assessment also aims to test your ability to work in a team and pitch/present as a team.

    Students will be allocated into groups of 5 maximum within their workshop. Your group will be required to analyse and interpret a case study. While there are often multiple ways to analyse and interpret a case study, this assessment requires you to problem solve and make decisions about specific and potentialy complex and ambiguous aspects. The Case study that you will be assessing as a group is -- The Movie Exhibition Industry: 2018 and Beyond on page 482 of the textbook. 

    Before attempting this assessment you should be familiar with topics of the course content covered till week 10. You are also expected to use material provided from the case material to support your analysis and responses. Each group will be required to produce a professional presentation using power point or similar presentation software. There is no written report but a 20 minute oral presentation. A key aspect of your grade will be related to how well your group responds to the challenge of:

    1) including all the relevant information in a professional presentation, including the way you conduct yourself and present as a corporate pitch
    2) skilfully applying the appropriate theories and frameworks covered in class, and
    3) formulating and presenting arguments which are convincing and supported by case evidence
    4) All members of the group must present.

    These are the 5 questions that your group should analyse and present:

    1. Studio A is producing a fast-paced action movie – starring three of the hottest young actors of the moment – targeted at 12- to 24-year-olds at a cost of $210 million. Studio B is producing a drama set in the 1960s – starring two beloved, 60-something icons of the
    screen – targeted at the 60+ market at a cost of $107 million. Use several factors in both the industry and general environment to analyze the potential for each project. Which do you think is the better investment

    2. Traditionally, what were theaters’ core competencies, and how were they used to provide competitive advantage over other forms of entertainment, both inside and outside the home?

    3. Describe some of the tactics theater chains plan to use to regain competitive advantage in the future. How will these tactics be used by chains following a differentiation strategy? How will they be used by chains practicing a cost leadership strategy? Is it possible for a
    theater chain to practice the integrated cost/differentiation strategy

    4. Describe the competitive dynamics of the movie delivery business of today. To what degree do these competitors share common markets and similar resources?

    5. If you viewed movie theaters as a single entity within the overall entertainment industry, would you say they were competing in a slow-cycle, fast-cycle, or standard-cycle market? How are theaters positioned within its cycle?

    Each student will also be required to submit a confidential evaluation (online peer assessment) of the group work effectiveness of each member of their group. Each student’s group work effectiveness score will be compared to that of their group. Individuals who have an average group work effectiveness score greater than that of their group may have their individual group mark increased. Conversely, students who have an average effectiveness score lower than that of their group may have their individualll mark decreased. Criteria to assess an individual’s group work effectiveness is generally based on the following questions (from strongly agree to strongly disagree):

    • The group member communicated effectively with other members in the group.
    • The group member completed their fair share of the group's work in a timely manner.
    • The group member was punctual and regularly attended meetings and other group activities.
    • The group member was well prepared for group activities.
    • The group member genuinely considered and (where relevant) took on board other members' perspectives.

    Assessment 3: Tutorial Preparation and Participation (10%)

    Students are expected to attend ALL tutorials. Marks will be allocated for tutorial preparation and participation, not for attendance, although the lecturer will keep an attendance record. The lecturer will check your preparation.

    Assessment 4: Final Exam (30%)

    More information will become available via the MyUni course website.

    The purpose of the final exam is to assess your knowledge and understanding of the concepts covered in this course. Specifically, how analysis and synthesis underpin the sound long-term direction, scope and performance of an organisation and how strategic success is contingent on the fit between the organisation and the relevant environmental dynamics.

    The exam will be 3 hours in length and conducted during the scheduled examination period. While the focus on the assessment will be on topics 6 onwards, all topics covered in this course will be assessable. The timing of the exam will be known when the appropriate examination timetable is released by the University.

    Please note that to be eligible for Additional Assessment (previously referred to as Supplementary Examinations) in this course ALL required assessment tasks must be submitted.

    1. Please note that all requests for extensions should be directed in writing no later than 48 hours before the due date. Extension requests after this time will only be granted for exceptional circumstances. This does not include poor time management or poor file management.

      All assignments are to be lodged at, or prior to, the due date and time. A late assignment where no extension has been granted will be penalised by a reduction of 5% of the mark given for each day, or part of a day, that it is late.

    5.3.1 Presentation of Assignments

    1. Students must retain a copy of all assignments submitted.

    2. All individual assignments must be attached to an Assignment Cover Sheet that must be signed and dated by the student before submission. Lecturers will withhold students’ results until such time as the student has signed the Assignment Cover Sheet.

    3. All group assignments must be attached to a Group Assignment Cover Sheet that must be signed and dated by all group members before submission. All team members are expected to contribute approximately equally to a group assignment.

    4. Students may not submit work for an assignment that has previously been submitted for this course or any other course.

    5. Markers can refuse to accept assignments that do not have a signed acknowledgement of the University’s Policy on Plagiarism:


    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 ( 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.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.