MANAGEMT 7044NA - Strategic Management
Ngee Ann Academy - Quadmester 4 - 2020
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General Course Information
Course Details
Course Code MANAGEMT 7044NA Course Strategic Management Coordinating Unit Adelaide Business School Term Quadmester 4 Level Postgraduate Coursework Location/s Ngee Ann Academy Units 3 Available for Study Abroad and Exchange Y Course Staff
Course Coordinator: Dr Chris Smith
Course Timetable
The full timetable of all activities for this course can be accessed from .
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Learning Outcomes
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
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Learning Resources
Required Resources
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.
Recommended Resources
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 Learning
No 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.
Workload
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:
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 -
Assessment
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Summary
Assessment Task Due Date/ Week Weighting Length Learning Outcomes TBA Week TBA TBA TBA TBA Week TBA TBA TBA TBA Week TBA TBA TBA TBA Week TBA TBA TBA Total 100% Assessment Detail
NOTE: The Assessment Detail will be reviewed and updated for 2017.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 .
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