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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

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

ISBN 9781119495727

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.

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)

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 Schedule

Topics, Associated Readings, and Case Studies are:

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

Readings: 

1. Thompson, Strickland, & Gamble, Chapters 1 & 2 (in eBook)

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 (in Folder)

3. The perils of bad strategy (in eBook)

4. Managing the strategy journey (in eBook)


Case: Whole Foods Market in 2014 (in eBook) 

Session 2: Business Strategy Analysis and External Industry Analysis.

Readings:

1. Thompson, Strickland, & Gamble, Chapter 3 (in eBook) 

2. “Commitment: The persistence of strategies”, Ghemawat P.,1991,

Commitment: the dynamic of strategy, The Free Press, New York, pp.13 31(in Folder)

3. Meta SWOT – introducing a new strategic tool (in eBook) 

4. Are you ready for the digital value chain? (in eBook)


Case: Panera bread company in 2014 (in eBook)


Session 3: External Industry Analysis and Measuring Organisational Performance


Readings:

 1. Thompson, Strickland, & Gamble, Chapter 4 (in eBook)

2. “The Five Competitive Forces that shape Strategy”, Porter M., HBR, January, 2008 (in Folder)

3. “Industry segmentation & competitive advantage” Porter M., 1985,

Competitive Advantage: creating and sustaining superior performance, The Free Press, New York, pp.231-272 (in Folder)

4. Pioneering and first mover advantages: the importance of business models (in eBook)


Case: Cooper Tire & Rubber Company in 2014 (in eBook) 

 
 
Session 4: Measuring Organisational Performance and Capability Analysis.



Readings:
1. Thompson, Strickland, & Gamble, Chapter 5 (in eBook)

2 “Capitalising on Capabilities”, Dave Ulrich and Norm Smallwood, HBR, June 2004, Jun2004, Vol. 82 Issue 6, p119-127 (in Folder)

3. “Strategy and the Internet”, Porter M., HBR, March 2001 (in Folder)

4. Dynamic capabilities: routines versus entrepreneurial actions (in eBook) 

Case: Nucor corporation in 2014 (in eBook) 

 
Session 5: Strategic Options and Decision making 1



Readings:
1. Thompson, Strickland, & Gamble, Chapters 6 (in eBook)

2.“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 (in Folder)

3. Competing in network markets: can the winner take all? (in eBook)

4. Organisational ambidexterity (in eBook) 

Case: Tesla Motors (in eBook) 


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

 
Session 7: Strategic Options and Decision making 2 


Readings:

1. Thompson, Strickland, & Gamble, Chapter 7 (in eBook) 

2. “The right game: use game theory to shape strategy” Brandenburger A &
Nalebuff B, 1995, HBR, July –August, pp 57-71 (in Folder) 

3. “Speed & strategic choice: how managers accelerate decision making”, Einsenhardt K., 1990, California Management Review,
Spring, pp.39-54 (in Folder) 

4. Adding value through offshoring (in eBook) 

Case:Tata motors in 2014 (in eBook) 

 
Session 8: Strategy and Ethics 

Readings:
1. Thompson, Strickland, & Gamble, Chapter 9 (in eBook)

2.“The business of ethics and the ethics of business”, Pattan J.E, Journal of Business Ethics 3, 1984, Pp.1-19 (in Folder)

3. Pragmatic business ethics (in eBook) 

Case : Wal Mart in Africa (in eBook) 


Session 9: Strategy Execution 1 

Readings:
1. Thompson, Strickland, & Gamble, Chapter 10 (in eBook)

2.“Cost advantage”, 1985, Porter M., Competitive advantage: creating and sustaining superior performance, New York, The Free Press, pp. 97-118 (in Folder)

3.“Competitive cost dynamics: the experience curve”, 1982, Hax A., & Maljuf N., Interfaces, 12/5, Pp.50-61 (in Folder)

4. Building superior capabilities for strategic sourcing (in eBook) 

 
Case : Southwest Airlines in 2014 (in eBook) 

 
Session 10: Strategy Execution 2 
 
Readings:

1. Thompson, Strickland, & Gamble, Chapters 11 & 12 (in eBook) 

2. “Innovation & competitive advantage: what we know & what we need to learn”,

1992, Lengnich-Hall C., Journal of Management, 18/2, pp.399-429 (in Folder) 

3. “Differentiation strategy”, 1985, Porter M., Competitive Advantage: Creating and sustaining superior performance, The Free Press, New York, pp.150-163 (in Folder) 

4. The critical few components of a truly effective culture (in eBook) 


Session 11: Group Presentations


 Session 12: Final in-class test

 

Assessment Task	Task Type	Weighting	Learning Outcome
Class participation	Individual	10%
Midterm In-Class Test	Individual	25%
Presentation	Group	15%
Report	Group	15%
End of Term Exam	Individual	35%

For specific information about assignments and due dates please see MyUni.

Due to the current COVID-19 situation modified arrangements have been made to assessments to facilitate remote learning and teaching. Assessment details provided here reflect recent updates.

The exam will now be delivered on line but all other conditions will remain the same

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.

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 (25%)

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.


Argue the strengths and weaknesses of their written answers in a viva voce situation. Every candidate will be required to allocate 30-60 minutes to meet with the lecturer. Time tabling for these sessions will take place in class.



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 (35%)
The examination will be Case based and will be “open book”. Specific details and expectations will be discussed in the course.NOTE: The Assessment Detail will be reviewed and edited for 2017.