·                   To enable students to understand theoretical approaches to the formulation, selection, implementation, and control of a business strategy.

·                   To enable students to develop understanding of how to apply theoretical concepts of business strategy to real business contexts.

·                   To enable students to critically understand the methods, difficulties and limitations of formulating, implementing and controlling a business strategy.

• To enable students to appreciate the importance and contribution of business strategy to organisational success.

On successful completion of this module the students will be able to:

·                   Identify and classify different business practices of strategy formulation, implementation and control into relevant theoretical frameworks. (K,C)

·                   Apply the relevant theoretical frameworks of strategy formulation, implementation and control in real business contexts. (P)

·                   Analyse the strategy of any given corporation drawing on sources of publicly available information. (K,P,C,T)

·                   Develop an understanding of a range of business problems that a corporation in any given industry may face. (K,C)

• Exercise judgement over a range of strategic solutions available in order to overcome such problems. (C,P)

·                   Concepts of Strategy

·                   Processes of Strategy

·                   Strategy and the External Environment

·                   Organisational Perspective on Strategy

·                   The Resource Based View of Strategy

·                   Strategic Decision Making and Strategic Choice

·                   Blue Ocean Strategies

·                   Performance and Competitive Orientations and Strategy

·                   Game Theory and Strategy

·                   International Strategies

• Strategy and Leadership

The teaching and learning strategy is designed to give students the opportunity to gain knowledge and understanding of the relevant theory and business practices and problems which are pertinent to the topics of strategy formulation, implementation and control.       The teaching and learning methods are based around the delivery of lectures and seminars.  Whilst the lectures are mainly designed to illustrate and explain theoretical concepts and models of business strategy, the seminars illuminate the theoretical concepts and models by reference to and explanation of a range of specific case studies.  Seminars are, therefore, designed to develop a practical view of business strategy.  The lecture precedes the seminar.  Prior to attending the seminar, students are required to undertake the essential reading of the theory and relevant case study assigned in the relevant lecture which precedes the seminar.   Work undertaken in lectures and seminars is complemented and supported with the use of ULearn.  Seminar work will be developed further in discussions in ULearn which expand on the application of theory to practice and bring the case studies up to date.       Assessment Strategy:     Assessment preparation will primarily be dealt with through ULearn as will the submission of assignments and feedback from assignments.  Students are encouraged to fully engage with the ULearn components of the module which include introductory readings in strategy, additional learning materials and self-diagnostic tests.     (The module is delivered by Management under the designation MAN3039; Dr Rockiff is the MMA coordinator for this version of the module)

Selected Texts/Journals

Essential Reading Johnson, G., Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy Text and Cases.  7th edn.  Prentice Hall.  ISBN: 0-273-68734-4.    Recommended Reading  De Wit, B. and Meyer, R. (2004) Strategy. Process, Content, Context.  Thomson Learning.  ISBN: 1-86152-964-3.  Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998) Strategy Safari. The complete guide through the wilds of strategic management.  FT Prentice Hall.  ISBN: 0-273-65636-8.  Mintzberg, H., Lampel, J., Quinn, J.B. and Ghoshal, S. (2003) The Strategy Process: concepts, contexts, cases.  4th edn.  Pearson Education.  ISBN: 027365120X.  Prahalad, C.H. and Hamel, G. (1994) Competing for the Future.  Harvard Business Review Press.  ISBN: 0-87584-416-2.  Whittington, R. (2001) What is Strategy (and does it matter)?  Thomson.  ISBN: 1-86152-377-7.    Background Reading  Ackermann, F. and Eden C. (1998) Making Strategy: The Journey of Strategic Management.  1st edn.  Sage Publications Ltd.  ISBN: 076195225X.  Hill, C.W.L. and Jones, G.R. (2001) Strategic Management Theory.  5th edn.  Houghton Mifflin.  ISBN: 039571995X.  Hitt, M.A., , R.D. and Hoskisson, R.E. (2001) Strategic Management: Competitiveness and Globalization.  4th edn.  South-Western College Publishing.  ISBN: 0-324-01731-6. Lynch, R. (2000) Corporate Strategy.  2nd edn.  Prentice Hall.  ISBN: 0-273-64303-7.  Vernon-Wortzel, H. and Wortzel, L.H. (1997) Strategic Management in a Global Economy.  John Wiley & Sons Inc.  ISBN: 0-471-15873-9.  Wheelan, T.J. and Hunger, J.D. (2002) Strategic Management and Business Policy.  8th edn.  Prentice Hall.  ISBN: 0-13-065121-4.    Journals   Academy of Management Executive   Academy of Management Journal  British Journal of Management  Business Week  California Management Review  European Journal of Management  Harvard Business Review  Journal of Management Studies   Long Range Planning  Management Decision Strategic Management Journal

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