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2011/2 Provisional Module Catalogue - UNDER CONSTRUCTION & SUBJECT TO CHANGE
 Module Code: MANM171 Module Title: STRATEGY
Module Provider: School of Management Short Name: STRAT
Level: M Module Co-ordinator: COSTANZO LA Dr (SoM)
Number of credits: 15 Number of ECTS credits: 7.5
 
Module Availability
Spring
Assessment Pattern

Unit(s) of Assessment

Weighting Towards Module Mark (%)

Coursework

50

2 hour examination

50

Module Overview

This module is designed to appeal to a range of students who may be considering careers in business consultancy or in key managerial roles within a broad spectrum of industries. 

It is intended to provide students with a holistic understanding of the most relevant theoretical approaches to strategy formulation, implementation and control either in the context of a single-business organisation or a multi-business organisation. The theoretical approaches will draw on the most important concepts developed within the strategic management theory, providing integration with other theoretical concepts developed in other disciplines, such as marketing and organisational behaviour. 

It will also address the practical implications of the theoretical concepts by providing specific links to the context of different industries.   
Prerequisites/Co-requisites
None
Module Aims

The aims of the module are: 

  • To enable students to appreciate the importance of competitive strategy to firm’s long-term success; 
  • To provide students with an overview of the most important theoretical models of strategy process; 
  • To provide students with a combination of theoretical and practical approaches to strategy formulation, implementation and control; 
  • To enable students to develop understanding of the strategic issues and dilemmas that managers and consultants face in the phase of developing competitive strategies with regard to specific business contexts;  
  • To enable students to critically evaluate the methods of strategy development and appreciate the difficulties and limitations of formulating, implementing and controlling a particular firm’s strategy.  
Learning Outcomes

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

  • Understand alternative theoretical approaches to the process of strategy development (K);   
  • Understand the theoretical frameworks of strategy formulation, implementation and control (K);   
  • Understand the concept of competitive advantage and critically evaluate alternative strategic frameworks available to achieve it (K + C);   
  • Apply the most relevant theoretical frameworks of strategy formulation, implementation and control to a real business context (K + P);   
  • Critically understand and evaluate the most important strategic issues and dilemmas which concern the development of firms’ competitive strategies (K + C + P);   
  • Exercise judgement over a range of strategic solutions available in order to overcome and/or balance strategic issues and dilemmas in strategy formulation (K + C). 

Transferable skills 

  • Communication skills  
  • Interactive and teamwork skills   
  • Report writing skills  
  • Research skills
Module Content
  • Concept of strategy and competitive advantage
  • Models of strategy process
  • Strategic frameworks for the analysis of the external environment
  • Strategic frameworks for the analysis of the internal environment
  • Generic and grand strategies for achieving competitive advantage
  • Corporate level strategy: portfolio approaches
  • Frameworks of strategy implementation
  • Strategic tools for the control of the strategy
Methods of Teaching/Learning

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. For this purpose, prior to each class, the reading of selected textbooks, journal articles and case studies is essential.  
 

The teaching and learning methods include the delivery of lectures and case-based seminars. Whilst the lectures are mainly designed to illustrate and explain the theoretical concepts and models of strategy formulation, implementation and control, the case-based seminars illuminate the theoretical concepts and models by reference to, and explanation of a range of specific real business cases. The case-based seminars will contribute to developing a practical and critical view of strategy. Prior to attending the lecture and the case-based seminar, students are required to undertake the essential reading of the theory and relevant case study. Advanced information will be posted on the ULearn website on a weekly basis.  
Selected Texts/Journals
Expected purchase
 
Dess, G. G., Lumpkin, G. T. and Esner (2009). Strategic Management: Text and Cases. (5th Edition) McGraw Hill. ISBN 978 007 1100 687.
 
Recommended reading
 
de Wit, B. and Meyer, and R. (2004). Strategy. Process, Content, Context. Thomson Learning. ISBN 1-86152-964-3.
 
Grant, R. M. (2006). Contemporary Strategy Analysis. Text and cases. Wiley.
 
Johnson, G., Scholes, K. and Whittington, R. (2006). Exploring Corporate Strategy. Text and Cases. FT Prentice-Hall. 7th edition.
 
Harrison, J. S. (2003). Strategic Management Of Resources And Relationships. Concepts and Cases. Wiley. ISBN0471-22292-5.
 
Hill, C. W. L. and Jones, G. R. (2004). Strategic Management. An Integrated Approach. Houghton Mifflin Company. ISBN0-618-30953-5.
 
Hitt, M.A., Ireland Duane, R. and Hoskisson, R. E. (2003). Strategic management Competitiveness and Globalization. Thomson South-Western. ISBN0-324-11479-6.
 
Lynch, R (2003). Corporate Strategy. FT Prentice Hall. ISBN 0-273-65854-9.
 
Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998). Strategy Safari. The complete guide through the wilds of strategic management. FT Prentice Hall. ISBN0-273-65636-8.
 
Mintzberg, H., Lampel, J., Quinn, J.B. and Ghoshal, S. (2003). The Strategy Process. Concepts, Contexts, Cases. Prentice Hall. ISBN0-273-65120-X.
 
Pearce, J. A. and Robinson, R. B. (2006). Strategic Management. Formulation, Implementation, and Control. McGraw-Hill Irwin. (10th edition).
 
Prahalad, C. H. and Hamel, G. (1994). Competing for the Future. Harvard Business Review Press. ISBN 0-87584-416-2.
 
Sanchez, R. and Heene Aime’ (2004). The New Strategic Management. Organization, Competition, and Competence. Wiley. ISBN 0-471-34400-1.
 
Thompson, A. A. and Strickland A. J. (2003). Strategic Management. Concepts and Cases. McGraw-Hill Irwin. ISBN0-07-112132-3.
 
Thompson, J. L. (2001). Strategic Management. Thomson Learning. ISBN 1-86152-587-7
 
Whittington, R. (2001). What is Strategy – and does it matter? Thomson. ISBN 1-86152-377-7.

Selected articles from:
  • Business Strategy Review
  • California Management Review
  • Harvard Business Review
  • Long Range Planning
  • Sloan Management Review
  • Strategic Management Journal
  • Business Week
  • Financial Times
  • The Economist
Last Updated

08.07.2009