- Class 40
- Practice 20
- Independent work 0
Lecturers and Associates
The course aims
Introduce students to relevant aspects of contemporary strategic management theory as well as design, analysis and implementation of company’s business strategies through selected literature, discussions and case studies. Review basic guidelines and objectives of the organization, its environment (social, political, technological, economic and global factors), industry and market structure and organizational strengths and weaknesses.
Startegic Management is an integrative and interdisciplinary course. It assumes a broad view of the environment that includes buyers, suppliers, competitors, technology, the economy, capital markets, government, and global forces and views the external environment as dynamic and characterized by uncertainty. In this module, we will approach strategic management of organizations as a complex undertaking which starts with the central question: why do some companies succeed while others fail? The course will require you to examine that critical question by integrating knowledge from prior business courses, while simultaneously learning and applying new strategic management concepts, principles, frameworks, and methodologies. This course applies multi-disciplinary techniques to diagnose and recommend actions appropriate to specific company situations. This course will use many of the major business concepts introduced in other modules of the e-leadership MBA program, especially managerial economics, marketing, accounting, operations management, and leadership.
Kourdi, J. (2015). Business Strategy: A Guide to Effective Decision-Making. NY: PublicAffairs, (p. 3-45; 122-134)
Porter, M.E. (1996). What is Strategy, Harvard Business Review, Nov/Dec 96, Vol. 74 (6), (p. 61-78).
Johnson, M.W., Christensen, C.M., and Kagermann, H. (2008). Reinventing Your Business Model, Harvard Business Review, Dec., (p. 50-59).
Kaplan, R.S., and Norton, D.P. (2007). Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, Jul/Aug, (p. 150-161).
Rogers, O., and Blenko, M. (2006). Who Has the D? How Clear Decision Roles Enhance Organizational Performance Harvard Business Review, Jan., (p. 52-61).
Ghemawat, P. (2001). Distance Still Matters – The Hard Reality of Global Expansion. Harvard BR, (p. 137-147).
Porter, M.E. (2008). The Five Competitive Forces That Shape Strategy, Harvard Business Review, Jan, (p. 78-93).
Mintzberg, H. (2001). Strategy Safari: A Guided Tour Through the Wilds of Strategic Management, Simon and Schuster
Rumelt, R. (2011). Good Strategy, Bad Strategy: The Difference and Why it Matters, Crown Publishers
Minimum learning outcomes
- Determine strategy concept and explain key terms and concepts of strategic management.
- Discuss the process of development and implementation of business strategies in order to achieve sustainable competitive advantage.
- Evaluate mission, vision and strategic objectives of an enterprise.
- Evaluate processes and levels of strategy within an enterprise.
- Evaluate the capability of identifying and understanding key competences and strengths of enterprises.
Preferred learning outcomes
- Critically evaluate the impact of strategy on competitiveness and sustainability of enterprises based on analysis.
- Critically evaluate external and internal environment of the organization as the basis for strategic decision-making.
- Critically evaluate vision and mission of an enterprise and review its strategic objectives.
- Identify key issues and challenges related to the implementation of strategies and offer solutions to overcome them.
- Recommend business strategy based on market feedback and operational performance.