Unit title:

Strategic Management (Project Paper)

Unit code:
MGT510
Credit points:
8cp
Unit description:
This course is the capstone unit of the MBA program. Students are
expected to apply the different knowledge of concepts and techniques
gained from other functional business units including accounting
finance marketing operations management and economics in order to
de!elop an understanding of strategy as an integrati!e discipline.
Specifically it defines the processes of strategic management and policy
formulation. "t examines how marketing finance operations and
human resources can be integrated to attain corporate goals and
explores the different ways strategies and policies are implemented
controlled and e!aluated for maximum impact. "t offers to analy#e
complex corporate problems on the basis of strategic management
fundamentals real life scenarios and case studies. Students studying in
these areas learn how to start their own businesses become global
managers and to formulate corporate and business le!el strategies.
There is no examination or assignments in this unit. $ach student works
indi!idually on his%her pro&ect paper. Appro!ed in ad!ance by the
super!isor the student writes a substantial paper on strategy themes or
issues in business with a plan on how to use analytical models and
techniques to aid in business decision'making or sol!e a !ariety of
business'management problems. The pro&ect paper pro!ides a full and
comprehensi!e assessment of their participation in the MBA program.
Unit objectives:
This unit is designed to enable students to(
no!ledge
). *nderstand the fundamental concepts in strategic management
+. Be aware of the !arious impacts of external en!ironmental forces in
business and corporate strategy.
,. "dentify the primary ingredients of strategy formulation
-. .ifferentiate between symptoms and basic causes of business
problems.
/. "dentify the contribution of strategy towards successful performance
S"ills
). 0ritically think independently and act strategically
+. 1ecogni#e the multiple role of strategy within organi#ations
,. Able to work out business strategies and implementation plans in a
rational and defensible manner
)
-. .e!elop analytical tools to make strategic decisions
/. .e!elop a habit of orderly analytical thinking and a skill in reporting
conclusions effecti!ely
#al$es%&ttit$des
). $xhibit uncon!entional thinking abilities
+. Apply knowledge from functional areas to complex business cases
,. .e!elop and reinforce the general management point of !iew
-. 2amiliar with the practical realities of running difficult businesses
Unit o$tcomes:
). 3ffers useful theoretical frameworks of strategy and strategic
management applications to understand the link between the firm
and its en!ironment in order to de!elop successful corporate or
business strategies.
+. 0oncerned with the strategic management of the whole organi#ation
to optimi#e its performance o!er the long term.
,. 2ocuses on the choices tradeoffs and acti!ities of managers and
entrepreneurs stri!ing for a strong competiti!e position.
'eadings:
'ecommended te(ts:
). .a!id 2. 1. 4+55,6 Strategic Management( 0oncepts 7 0ases 8
th
edn. 9rentice':all
+. 2ahey ;. 7 1andall 1.M. 4+55)6 The 9ortable MBA in Strategy
49ortable MBA6 <ohn =iley 7 Sons
,. :itt M.A. "reland 1... 7 :oskisson 1.$. 4+55-6 Strategic
Management ( 0ompetiti!eness and >lobali#ation( 0ases ?
th
edn.
South'=estern 0ollege
-. <ohnson >. 7 Scholes @. 4+55+6 $xploring 0orporate Strategy ?
th
edn. 9rentice :all
/. @aufman 1. 3akley'Browne :. =atkins 1. 7 ;eigh .. 4+55,6
Strategic 9lanning for Success( Aligning 9eople 9erformance And
9ayoffs <ohn =iley 7 Sons
?. 9earce "" <.A. 7 1obinson <r. 1.B. 4+5556 Strategic Management(
2ormulation "mplementation and 0ontrol A
th
edn. Mc>raw':ill
A. Thompson <r. A.A. 7 Strickland """ A.<. 4+55,6 Strategic
Management( 0oncept and 0ases ),
th
edn. Mc>raw':ill
+
S$pplementar) readings
). 9orter M. $. 4+5556 =hat "s StrategyB:ar!ard Business School
9ress
+. .e=it B. 7 Meyer 1. 4+55-6 Strategy( 9rocess 0ontent 0ontext '
An "nternational 9erspecti!e ,
rd
edn. South'=estern 0ollege 9ub.
,. .ess >.>. ;umpkin >.T. 7 Taylor M.;. 4+55/6 Strategic
Management( 0reating 0ompetiti!e Ad!antages +
nd
edn. Mc>raw'
:ill "rwin.
-. :amel >. 4+55+6 ;eading the 1e!olution( :ow to Thri!e in
Turbulent Times by Making "nno!ation a =ay of ;ife )
st
edn.
9lume Books
/. :itt M.A. "reland 1... 7 :oskisson 1.$. 4+55-6 Strategic
Management ' 0ompetiti!eness and >lobali#ation( 0oncepts 7
0ases ?
th
edn. South' =estern 0ollege 9ub.
?. @aplan 1.S. 7 Corton ..9. 4+5556 The Strategy'2ocused
3rgani#ation( :ow Balanced Scorecard 0ompanies Thri!e in the
Cew Business $n!ironment :ar!ard Business School 9ress
A. @aplan 1.S. 7 Corton ..9. 4+55-6 Strategy Maps( 0on!erting
"ntangible Assets into Tangible 3utcomes :ar!ard Business School
9ress
8. Mint#berg :. Ahlstrand B. 7 ;ampel <. 4)8886 Strategy safari( A
>uided Tour Through The =ilds of Strategic Management )
st
edn.
The 2ree 9ress Cew Dork.
8. 9earce <.A. 4+55-6 Strategic Management( 2ormulation
"mplementation and 0ontrol 8
th
edn. Mc>raw':ill 0ollege
)5. =heelen T. 7 :unger <... 4+55+6 $ssentials of Strategic
Management ,
rd
edn. 9rentice :all
)). =heelen T. 7 :unger <... 4+55,6 0oncepts in Strategic
Management and Business 9olicy 8
th
edn. 9rentice :all
)+. 9orter M.$. 4)8886 0ompetiti!e Strategy( Techniques 2or
Analy#ing "ndustries and 0ompetitors )
st
edn. 2ree 9ress
),. =hittington 1. 4+5556 =hat "s Strategy and .oes "t MatterB
"nternational Thomson Business 9ress
,
<ournals
). Asia 9acific <ournal of Management
+. Business =eek
,. 2ar $astern $conomic 1e!iew
-. 2ortune
/. 2orbes
?. :ar!ard Business 1e!iew
A. <ournal of Marketing
8. Cewsweek
8. Sloan Management 1e!iew
)5. Time
)). The $conomist
-
Unit contents: T*P+CS
). "ntroduction to Strategic Management
3!er!iew of Strategy
0ontext of Strategy
Benefits of Strategic Management
$thics of Strategic Management
Strategy and >lobali#ation
,earning actions:
Review Exercises and Problems:
(a) How do you describe the strategic management process?
(b) Is it necessary to combine analysis and intuition in strategic
management?
(c) hat are the bene!its o! good strategic management?
'eadings:
1owe =.>. 42ebruary +55)6 0reating =ealth in 3rgani#ations( The
1ole of Strategic ;eadership. Academy of Management $xecuti!e
!ol.)/ no.) pp 8).
"reland 1... :itts M.A. 0amp M.S. 7 Sexton ..;. 42ebruary +55)6
"ntegrating $ntrepreneurship and Strategic Management Actions to
0reate 2irm =ealth. Academy of Management $xecuti!e !ol.)/ no.)
pp -8.
Mint#berg :. 7 Markides 0. 4August +5556 :enry Mint#berg and
0onstantinos Markides on Strategy and Management Academy of
Management <ournal !ol.)- no., pp ,).
/
+. Mission of the Business
=hat do we want to beB
=hat are we best inB
Eision and Mission
The Mission Statement
,earning actions:
Review Exercises and Problems:
(a) How signi!icant is the vision and mission to an organi"ation?
(b) Identi!y the business mission and analy"e its components
(c) hat is the impact o! a clear mission on strategic management#
(d) $ive examples o! mission statement !or % companies# &onstruct one
appropriate to the organi"ation you are wor'ing in and explain its
signi!icance
'eadings:
Baet# M.0. 7 Bart 0.@. 4August )88?6 .e!eloping Mission
Statements =hich =ork. ;ong 1ange 9lanning !ol. +8 no. - pp. /+?'
/,,.
0ollins <.0. 7 9orras <.". 4September F 3ctober )88?6 Building Dour
0ompanyGs Eision. :ar!ard Business 1e!iew pp. ?/'A8.
;issak M. 7 1oos <. 42ebruary +55)6 Be 0oherent Cot Eisionary.
;ong 1ange 9lanning !ol. ,- no. ) pp. /,.
?
,. $n!ironmental assessment
The $xternal Audit
$conomic Social and 0ultural
9olitical and ;egal "ssues
Technological 2actors
0ompetiti!e 2orces
9orterGs / 2orces Model on 0ompetiti!e Analysis
The $xternal 2actor $!aluation 4$2$ Matrix6 on "ndustry
Analysis
The 0ompetiti!e 9rofile Matrix 409M6
The >lobal "nfluences
,earning actions:
Review Exercises and Problems:
(a) How is an environmental audit conducted !or strategic
management?
(b) (escribe the external !orces in!luencing a business organi"ation
(c) Explain either the E)E *atrix or the &ompetitive Pro!ile *atrix
and how is it developed
(d) hat are the global challenges to your organi"ation?
'eadings:
Bonabeau $. 4March +55+6 9redicting the *npredictable :ar!ard
Business 1e!iew pp.)58.
Bergh .... 7 2airbank <.2. 4April +55+6 Measuring and Testing
0hange in Strategic Management 1esearch. Strategic Management
<ournal !ol. +, no. - pp.,/8.
Slater S.2. 7 3lson $.M. 4<anuary'2ebruary +55+6 A 2resh ;ook at
"ndustry and Market Analysis. Business :ori#ons !ol. -/ no. ) pp.)/.
A
-. "nternal Assessment
The "nternal Audit
0ulture and Strategy
Management and 3pportunities
The Ealue 0hain and the Acti!ities for Strategy
The "nternal 2actor $!aluation 4"2$6 Matrix
,earning actions:
Review Exercises and Problems:
(a) (escribe the process o! internal strategic management audit
(b) hat are the 'ey !unctional areas o! a business and its activities
in the strategy management process
(c) hat are the !irm+s strengths and wea'nesses
(d) (evelop and explain the Internal )actor (I)E) *atrix
'eadings:
.enis <';. ;amothe ;. 7 ;angley A. 4August +55)6 The .ynamics
of 0ollecti!e ;eadership and Strategic 0hange in 9luralistic
3rgani#ations Academy of Management <ournal !ol. -- no. - pp.
858.
Beal 1. 7 Dasai'Ardekani M. 4+5556 9erformance "mplications and
Aligning 0$3 2unctional $xperiences with 0ompetiti!e Strategies
<ournal of Management !ol. +? no. - pp. A,,.
@ing A. 2owler S. 7 Heithaml 0. 4May +55)6 Managing
3rgani#ational 0ompetencies for 0ompetiti!e Ad!antage( The Middle'
Management $dge Academy of Management $xecuti!e !ol. )/ no. +
pp. 8/.
8
/. 9racticing Strategies
;ong term 3b&ecti!es
Types of Strategies
Michael 9orter( >eneric Strategies
Achie!ing Strategies
Merger 7 Acquisitions
,earning actions:
Review Exercises and Problems:
(a) hat is the purpose o! establishing long,term ob-ectives?
(b) Explain the types o! strategies underta'en by an organi"ation
(c) (iscuss Porter+s generic strategies
'eadings:
0hurchill C. 0. 7 Mullins <. =. 4May +55)6 :ow 2ast 0an Dour
0ompany Afford to >rowB :ar!ard Business 1e!iew pp. ),/.
>ar!in .. A. and 1oberto M. A. 4September +55)6. =hat Dou .onGt
@now About making .ecisions. :ar!ard Business 1e!iew pp. )58.
8
?. Strategy Analysis and Strategic 0hoice
2ramework for Strategy Analysis and 0hoice
2ormulation of Strategy
0hoice of Strategy
,earning actions:
Review Exercises and Problems:
(a) (escribe the % stages o! the strategy !ormulation !ramewor'#
(b) Explain the development o! ./0 *atrix1 0P2&E *atrix1 3&$
*atrix1 IE *atrix and 40P*
(c) (iscuss the impact o! intuition and culture1 political1 ethical and
social responsibility on strategy analysis and choice
'eadings:
Brown 1. 42ebruary +55)6 :ow =e Built a Strong 0ompany in a
=eak "ndustry :ar!ard Business 1e!iew pp. /).
.a!enport T.:. :aris <.>. .e;ong ..=. <acobson A.;. 7 Mullins
<.=. 4=inter +55)6 .ata to @nowledge to 1esults( Building an Analytic
0apability 0alifornia Management 1e!iew !ol. -, no. + pp. ))A.
)5
A. Strategy "mplementation
"ssues in "mplementation Strategy
9olicies 9erspecti!es and 3b&ecti!es
0onflict Management
1estructuring and 1eengineering
9erformance and 0ompensation
0hange Management
0ulture and Strategy success
3perational and :uman 1esource 0onsiderations

,earning actions:
Review Exercises and Problems:
(a) hy is strategy implementation more di!!icult than strategy
!ormulation?
(b) How do ob-ectives and policies help in strategy implementation?
(c) hat is the importance o! the organi"ational structure to strategy
implementation?
(d) How does culture and human resource considerations assist in
implementation o! strategy?
'eadings:
@night .. .urham 0.0. 7 ;ocke $.A. 4April +55)6 The 1elationship
of Team >oals "ncenti!es and $fficacy to Strategic 1isk Tactical
"mplementation and 9erformance The Academy of Management
<ournal !ol. -- no. + pp. ,+?.
@ing =.A. 2owler S.=. 7 Heithaml 0.9. 4May +55)6 Managing
3rgani#ational 0ompetencies for 0ompetiti!e Ad!antage( The Middle'
Management $dge The Academy of Management $xecuti!e Eol. )/
no. + pp. 8/.
=olf <. 7 $gelhoff =.>. 42ebruary +55+6 A 1eexamination and
$xtension of "nternational Strategy F Structure Theory. Strategic
Management <ournal !ol. +, no. + pp.)8).
))
8. Strategy "mplementation
Marketing aspects
Accounting and 2inance considerations
1esearch and .e!elopment concerns
Management "nformation Systems effecti!eness
,earning actions:
Review Exercises and Problems:
(a) hat are the implementation tools !or a mar'eting strategy?
(b) hy is !inancial analysis central to the implementation o! strategy?
(c) How can R 5 ( assist in strategy implementation?
(d) hat can *I0 contribute to support strategy implementation?
'eadings:
Schroeder 1.>. Bates @.A. 7 <unttila M.A. 42ebruary +55+6 A
1esource'Based Eiew of Manufacturing Strategy and the 1elationship
to Manufacturing 9rocesses Strategic Management <ournal !ol. +, no.
+ pp.)5/.
Slater S.2. 7 3lson $.M. 4Co!ember +55)6 MarketingGs 0ontribution
to the "mplementation of Business Strategy( An $mpirical Analysis.
Strategic Management <ournal !ol. ++ no. )) pp.)5//.
)+
8. 1e!iew $!aluation and 0ontrol of Strategy
3b&ecti!e of 1e!iew
Scope and 2ramework of $!aluation
0ontent of an $!aluation System
Audit and 0ontrol
,earning actions:
Review Exercises and Problems:
(a) (escribe a practical !ramewor' to evaluate strategies#
(b) hy is the evaluation process o! strategy a complex yet necessary
step !or the success o! an organi"ation?
'eadings:
9eiperl M. A. 4<anuary +55)6 >etting ,?5'.egree 2eedback 1ight.
Harvard 3usiness Review1 pp. )-+.
),
)5. ;eadership in Strategy
;eadership and Management
9erformance of Management Teams
;eadership and Strategic .irection
0ore 0ompetencies and 1esources 9ortfolio
3rgani#ational 0ulture
$thical 9ractices
Balanced Scorecard
,earning actions:
Review Exercises and Problems:
(a) Explain the scope o! strategic leadership and the role o! senior
management in the organi"ation#
(b) How does strategic leadership a!!ect the direction o! the !irm+s
strategies through managing their resources port!olio?
'eadings:
:enderson ..A. 1amire# >.>. :ouse 1.<. 7 9uranam 9. 42ebruary
+55)6 .oes ;eadership MatterB 0$3 ;eadership Attributes and
9rofitability *nder 0onditions of 9ercei!ed $n!ironmental *ncertainty.
Academy of Management <ournal Eol. -- no. ) pp. 8?.
1aynor M. $. and Bower <. ;. 4May +55)6. ;ead from the 0enter( :ow
to Manage .i!isions .ynamically. :ar!ard Business 1e!iew pp. 8+.
)-
)). Strategic $ntrepreneurship
Scope of Strategic $ntrepreneurship
$ntrepreneurial Attributes
"nternational $ntrepreneurship
"nternal 0orporate Eenturing
0ooperation and Alliances
Acquisitions
Eenture 0apital and "nitial 9ublic 3fferings
Ealue 0reation
,earning actions:
Review Exercises and Problems:
(a) Explain the scope o! strategic entrepreneurship and its importance
to competing in the global economy#
(b) hat is international entrepreneurship and why is its role
important in the global economy?
(c) How does strategic entrepreneurship create value !or sta'eholders
and also support economic development?
'eadings:
Brush 0.>. $delman ;.2. 7 >reene 9.>. 4+55+6 "nternationali#ation
of Small 2irms( 9ersonal 2actors 1e!isited. "nternational Small
Business <ournal Eol. +5 no. ) pp. 8',).
;u <.=. 7 Beamish 9.=. 4+55)6 The "nternationali#ation and
performance of SM$s. Strategic Management <ournal Eol. ++ 4Special
"ssue6 pp. /?/'/8/.
)/
)+. 3!er!iew of the 9ro&ect 9aper
The 9hilosophy
The 3b&ecti!es
The 9lan
,earning actions:
Students are expected to refer to their module notes for further guide
and reference.
),. Scope 7 2ramework of the 9ro&ect 9aper
Title
"ntroduction 4Aims and 3b&ecti!es of the 9ro&ect 9aper6
Methodology 4Theories Applications and $!aluations6
1esearch results
Summary and 0onclusions
Bibliography and 1eferences
,earning actions:
Students are ad!ised to prepare a draft outline of the 9ro&ect 9aper
)-. "mplementation
Selecting and confirming the 9ro&ect Title
3utline the scope and framework of the pro&ect
Assigning students to specific super!isors
Iuestion and Answer Session
,earning actions:
Students are to prepare in ad!ance the list of potential titles for
discussion and consideration of the super!isors. 0onfirmed titles
are to be submitted to the 9rincipal Super!isor for assigning to
super!isors.
)?
)/. Monitoring of work progress
Super!ision and consultation procedures
>roup super!ision and monitoring timetable
,earning actions:
Students are expected to commit to a schedule of tutorial meetings
with their super!isors on a regular basis. Attendance will be recorded
by super!isors together with an interim report of studentGs progress.
)?. 9rogress tutorials
1egular meetings for monitoring student progress
"nterim report of studentsG progress submitted by super!isor
,earning actions:
Students are to attend at least 8 such tutorials with copies of their
research papers for discussion and consultation with their
super!isors. Super!isors will submit their interim reports of the
studentGs progress at such tutorials for assessment and record
purposes.
)A. Submission of 9ro&ect 9aper

,earning actions:
Students are expected to complete and submit + copies of the 9ro&ect
9aper for re!iew on the due date without any delays or extension.
)A
)8. 3ral presentation of 9ro&ect 9aper
,earning actions:
Students are expected to !erbally present and defend their pro&ect
before the panel of appointed super!isors. Students may be required
to submit and pro!ide additional comments and information in
support of their 9ro&ect 9aper based on feedback from the panel.
)8. 2inal assessment
2inal paper submitted
Super!isor submits assessment marks to 9rincipal Super!isor
Award of final marks

,earning actions:
Students will be informed of the final assessment results. The basis
of assessment will depend on the interim reports submitted by the
studentGs super!isor during the research the comments raised by the
panel of super!isors during oral presentation and the report of the
super!isor based on the final paper submitted. The 9rincipal
Super!isor has the final discretion in the e!entual award of marks.
>rades will be based on the following assessment criteria(
9ro&ect proposal ' )5J
1esearch presentation ' )/J
3ral presentation ' +/J
2inal paper ' /5J
)8