21715 Strategic Management

Warning: The information on this page is indicative. The subject outline for a particular semester, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.

UTS: Business: Management
Credit points: 6 cp

Subject level:

Postgraduate

Result type: Grade and marks

Requisite(s): ((22747 Accounting for Managerial Decisions OR 22784 Accounting: Concepts and Applications) AND (25706 Economics for Management OR 25745 Economics: Concepts and Applications OR 23706 Economics for Management) AND (24734 Marketing Management OR 24746 Marketing: Concepts and Applications) AND (25742 Financial Management OR 25746 Financial Management: Concepts and Applications) AND 36 credit points of completed study in spk(s): C04018 Master of Business Administration)
These requisites may not apply to students in certain courses.
There are course requisites for this subject. See access conditions.

Handbook description

This subject adopts a holistic strategic approach to the design of innovative business models and the development of integrative processes that promote competitive superiority. This capstone subject integrates and builds on the materials previously studied in the core subjects of the MBA. The aim of the subject is to provide the student with the knowledge and skills necessary for designing and managing strategy processes that can assure the long-term viability and success for enterprises that operate in a highly competitive business environment. The strategy literature supports the adoption of a more creative, strategic and flexible approach to the design of business models. Students are encouraged to design innovative business solutions and develop new problem solving rationales for the formulation of flexible strategies. The students should then be able to understand, communicate and materially contribute to the purpose of an organisation.

Subject objectives/outcomes

Upon successful completion of this subject students should be able to:

1. compare contrasting theoretical perspectives on strategic management and their implications as well as apply a series of strategic tools to determine industry and company structures
2. appraise industry key success factors, as well as the dynamic strengths and weaknesses of a company, and the opportunities that exist in its industry sector
3. determine an organisation’s core competencies and the resource-based theory of the firm
4. assess the use of alliances and partnering to develop competitive advantage and develop a viable strategy to sustain competitive advantage.

This subject also contributes specifically to the following Program Learning Objectives:

• be able to apply business concepts taking into account the broader environmental context (PLO 1.2)
• apply innovative problem solving processes to address business issues (PLO 2.1)
• generate integrated solutions in decision-making (PLO 2.2)
• demonstrate an awareness of ethical and social responsibility in professional practice (PLO4.1)
• appreciate the importance of sustainable development (PLO 4.2).

Contribution to course aims and graduate attributes

This capstone subject, Strategic Management, contributes to the MBA course by providing students with the knowledge and skills necessary for understanding, formulating and implementing innovative, dynamic and competitive strategies in organisations. The subject exposes students to a multiplicity of views through the application of integrative design thinking and the exploration of innovative practice. The student is encouraged to critically examine the various theoretical frameworks and models used in strategic analysis and decision-making. This pedagogy provides a strong basis for generating new ideas, and blending conceptual insights that students gained in core subjects of the MBA. The subject facilitates the participant to develop an in-depth understanding of how one can manage the strategy process in an innovative, sustainable and socially responsible manner. This approach aims to ensure that the student can comprehend, communicate and materially contribute to the strategic purpose of an organisation and the success of an enterprise in the context of the global business environment.

Teaching and learning strategies

Classes involve a combination of lectures, videos, guest speakers, simulation, problem-solving exercises, group and team dynamics activities, and experiential learning reflection. These teaching strategies are supplemented by both print and electronic learning materials and resources. The UTS web-based communication tool, UTSOnline, is used to share information and encourage interaction between staff and students.

Content

The subject is organised around central interactive themes:

1. Strategy and strategic leadership in dynamic times
2. The competitive external and dynamic internal environment of strategy
3. Business, corporate and global strategies
4. Strategy vehicles for new directions
5. Innovating new ventures and governance in dynamic contexts
6. Creativity and integrative design thinking.

Assessment

Assessment Item 1: Written Case Analysis ??? Individual

Objective(s):	This addresses Subject Learning Objectives 1, 2, 3, and 4 This addresses Program Learning Objective/s: PLO 4.1, 4.2
Weighting:	30
Length:	Length maximum: 2500 words including any appendix.

Assessment Item 2: The Business Strategy Game ??? Simulation (Group)

Objective(s):	This addresses Subject Learning Objectives 1, 2, 3, and 4 This addresses Program Learning Objective/s: PLO 1.2
Weighting:	30

Assessment Item 3: Exam (Individual)

Objective(s):	This addresses Subject Learning Objectives 3 and 4 This addresses Program Learning Objective/s: PLO 2.1, 2.2
Weighting:	40

Minimum requirements

The assessment consists of three elements: You must achieve a satisfactory pass mark in all three elements and attend at least 90% of the scheduled assessment and class activities in order to pass this capstone subject.

Required texts

Thompson, A.A., Peteraf, M.A., Gamble, J.E. & Stickland III A.J. (2011) Crafting and Executing Stratety: The Quest for Competitive Advantage: Concepts and Cases 18e, McGraw-Hill. 18th ed.

Recommended texts

Clegg, S., Carter, C., Kornberger, M. and Schweitzer, J. (2011) Strategy Theory and Practice, Sage Publications, London.

References

Grant, R.M. 2008, Contemporary Strategy Analysis, 6th ed., Blackwell Publishing, Carlton.

Hamel, G. 2000, 'Leading the Revolution', Harvard Business School Press, Boston.

Hill. C., Jones, R., Galvin, P. and Haidar, A. 2007, 'Strategic Management: An Integrated Approach', 2nd ed., Milton.

Hitt, M.A., Ireland, D. and Hoskisson, E. 2007, 'Strategic Management: Competitiveness and Globalization: Concept and Cases, 7th ed., Thompson Higher Education, Manson.

Johnson, G., Whittington, R. and Scholes, K. 2011, 'Exploring Strategy', 9th ed., Pearson Education Limited, Edinburgh Gate.

Kaplan, R.S. and Norton, D.P. 1996, The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston.

Pettigrew, A., Thomas, H. and Whittington, R. 2006, Handbook of Strategy and Management, Sage Publications, London.

Whittington, R. 2001, What is Strategy and does it matter? Thompson Learning, London.

Waldersee, R. and Tywoniak, S. 2007, Strategic Analysis: A Guide to Practice, McGraw-Hill, Sydney.

Other resources

Apart from the daily business and general press, the major journals that provide general and/or specific coverage of topics addressed in this subject include:

• The Economist (UK)
• Business Review Weekly (AUST.)
• Harvard Business Review (USA)
• The Journal of Management (UK)
• The Journal of the Academy of Management (USA)
• The Journal of the Academy of Management Executive (USA)
• Strategic Management Journal (USA)
• California Management Review (USA).