21715 Strategic Management
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particular session, 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.
Subject handbook information prior to 2017 is available in the Archives.
Credit points: 6 cp
Subject level:
Postgraduate
Result type: Grade and marksRequisite(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 OR 120 credit points of completed study in spk(s): C04250 Juris Doctor Master of Business Administration OR 36 credit points of completed study in spk(s): C04274 Master of Engineering Management Master of Business Administration)
These requisites may not apply to students in certain courses.
There are course requisites for this subject. See access conditions.
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 learning objectives (SLOs)
| 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 |
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| 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. |
Course intended learning outcomes (CILOs)
This subject also contributes specifically to the following program learning objectives:
- Research and analyse complex information and concepts to support business decisions (1.1)
- Apply critical thinking to address strategic business issues (2.1)
- Apply broad technical and professional skills effectively within business administration (5.1)
- Execute a substantial research-based or professionally focused project (5.2)
Contribution to the development of 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.
This subject contributes to the development of the following graduate attributes:
- Business knowledge and concepts
- Critical thinking, creativity and analytical skills
- Business practice oriented skills
Teaching and learning strategies
Teaching and learning activities comprise 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 print and electronic learning materials and resources. UTSOnline is used to share information and encourage interaction between staff and students. Particular emphasis is placed in interactive learning activities associated with a simulation game that challenges students to run a company in head-to-head competition against companies managed by other class members. This provides a truly powerful learning experience that thrusts class members into an active, hands-on managerial role that reflects real-life business practice. The co-managers of each company are totally responsible for assessing market conditions, determining how to respond to the actions of competitors, forging a long-term direction and strategy for their company, forecasting upcoming sales volumes, and making decisions relating to workforce compensation and plant operations, capacity expansion, distribution center operations and inventory management, pricing and marketing, finance, and corporate social responsibility/citizenship. The very nature of the simulation game provides students with continuous feedback from peers and from changes in competitive position of their company arising from each decision and action taken. Tutor-led discussion further develops understanding of the impact of decisions taken. To provide students with quantitative evidence of the learning and achievement of course objectives that occurs with using The Business Strategy Game, there is an end of game – ‘Confidential Learning Assurance Report’ available on request showing how an individual class member performs on 9 skills/learning measures versus tens of thousands of students at some 600+ campuses worldwide that used The Business Strategy Game in the past 12 months.
Content (topics)
The subject is organised around central interactive themes:
- Strategy and strategic leadership in dynamic times
- The competitive external and dynamic internal environment of strategy
- Business, corporate and global strategies
- Strategy vehicles for new directions
- Innovating new ventures and governance in dynamic contexts
- Creativity and integrative design thinking
Assessment
Assessment task 1: Written Case/Research Analysis ? Individual
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 This addresses program learning objectives(s): 5.2 |
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| Weight: | 30% |
| Length: | Length maximum: 3000 words including any appendices. |
Assessment task 2: The Business Strategy Game ? Simulation (Group)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 This addresses program learning objectives(s): 1.1 and 5.1 |
|---|---|
| Weight: | 30% |
Assessment task 3: Exam (Individual)
| Objective(s): | This addresses subject learning objective(s): 3 and 4 This addresses program learning objectives(s): 2.1 |
|---|---|
| Weight: | 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
"Exporing Strategy Text & Cases", 11th Edition, Gery Johnson, Richard Whittington, Kevin Scholes, Duncan Angwin Patrick Regner Pearson Education UK
Recommended texts
Fleisher, C.S. and Bensoussan, B.E. (2015) Business and Competitive Analysis; effective application of new and classic methods 2nd Edition Pearson Education Inc. FT Press Upper Saddle River New Jersey NY. USA.
Jenkins, Mark, Ambrosini, Veronica, with Nardine Collier (2016) Advanced Strategic Management A Multi Perspective Approach 3rd edition Palgrave London.
Clegg, S., Carter, C., Kornberger, M. and Schweitzer, J. (2011) Strategy Theory and Practice, Sage Publications, London.
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).
