Module Specifications..
Current Academic Year 2023 - 2024
Please note that this information is subject to change.
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Description This module aims to give students a thorough grounding in the nature of business strategy, the tools and techniques used in strategy-making, the organizational issues that can arise in strategy formulation and implementation, and an appreciation of strategic and business model innovation in various contexts including the digital age, emerging markets, the era of sustainability and in non-business situations. The module is delivered as a series of mini-lectures together with exercises, readings, case studies and class discussion. Students are expected to have viewed the assigned readings, case studies and mini-lectures prior to coming into class. Students are expected to contribute actively to class discussion synchronously and asynchronously. | |||||||||||||||||||||||||||||||||||||||||
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Learning Outcomes 1. examine firm purpose and direction and the nature of strategic thinking and decision making; 2. use the major strategic analysis tools and techniques at macroeconomic, industry and company level and identify strategic issues facing an organization; 3. explore the nature of strategic choice with respect to strategic approach, generic strategy, competitive approach, innovation, growth and diversification; 4. evaluate the organizational and implementation elements of strategy execution; 5. apply lessons learnt to the real world including the student’s own practice and organization. | |||||||||||||||||||||||||||||||||||||||||
All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml |
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Indicative Content and Learning Activities
Indicative contentA. Purpose The strategy context (volatile, uncertain, complex and ambiguous). Strategic decision making (system 1 and 2 thinking, rational choice, intuition, improvisation, rules and institutions, political manoeuvring), bias, heuristics, groupthink, escalation of commitment. Organization purpose and direction (including vision, mission and values). The strategy process: upside and downside of smart objectives, the crafting metaphor for strategy making, execution and review. Monitoring and controlling of strategy implementation: strategic drift; performance measurement and balanced scorecard. Characteristics of a good strategy. B. Analysis: External: (a) Macro-environment: economic characteristics, economies of scale, experience effect, PESTLE, driving forces, foresight and scenario planning; (b) Industry analysis: five forces, strategic groups, competitor analysis, key success factors for the industry; (c) Internal: current strategy, business model, strategy diamond (where to play, how to win), value net, strategy canvas, resources and competencies, value chain, financial analysis, SWOT analysis, strategic issues. C. Choice generic strategies: low cost, differentiation, focus; industry life cycle (emerging, growth, mature, decline); industry position (leader/follower); offensive and defensive stances; growth strategies: internationalisation, diversification (related and unrelated integration); managing the multi-business organization (portfolio/ growth-share matrix, competency based, parenting) D. Execution: Strategic approaches: positioning view, resource-based view and VRIN, innovation (value/disruptive/open), networks, platforms and ecosystems). Strategy implementation: organisation, structure, systems, reward, culture, leadership, governance, stakeholders; nonmarket strategy; political, social, sustainability and ethical considerations. | |||||||||||||||||||||||||||||||||||||||||
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Indicative Reading List
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Other Resources None | |||||||||||||||||||||||||||||||||||||||||
Programme or List of Programmes
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