Module: Strategy, Organisation and Innovation

Module Specifications..

Current Academic Year 2023 - 2024

Please note that this information is subject to change.

Module Title	Strategy, Organisation and Innovation
Module Code	MT5808
School	DCUBS
Module Co-ordinator	Semester 1: Brian Harney Semester 2: Brian Harney Autumn: Brian Harney
Module Teachers	Brian Harney
NFQ level	9	Credit Rating	10
Pre-requisite	None
Co-requisite	None
Compatibles	None
Incompatibles	None

Coursework Only
Assessment for this module is continuous and will comprise group and individual work. Details of the assignments will be given at first class meeting.

Description

This module aims to give students a thorough grounding in the nature of business strategy, the tools and techniques of business strategy, the broad approaches to strategy-making, and an appreciation of strategy in the context of the digital age and emerging markets, together with an introduction to strategic innovation and the organizational aspects of strategy implementation. The module is delivered as a series of mini-lectures together with exercises, readings, case studies and class discussion. Students are expected to have read the assigned readings and case studies and viewed assigned mini-lectures prior to coming into class. Students are expected to contribute actively to class discussion synchronously and asynchronously.

Learning Outcomes

1. Examine firm purpose and direction and the nature of strategic thinking and decision making;
2. apply major strategic analysis tools and techniques at macroeconomic, industry and company level and identify strategic issues facing an organization;
3. appreciate the nature of strategic choice (generic strategy, growth and diversification, competitive approach, strategic innovation);
4. consider the organizational and implementation elements of strategy execution;
5. apply lessons learnt back into the student’s own practice and organization, particularly with a view to developing learning and development strategy

*Type*	*Hours*	*Description*
Workload	Full-time hours per semester
Independent Study	40	Group discussion and group project
Lecture	20	Online synchronous classes
Assignment Completion	60	Individual essay on an assigned or a chosen case study
Independent Study	60	Reading of text book and study of materials on reading list
Online activity	28	Online discussion fora
Seminars	10	In person case based classes
Online activity	32	Asynchronous video material: both class based and supplementary expert videos
Total Workload: 250

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

Indicative Content and Learning Activities

Purpose
A. 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: objectives (and their positive and negative aspects), 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.

Analysis
B. Analysis: External analysis: (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 analysis: current strategy, the business model, the strategy diamond (where to play, how to win), the value net, strategy canvas, resources and competencies, value chain, financial analysis, SWOT analysis, strategic issues.

Choice
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).

Execution
D. Execution: Strategic approaches: positioning view, resource-based view and VRIN, innovation (value/disruptive/open), networks and platforms). Strategy implementation: organisation, structure, systems, reward, culture, leadership, governance, stakeholders; nonmarket strategy; political, social and ethical considerations.

Assessment Breakdown
Continuous Assessment	100%	Examination Weight	0%

Type	Description	% of total	Assessment Date
Course Work Breakdown
Project	n/a	100%	n/a

Reassessment Requirement Type
Resit arrangements are explained by the following categories; 1 = A resit is available for all components of the module 2 = No resit is available for 100% continuous assessment module 3 = No resit is available for the continuous assessment component
This module is category 1

Indicative Reading List

James Cunningham,Brian Harney: 2012, Strategy and Strategists, Oxford University Press, 9780199219711
Johnson, G, Whittington, R., & Scholes, K., Agnew., D., and Regner, P.: 0, Exploring Corporate Strategy; Text and Cases, 12th, Pearson, 9781292282459
Richard L. Daft: 2012, Understanding the Theory and Design of Organizations, Thomson South-Western, 9781111826628
Thompson A, Peteraf, M, Gamble J, Strickland A.: 2020, Crafting and Executing Strategy, all, McGraw Hill,

Other Resources

None

Programme or List of Programmes

MSLD	MSc in Strategic Learning & Development

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