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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-ordinatorSemester 1: Brian Harney
Semester 2: Brian Harney
Autumn: Brian Harney
Module TeachersBrian 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.

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

Workload Full-time hours per semester
Type Hours Description
Independent Study40Group discussion and group project
Lecture20Online synchronous classes
Assignment Completion60Individual essay on an assigned or a chosen case study
Independent Study60Reading of text book and study of materials on reading list
Online activity28Online discussion fora
Seminars10In person case based classes
Online activity32Asynchronous 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

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.

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.

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 and platforms). Strategy implementation: organisation, structure, systems, reward, culture, leadership, governance, stakeholders; nonmarket strategy; political, social and ethical considerations.

Assessment Breakdown
Continuous Assessment100% Examination Weight0%
Course Work Breakdown
TypeDescription% of totalAssessment Date
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

Programme or List of Programmes
MSLDMSc in Strategic Learning & Development

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