Module: Strategy Formulation and Execution A

Module Specifications..

Current Academic Year 2023 - 2024

Please note that this information is subject to change.

Module Title	Strategy Formulation and Execution A
Module Code	MT5812A
School	DCUBS
Module Co-ordinator	Semester 1: Brian Harney Semester 2: Brian Harney Autumn: Brian Harney
Module Teachers	Brian Harney Nuala Lonergan
NFQ level	9	Credit Rating	0
Pre-requisite	None
Co-requisite	None
Compatibles	None
Incompatibles	None

None

Description

This module introduces students to the key concepts, tools and theories of strategic management. Taking a strategy as challenge perspective, the module first introduces students to the various definitions of strategy and varying perspectives on strategy formulation. Focused on generating and embedding strategy conversations topic coverage includes: decision making heuristics, open strategy and failure. The module then explores the foundations of advantage in the form of direction and purpose, understanding the external and internal environment of the organisations, as well as the impact of disruptive technologies and non-market factors. With this understanding the module progresses to explore the varying routes to advantage available to organisations, covering global strategy through to value innovation and directions and methods of development. Through this module students of strategy will gain exposure to a range of tools and frameworks with immediate relevance and applicability to their own individual and organisational contexts, setting them up for the task of strategy execution.

Learning Outcomes

1. Develop a deep understanding of the key concepts, tools and theories of strategic management
2. Assess the utility of the major tools of strategy analysis at a macro and micro level
3. Evaluate the various options available to firms as prospective routes to advantage
4. Understand the critical importance of modes of strategy formation to underpin successful strategy
5. Integrate knowledge, theory and practice into a strategic and dynamic overview of the organisation in its environmental context.
6. LO6 Devise clearly grounded and evidenced recommendations of practical relevance to organistaions and their leadership teams

*Type*	*Hours*	*Description*
Workload	Full-time hours per semester
Lecture	20	No Description
Online activity	45	On-line exercise completion/loop engagement
Directed learning	60	Reading and case study preparation
Assignment Completion	65	No Description
Independent Study	60	No Description
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

What is strategy and does it matter?
Historical and contemporary framing of Strategy including strategy as challenge and framework for the module

Dynamics of strategy formation: closed chapter or open book?
Exploration of decision making heuristics, open strategy, history and failure

Direction, Purpose and Sustainability: Managing concerns or PR exercise?
The role of Purpose from vision to corporate governance and stakeholders

Analysing the external environment: in control, under control, out of control?
Nightmare competitor, mapping and managing eco-systems

Competitive Rivalry, Nonmarket Forces and Emerging Technologies
Market evolution and digital disruption

Resource based insights: Perplexity or panacea?
Internal basis for advantage

Routes to advantage
Global and/or local, Corporate versus Business, Domains and Directions

Value Innovation
Delivering value in unique ways

Assessment Breakdown
Continuous Assessment	0%	Examination Weight	0%

Type	Description	% of total	Assessment Date
Course Work Breakdown
Completion of online activity	Engagement with on-line resources and shared learning (loop)	5%	n/a
Digital Project	Independent learning and reflection based on identified strategy topic- format of learning resource	5%	n/a
Assignment	Evaluation of documented strategy of selected individual with key reflections, insights and learnings	20%	n/a
Research Paper	Critical evaluation of strategy formation process with recommendations for top management	70%	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

Henk W. Volberda, Rick M.A. Hollen, Joana Pereira, Jatinder S. Sidhu, Kevin Heij (2023): 2024, Strategic Management: Confrontation to Transformation, Sage, 1st, Sage,
Rumelt, R.: 2022, The Crux: How leaders become strategists, Profile Books,
Johnson, G, Whittington, R., & Scholes, K., Agnew., D., and Regner, P.: 2020, Exploring Corporate Strategy; Text and Cases,, 12th Edition, Pearson Education,

Other Resources

None

Programme or List of Programmes

MBA	Masters in Business Administration

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