Latest Module Specifications
Current Academic Year 2025 - 2026
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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. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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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 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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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
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. | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
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Indicative Reading List Books:
Articles:
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Other Resources None | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||