| Module Title |
Strategic Management |
| Module Code |
MNA1166 (ITS: MT528P) |
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Faculty |
DCU Business School |
School |
DCU Business School |
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NFQ level |
9 |
Credit Rating |
10 |
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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 strategy in the context of the digital age, emerging markets and sustainable business practices. The module is delivered as a series of lectures together with exercises, case studies, student presentations, industry engagement and discussion.
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Learning Outcomes
1. Discuss firm purpose and the nature of strategic thinking in a business context
2. Use the major strategic analysis tools and techniques at macroeconomic, industry and company level
3. Appreciate the nature of strategic choice (generic strategy, growth and diversification, and competitive approach)
4. Discuss the implications of strategy implementation including social and ethical aspects of strategy making
5. Apply lessons learned back into the student's own practice
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| Workload | Full time hours per semester | | Type | Hours | Description |
|---|
| Lecture | 39 | Lectures (12 x 3 hour lectures) and (1 x 3 hour) end of year lecture to facilitate presentations etc | | Independent Study | 211 | Students are expected to study the recommended textbooks and journal articles, and are encouraged to read further around the topics in each module. Such private study will include preparation for specific classes, study related to assignments and the business simulation, preparation for the infographic presentation and oral exam or to consolidate the material from lectures. |
| Total Workload: 250 |
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| Section Breakdown | | CRN | 11651 | Part of Term | Semester 1 | | Coursework | 0% | Examination Weight | 0% | | Grade Scale | 40PASS | Pass Both Elements | Y | | Resit Category | RC1 | Best Mark | N | | Module Co-ordinator | Caroline McGroary | Module Teacher | Caroline Mcmullan, Raja Clouse, Rhea George |
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| Assessment Breakdown |
| Type | Description | % of total | Assessment Date |
|---|
| Assignment | Case Study Assignment (Individual 25%) | 25% | Week 6 | | Assignment | Business Simulation - Simulation and report (Group 30%) and presentation (Individual 10%) | 40% | Week 9 | | Assignment | Infographic and Presentation in Class (Individual 15%) | 15% | Sem 1 End | | Oral Examination | Oral exam (Individual 10%) | 10% | Sem 1 End | | Participation | Attendance in class and participation in case study panel discussions in class. (Individual 10%) | 10% | As required |
| Reassessment Requirement Type |
Resit arrangements are explained by the following categories;
RC1: A resit is available for both* components of the module.
RC2: No resit is available for a 100% coursework module.
RC3: No resit is available for the coursework component where there is a coursework and summative examination element.
* ‘Both’ is used in the context of the module having a coursework/summative examination split; where the module is 100% coursework, there will also be a resit of the assessment
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Pre-requisite |
None
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Co-requisite |
None |
| Compatibles |
None |
| Incompatibles |
None |
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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
Crafting and formulating strategy: Purpose - vision, mission, values, objectives, crafting strategy, drift, business model, balanced scorecard.
Analysis
Analysis: (a) Macro-environment: PESTLE, driving forces, scenario planning. (b) Industry: Five Forces, Strategic Groups, Competitor analysis, Key Success Factors. (c) Company: current strategy, SWOT, resources and competencies, value chain, financial analysis, strategic issues.
Choice
Choice: Generic strategies: low cost, differentiation, focus; industry life cycle; industry position, offensive and defensive; growth strategies: international, horizontal and vertical integration, multi-business.
Execution
Implementing sustainable strategy: Strategic approaches (positioning, resources and competencies, innovation: value/disruptive/network). Implementation - organisation and structure, systems, reward, culture, leadership, governance, stakeholders, sustainability, corporate social responsibility, and ethical considerations.
Business Simulation
The Airline simulation requires students to take over and run a fledgling regional airline. Teams must decide how best to position their airline and develop an operational and financial plan to support that strategy to maintain positive cash flow and make a profit for their company (supports interconnection between modules e.g. accounting and strategy)
Case Discussions
Selected case studies are discussed in class and used as a teaching tool to understand theoretical content e.g. Airbnb, Disney, Netflix. These case studies and resources are available in the core textbook.
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Indicative Reading List
Books:
- Arthur A. Thompson, Margaret Peteraf, John Gamble, A. Strickland: 0, Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, 23rd, McGraw Hill, 9781260735178
- Frank T. Rothaermel: 2023, Strategic Management: Concepts ISE, 6th Edition, McGrawHill,
- Johnson, Scholes & Whittington: 0, Corporate Strategy,
- Porter: 0, Competitive Advantage, Free Press,
- Christensen: 0, The Innovator's Solution, Harvard Business School Press,
- Hamel & Prahalad: 0, The Core Competence of the Corporation, Harvard Business School Press,
- Kotter: 0, Leading Change: Why transformation efforts fail,
Articles:
- McKinsey: 2023, The State of Organizations 2023: Ten shifts transforming organizations, https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023, 64649
- 2022: Strategic courage in an age of volatility, https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/strategic-courage-in-an-age-of-volatility, 64650, 1
- The COVID-19 pandemic: What can we learn from past research in organizations and management. International Journal of Management Reviews.: 64651, 1, PWC (2020).
- 64652: 1, Seetharaman, P. (2020)., 0, Business models shifts: Impact of Covid-19. International Journal of Information Management, 54, 102173.,
- 1: Muff, K., Kapalka, A., & Dyllick, T. (2017)., 0, The Gap Frame-Translating the SDGs into relevant national grand challenges for strategic business opportunities. The International Journal of Management Education, 15(2), 363-383.,
- Scheyvens, R., Banks, G., & Hughes, E. 2016.: 0, The private sector and the SDGs: The need to move beyond ‘business as usual’. Sustainable Development, 24(6), 371-382., 64655
- 0: Beyond the business case for corporate sustainability. Business strategy and the environment, 11(2), 130-141., 64656, 2
- The sustainability balanced scorecard–linking sustainability management to business strategy. Business strategy and the Environment, 11(5), 269-284.: 64657, 2, SDavidson, J. L. 2000.
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Other Resources
None |
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