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Strategic Management

Учебный год
Обучение ведется на английском языке
Курс обязательный
Когда читается:
3-й курс, 3, 4 модуль


Лещенко Наталья Петровна

Course Syllabus


This course provides an overview of the base of strategic management. Students learn to use strategic analysis tools to estimate the strategic position of the organization and making strategic choices. This course is intended to know concepts of strategic management and understand how businesses become successful by leveraging their competitive advantages. The course invites students with terms and concepts of strategic management, so that they can be used in future work. The course exposes students to the theories, principles, and practices that are important for successful Strategic Management of organizations today. Topics include theory of strategic management, the concept of strategies and the tools of strategic analysis, concept of business models and different levels of strategies (corporate strategy, business strategy and functional strategies); there are into organization structure and management systems. Students develop appreciation for different aspects of the strategic management and the challenging tasks and roles of managers at different levels of organizations. The course combines lectures and interactive seminars to promote student critical thinking and problem-solving skills. The course assignments are based on current literature in Strategic Management and on-line resources and include individual and group work.
Learning Objectives

Learning Objectives

  • This course is designed to provide students a broad overview of the subject of Strategic Management. In whatever position you will be employed later, it is important to understand the strategy of the organization you work for. This course provides an introductory overview of the formulation and implementation of such organizational strategies.
Expected Learning Outcomes

Expected Learning Outcomes

  • Learn how to detect the main tendencies of the Strategic Management development
  • Reflect on basics and advanced ways to strategically manage of the organization
  • Study elements of the organization structure and management systems
  • Identify practices of effective business strategy and the corporate strategy
  • Explain approaches to the quest for competitive advantage
  • Locate, read, and critique literature around Strategic Management published in current scholarly journals, professional magazines, analytical reports, and other reliable sources
  • Communicate and collaborate with people from different religious, cultural, linguistic, professional, and educational backgrounds.
  • Learn how to use the tools of strategy analysis
  • Formulate strategies and business-models
  • Apply the knowledge to analyze problems and cases related to Strategic Management of organizations internationally
Course Contents

Course Contents

Assessment Elements

Assessment Elements

  • non-blocking Homework
    Includes a variety of individual and group assignments given to complete at home. Some homework will be checked in class during seminars; some assignments will be submitted online and graded by the instructor. Note: When using sources (e.g., books, journal or newspaper articles, the course textbook, companies’ reports or websites, movies, or any other materials written or created by other people) students must cite these sources using the Publication Manual of the American Psychological Association, 6th or 7th edition. This style is a common style required by many courses and programs worldwide. Information about the APA style is available via many of online resources. For example, • The American Psychological Association available at https://apastyle.apa.org/ • “Academic writing and referencing manual for students studying for a degree in “Strategic Management” available at https://spb.hse.ru/ba/Strategic Management/kursovaia • Purdue OWL available at https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html Therefore, PPTs, posters, videos, or any other deliverables that were created using other people’s ideas must refer to these people’s work. For example, in a PPT, students must cite sources in the slides and in References (last slide).
  • non-blocking Classwork
    Includes a variety of individual and group assignments given to complete at seminars. Class participation refers to in-class discussion during seminars and lectures of a variety of topics, issues, readings, and individual and group assignments. Students will earn points for their participation as an addition for their final homework grade.
  • non-blocking Quiz
    This is one multiple-choice, yes/no, and fill in the blanks type of quiz given in an electronic format. This is a “pop-up” quiz: The quiz will be administered during a lecture or a seminar sometime in the middle of the module, but the exact date will not be announced, so students should be diligent in completing homework, readings, and other assignments. To take the exam, students must show their student ID/password. During the exam, students must keep brightness of the phone/computer screen at 100%. During the quiz, students are not allowed to (1) use any sources other than those permitted by the instructors, including any other programs on the cell phone/computer, (2) leave the classroom and come back, (3) share questions and answers with others. Those who violate these or other classroom policies receive a grade of “0” for the quiz.
  • blocking Exam
    This is a multiple-choice, yes/no, and fill in the blanks type of exam given in an electronic format during the final week. The exam includes key concepts of the course. To take the exam, students must show their student ID/password. During the exam, students must keep brightness of the phone/computer screen at 100%. During the exam, students are not allowed to (1) use any sources other than those permitted by the instructors, including any other programs on the cell phone/computer, (2) leave the classroom and come back, (3) share questions and answers with others. Those who violate these or other classroom policies receive a grade of “0” for the exam. Note #1: The grade for the final exam could “block” students’ final grade for the course. If a student receives an unsatisfactory grade (i.e., 0, 1, 2, or 3) for the final exam, this grade is used as the student’s final grade for the course regardless of grades for other assignments. In this case, to pass the course, the student has to re-take the final exam during the additional exam week as outlined in the HSE examination policy.
Interim Assessment

Interim Assessment

  • 2023/2024 4th module
    0.3 * Classwork + 0.3 * Exam + 0.2 * Homework + 0.2 * Quiz


Recommended Core Bibliography

  • Advanced strategic management : a multi-perspective approach, Jenkins, M., 2007
  • Alizadeh, R., Lund, P. D., Beynaghi, A., Abolghasemi, M., & Maknoon, R. (2016). An integrated scenario-based robust planning approach for foresight and strategic management with application to energy industry. Technological Forecasting and Social Change, (C), 162. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.tefoso.v104y2016icp162.171
  • Analysis without paralysis : 12 tools to make better strategic decisions, Bensoussan, B. E., 2013
  • Business models and strategic management : a new integration, Newth, F., 2012
  • Cinici, M. C., Dagnino, G. B., & Cinici, M. C. (2016). Research Methods for Strategic Management. London: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1089808
  • Entrepreneurial values and strategic management : essay in management theory, Coda, V., 2010
  • Essentials of strategic management, Pitt, M., 2012
  • Global strategic management, Peng, M. W., 2014
  • Grant, R. M. (2016). Contemporary Strategy Analysis : Text and Cases: Vol. Text and Cases, Ninth edition. Wiley.
  • Narrative and innovation : new ideas for business administration, strategic management and entrepreneurship, , 2013
  • Okumus, F., Altinay, L., Routledge (Firm), Chathoth, P., & Köseoğlu, M. A. (2020). Strategic Management for Hospitality and Tourism: Vol. Second Edition. Routledge.
  • Practical strategic management : how to apply strategic thinking in business, Kasahara, E., 2015
  • Strategic management : an integrated approach, Hill, C. W. L., 2015
  • Strategic management in the 21st century. Vol.1: The operational environment, , 2013
  • Strategic management in the 21st century. Vol.2: Corporate strategy, , 2013
  • Strategic management in the 21st century. Vol.3: Theories of strategic management, , 2013
  • Strategic management in the media : theory and practice, Kung, L., 2017
  • Strategic management of innovation networks, Ozman, M., 2017
  • Strategic management of technological innovation, Schilling, M. A., 2013
  • Strategic management of technology and innovation, Burgelman, R. A., 2009
  • Strategic management. Building and sustaining competitive advantage, Pitts R.A., Lei D., 2006
  • Strategic management. Key definitions, regulations, judgments and principles : методическое пособие / В. В. Великороссов, Е. В. Генкин, Д. К. Балаханова [и др.]. — Москва : Русайнс, 2020. — 173 с. — ISBN 978-5-4365-5285-9. — URL: https://book.ru/book/936722 (дата обращения: 25.08.2023). — Текст : электронный.
  • Su, Z., Peng, M. W., & Xie, E. (2016). A Strategy Tripod Perspective on Knowledge Creation Capability. British Journal of Management, 27(1), 58–76. https://doi.org/10.1111/1467-8551.12097

Recommended Additional Bibliography

  • Audretsch David B. Everything in Its Place: Entrepreneurship and the Strategic Management of Cities, Regions, and States [Book]. - Oxford : Oxford University Press, 2015.
  • Bakhtieva, E. (2017). B2B Digital Marketing Strategy : a Framework for Assessing Digital Touchpoints and Increasing Customer Loyalty Based on Austrian Companies From Heating, Ventilation and Air Conditioning Industry. Oeconomia Copernicana, (3), 463. https://doi.org/10.24136/oc.v8i3.29
  • DEAGON, B. (2018, June). Alibaba Goes Back To Brick-And-Mortar For “New Retail” Strategy. Investors Business Daily, p. 1. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bwh&AN=130008209
  • Drumaux, A. (2018). Strategic Management for Public Governance in Europe [Elektronische Ressource] / by Anne Drumaux, Paul Joyce. London: Palgrave Macmillan. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.495046760
  • Grant, R. M., & Baden-Fuller, C. (2018). How to Develop Strategic Management Competency: Reconsidering the Learning Goals and Knowledge Requirements of the Core Strategy Course. Academy of Management Learning & Education, 17(3), 322–338. https://doi.org/10.5465/amle.2017.0126
  • Maryam Ayoubi, Ehsan Mehrabanfar, & Audrius Banaitis. (2018). Guidelines on Designing Conceptual Framework for Strategic Management with Application to the Energy Industry. Administrative Sciences, (3), 27. https://doi.org/10.3390/admsci8030027
  • Oksana Kushlyk. (2016). Conception of Strategic Management on the Enterprises of the Oil and Gas Complex in the Context of Energy Security of Ukraine. Aktualʹnì Problemi Rozvitku Ekonomìki Regìonu, (12), 50. https://doi.org/10.15330/apred.1.12.50-59
  • Teece, D. J. (2009). Dynamic Capabilities and Strategic Management : Organizing for Innovation and Growth. New York: OUP Oxford. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=265018