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Strategic Management

2019/2020
Учебный год
ENG
Обучение ведется на английском языке
4
Кредиты
Статус:
Курс обязательный
Когда читается:
3-й курс, 3, 4 модуль

Преподаватели

Course Syllabus

Abstract

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. After successful completion of this course, you will be able to discuss traditional heuristics for strategy making and reflect upon the practice of strategy making itself. The student will know today´s internationally used terms and concepts of organizational strategy, he will be able to discuss on their base, and to contribute new views on strategy formulation to the organization he works for in the future
Learning Objectives

Learning Objectives

  • The aim of the course is to teach how to analyze the strategic position of an organization;
  • how to think about strategic choices;
  • teach about recent sociologically informed concepts in strategy research (e.g., strategy-as-practice)
Expected Learning Outcomes

Expected Learning Outcomes

  • Can elaborate on the roles of strategy for organizations
  • Can apply different strategy tools to different decision situations
  • Can understand strategy instruments as means to cope with complexity
  • Can see strategy not only as a set of decisions, but a process of organizational sense-making
  • Can reflect on the emergent and distributed aspects of organizational strategy
  • Can navigate the structure and content of scientific articles from strategy research
Course Contents

Course Contents

  • Introduction – what is strategy?
  • The environment – PESTEL
  • The industry – industry types, competitor analysis, forces and dynamics
  • Resources and capabilities within the organization
  • Stakeholders, governance, responsibility
  • History and culture
  • Business strategy and models
  • Corporate strategy and diversification
  • International strategy
  • Entrepreneurship and innovation
  • Mergers, acquisitions and alliances
  • Evaluating strategies
  • Strategy development processes
  • Organizing and strategy
  • Leadership and strategic change
  • The practice of strategy
Assessment Elements

Assessment Elements

  • non-blocking midterm grade
  • non-blocking Exam
Interim Assessment

Interim Assessment

  • Interim assessment (4 module)
    0.5 * Exam + 0.5 * midterm grade
Bibliography

Bibliography

Recommended Core Bibliography

  • Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regnér, P. (2017). Exploring Strategy (Vol. Eleventh edition). Harlow, England: Pearson Education. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1454974

Recommended Additional Bibliography

  • Hall, D. J., & Saias, M. A. (1980). Strategy Follows Structure! Strategic Management Journal (John Wiley & Sons, Inc.), 1(2), 149–163. https://doi.org/10.1002/smj.4250010205
  • Mintzberg, H., & Waters, J. A. (1985). Of Strategies, Deliberate and Emergent. Strategic Management Journal (John Wiley & Sons, Inc.), 6(3), 257–272. https://doi.org/10.1002/smj.4250060306
  • Richard Whittington. (n.d.). Completing the practice turn in strategy research. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.A4C0C147
  • Social Enterprise Emergence from Social Movement Activism: The Fairphone Case. (2016). Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.20DA65DA
  • Violina P. Rindova, & Kevin Steensma. (2001). Continuous “morphing:” Competing through dynamic capabilities, form, and function. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.C8E696B3