Strategic Management

2025/2026

Учебный год

ENG

Обучение ведется на английском языке

Кто читает:

Департамент менеджмента

Статус:

Курс обязательный

Когда читается:

1-й курс, 1 модуль

Преподаватель

Нефедов Константин Сергеевич

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. You will learn how to analyse the strategic position of an organization and how to think about strategic choices. Against the backdrop of these concepts, you will learn about recent concepts in strategy research (e.g., strategy-as-practice). 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. You will get acquainted with the core terms and concepts of organizational strategy, you will be able to comprehend the process of and contribute to the strategy formulation of an organization you will work for in the future.

Learning Objectives

• The course is designed to help students obtain the following professional competences: - ability to perform professional tasks based on advanced knowledge of economic, organizational and management theory, innovative approaches, generalization and critical analysis of management practices; - ability to make informed organizational and managerial decisions, ensure their implementation in a complex and dynamic environment; - ability to apply appropriate methods and techniques for research projects in the international business area; - ablity to identify main risks and business opportunities in the global economy; - ability to find and evaluate new market opportunities.

Expected Learning Outcomes

• Understand how to apply analytical frameworks in strategy, including SWOT. Grasp key strategic thinking techniques.
• Analyse the broad macro-environment of organisations in terms of political, economic, social, technological, ecological and legal factors (PESTEL). Recognise the influence of non-market factors as well as market factors on organisational strategy.
• Define industries and use Porter's competitive Five Forces framework to analyse industries or sectors. On the basis of the five competitive forces, define industry attractiveness and identify how the forces can be managed. Understand different industry types and how industries develop and change in industry life cycles.
• Identify organisational resources and capabilities and how these relate to the strategies of organisations. Analyse how resources and capabilities might provide sustainable competitive advantage on the basis of their VRIO characteristics. Consider how resources and capabilities can be developed based on dynamic capabilities.
• Relate organisational values to an organisation's organisational purpose. Undertake stakeholder analysis in order to identify the poweand attention of different stakeholder groups.
• Analyse the influence of an organisation 's culture on its strategy. Recognise organisational identity claims, as distinct from actual organisational culture. Identify organisations that may be experiencing symptoms of strategic drift.
• Assess business strategy in terms of the generic competitive strategies of cost leadership, differentiation and focus. Understand the logic of hybrid strategies. Identify and apply business model components: value creation, configuration and capture.
• Identify alternative strategy options, including market penetration, product development, market development and diversification. Distinguish between different diversification strategies (related, unrelated and conglomerate diversification) and evaluate diversification drivers. Assess the relative benefits of vertical integration and outsourcing. Analyse portfolios of business units and judge which to invest in and which to divest.
• Assess the internationalisation drivers and potential of different markets. Identify sources of competitive advantage in international strategy, through both exploitation of local factors and global sourcing. Understand the difference between global integration and local responsiveness and four main types of international strategy.
• Anticipate key issues facing entrepreneurs in opportunity recognition, in making choices during the entrepreneurial process and in various stages of growth, from start-up to exit. Identify and respond to key innovation dilemmas. Anticipate the diffusion (or spread) of innovations. Decide when being a first-mover innovator or a fast secondmover imitator is most appropriate in innovation, and how an incumbent organisation should respond to innovative challengers.
• Identify key strategic motives for mergers, acquisitions and/or alliances. Distinguish the key issues in successful management of different growth options. Understand how to choose between organic development, mergers and acquisitions and strategic alliances.
• Recognise the purpose of an organisation. Summarise the strategy of an organisation in a 'strategy statement'. Distinguish between corporate, business and functional strategies. Identify key issues for an organisation's strategy.

Course Contents

• Introducing Strategy. Working with Strategy.
• Macro-environment analysis. Industry and sector analysis.
• Resources and capabilities.
• Purpose and stakeholders. Culture and strategy.
• Business strategy and models.
• Corporate strategy.
• International strategy.
• Entrepreneurship and innovation.
• Mergers, acquisitions and alliances.

Assessment Elements

• Class case study
  Group work: case study solution
• Group Presentations
• End of course test
• Quizzes

Interim Assessment

• 2025/2026 1st module
  0.24 * Class case study + 0.28 * End of course test + 0.24 * Group Presentations + 0.24 * Quizzes

Bibliography

Recommended Core Bibliography

• Exploring strategy : text and cases, Johnson, G., 2017
• 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

• Contemporary strategy analysis, Grant, R.M., 2022

Authors

• Nefedov Konstantin Sergeevich