STRATEGIC MANAGEMENT

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN225379
Module Leader Thomas Peschken
School School of Computing, Engineering and Built Environment
Subject GCU London
Trimesters
  • A (September start)
  • B (January start)
  • C (May start)

Summary of Content

The module explores the process of formulating and implementing strategy for a range of organisational forms, building on and making sense of the student's practical experiences and synthesis of practice and theory. The context, constraints, and environmental issues are examined to provide an understanding of the nature and boundaries of the construction and development of strategies and strategic management. Prescriptive and emergent perspectives, from a foundation of resource or value school, and positioning or environment school are adopted, incorporating an understanding of value and value creation, culture, dynamic capabilities, innovation, ethics, the environment (general, specific and internal), and the configuration of organisations. The second half of the module examines the themes associated with implementing strategy and in particular the concept and practice of responsible management and managing change. Students on the module develop the research and analytical type abilities to reflect on how external and internal factors might influence strategic decisions, and how these might contribute to an organisation's effectiveness in an increasingly dynamic and hypercompetitive environment. Such abilities then are applied to the practical issues associated with sustainable and responsible management, implementation and navigating the implementation and action process. Students develop an understanding of the complexity and integrative nature of the strategy process and implementation.

Syllabus

-360 - The individual as an "actor" in the strategy process. Perspectives, roles, experience and craft. - Evolution of strategic thinking, strategic management and paradigms of strategic thought. Approach to learning and the use of case pedagogy - Introduction to strategy and the strategic process. Theoretical perspectives on strategy process: Emergent vs. prescriptive views - The Resource Based View and Dynamic Capabilities Vs The Positioning view and the environment - Gaining advantage, options, perspectives, and contexts - Determining Strategic Direction (fit, harmony, and linkages) - Contemporary issues of strategy in action - ethics or CSR, sustainability and responsible management - Contemporary issues of strategy in action - survival, turnaround and agility - Guest speakers for strategy in context. Reflective and reflexive practice. - Implementing strategy: Change management - Implementing strategy: Organisational learning - Implementing strategy: Organisational structure and culture - Pulling it all together, reflection and future agendas

Learning Outcomes

On successful completion of the module the student should be able to:-1. Apply relevant conceptual frameworks and tools for the interrogation and development of strategy in a variety or organisational settings. CW12. Synthesise and evaluate appropriate strategic options for the exploitation, management and implementation of new business value for organizations in different contexts. CW1 & CW23. Critically assess contemporary issues associated with the strategy process, responsible management, managing change and implementation. CW1 & CW2

Teaching / Learning Strategy

Learning and teaching will be carried out mainly in lecturers and seminars, complemented by guided independent research and reading. Central to the learning process shall be a tripartite approach adopting case study method, problem based learning and active learning. Central to the pedagogy will be the use of reflexivity and sensemaking of the student's practical experience. Learning diaries shall be developed by students, reflective and reflexive exercises shall be employed and critical perspectives of the "self" and career experience to date shall be used as the start and end points of the learning journey. However, as the module is delivered at level M there shall be a requirement for significant independent and directed learning and also web supported activities. Lectures may include a small number of external speakers as supplementary to the core course materials and will provide the framework for the syllabus. At this time, attention shall be drawn to salient issues and pre and post reading highlighted. Seminars adopt a problem-based approach, built around action research and an integrative case study. The case study will in the initial stages encourage professional reflection on experience and in the later stages pose opportunities for creative thinking, innovation and strategic decision making. In addition to the allocated case work, students shall work together on a week by week basis to build a case study. This particular work can illustrate research and analytical talents and sensemaking and conceptualisation. The materials used to support the process shall include the critical type analysis of published papers, current news issues, company developments and document analysis. Student-centred applied learning is facilitated through directed research, building the case study, presentations and discussion of findings in seminars. In addition, the use of Internet based technologies shall support the students learning. Group work and the formation of learning sets shall be encouraged and supported by the form in which materials are issued and independent and directed work is structured. Personal reflection and awareness of the "self" will form the start and end points of the process. Students apply strategy tools to an organisation and corresponding competitive setting that is relevant to their context and/or pathway specialisation through different scenarios.

Indicative Reading

Core text CAMPBELL, D., EDGAR, D. & STONEHOUSE, G., 2011. Business Strategy: An introduction , 3 rd ed., Basingstoke: Palgrave McMillan Indicative Reading ANGWIN, D.N., CUMMINGS, S., 2017. The Strategy Pathfinder: Core Concepts and Live Cases , 3 rd ed., Chichester: John Wiley & Sons. ARGYRIS, C., 1999. On Organizational Learning , 2 nd ed., Oxford: Blackwell CAPON C., 2009. Understanding Organisational Context: inside and outside organisatons . 3 rd ed., Harlow: FT Prentice-Hall CHESBROUGH, H., 2003. Open Innovation , Harvard: Harvard Business School Press DAVILA, T., EPSTEIN, M. J. & SHELTON, R., 2012. Making Innovation Work- How to manage it, measure it and profit from it , Harlow: Pearson FT DEWIT, B., 2017. Strategy: An International Perspective , 6 th ed., Cengage EMEA, Andover DRUCKER, P., 2007. Innovation and Entrepreneurship: Classic Collection. 2 nd ed., Butterworth-Heinemann, Oxford, UK. FITZROY, P., HULBERT, J.M., & O'SHANNASSY, T., 2016. Strategy Innovation and Change: Challenge of Creating Value , 3 rd ed., Routledge, London GALAVAN, R., MURRAY, J., & MARKIDES, C., 2008. Strategy, Innovation, and Change: Challenges for Management , Oxford University Press, Oxford. GRANT, R.M., 2015. Contemporary Strategy Analysis: Text and Cases Edition , 9 th ed., Chichester: John Wiley & Sons JOHNSON G., WHITTNGTON, R., SCHOLES, K., ANGWIN, D. & REGNER, P., 2017. Exploring Corporate Strategy: Text and Cases . 11 th ed., London: Pearson KAY, J. A., 2007. Foundations of Corporate Success: How Business Strategies Add Value. Oxford: Oxford University Press MACLENNAN, A., 2010. Strategy Execution: Translating Strategy into Acton in Complex Organizations , London: Routledge MALERBA, F., 2004. Sectoral Systems of Innovation , Cambridge: Cambridge University Press SMITH, D., 2015 . Exploring Innovation , 3 rd ed., Maidenhead: McGraw-Hill. TEECE, D., 2011 . Dynamic Capabilities and Strategic Management , Oxford University Press, Oxford Journals : Strategic Management Journal Long Range Planning, Academic of Management Journal Research Policy Technovation Innovation and Industry Services Industry Journal Harvard Business Review. Sloan Management Review

Transferrable Skills

Students studying this module shall further develop: -360 - Self-management (through conduct of directed learning activities). - Research (through directed learning; individual and team investigative work; and practical document and policy analysis sessions). - Reflective, analytical, and problem-solving (through analysis and discussion of published papers, case studies and research-based coursework). - Evaluative, interpersonal communication, presentation and team working (through directed individual and team based research and presentation of findings in seminars). - Practical and academic writing (through the reflective research based coursework). - Reflexivity and Self Awareness

Module Structure

Activity Total Hours
Seminars (FT) 36.00
Independent Learning (FT) 72.00
Assessment (FT) 40.00
Tutorials (FT) 2.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 60.00 45% Scenario Planning Exercise
Course Work 02 n/a 40.00 45% Report - Critical review, theoretical analysis, and pragmatic realism of implementation issues associated with the proposed scenarios determined in CW1.