This course aims to introduce a plurality of perspectives in strategic thinking and action. Strategy as plan, position, perspective and pattern capture the diversity of perspectives that are essential to grasp in managerial practice.
Strategic Management (MGMT 510)
Programs\Type | Required | Core Elective | Area Elective |
MBA - Non Thesis | * | ||
MBA - Non Thesis | * | ||
Professional MBA - Non Thesis | * |
CONTENT
OBJECTIVE
This course will focus on two main questions:
1. What allows certain firms in certain industries to succeed ? that is, earn positive economic profits ? while other firms fail?
2. Why can certain firms sustain their economic profits over long periods of time, while for other firms these profits quickly disappear?
LEARNING OUTCOMES
- Upon successful completion of this course, students should be able to: ? Develop a capacity to think strategically about a company, its present business position, its long-term direction, its resources and competitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage. ? Build skills in conducting strategic analysis in a variety of industries and competitive situations ? Provide a stronger understanding of the competitive challenges of a global market environment. ? Define the managerial tasks associated with implementing and executing company strategies ? Identify the exemplary ethical principles, non-market strategies, the role of sound personal and company values, and socially responsible management practices.
PROGRAMME OUTCOMES
1. Develop the ability to use critical, analytical, and reflective thinking and reasoning 5
2. Reflect on social and ethical responsibilities in his/her professional life. 5
3. Gain experience and confidence in the dissemination of project/research outputs 5
4. Work responsibly and creatively as an individual or as a member or leader of a team and in multidisciplinary environments. 5
5. Communicate effectively by oral, written, graphical and technological means and have competency in English. 5
6. Independently reach and acquire information, and develop appreciation of the need for continuously learning and updating. 5
1. Develop, interpret and use statistical analyses in decision making. 5
1. Demonstrate an understanding of main functional areas of management. 5
2. Develop the ability to integrate and apply business knowledge in novel situations. 5
3. Understand the global and local business context and incorporate cultural context and complexities into their managerial practice. 5
1. Identify and diagnose business problems and opportunities accurately and effectively across a wide range of business domains (accounting, financial management, operations, marketing, strategy, and organizational design), in global and local contexts.
2. Incorporate Cultural Context and Complexities in Their Managerial practice.
3. Assess the performance of an organization in a wide range of business domains, using a range of performance criteria
4. Take leadership in collaborating with others in situations characterized by differing interests, diverse perspectives and skills, in order to create working environments characterized by a sense of mission, shared values, and high levels of commitment and motivation.
5. Identify, select, and justify strategies and courses of action at the divisional, business, and corporate levels of analysis and to develop effective plans for the implementation of selected strategies across a wide range of business domains and levels.
Update Date:
ASSESSMENT METHODS and CRITERIA
Percentage (%) | |
Final | 40 |
Participation | 35 |
Presentation | 25 |
RECOMENDED or REQUIRED READINGS
Textbook |
Gaining and Sustaining Competitive Advantage (3rd Edition) by Jay B. Barney |
Readings |
Collis, D.J., and Rukstad, M.G. "Can you say what your strategy is?" Harvard Business Review (86:4), April 2008. Porter, M.E. "The five competitive forces that shape strategy," Harvard Business Review (86:1), January 2008. Collis, D.J., and Montgomery, C.A. "Competing on resources," Harvard Business Review (86:7-8), Jul-Aug 2008. Porter, M. ?What is Strategy?? Harvard Business Review, (74:6), Nov/Dec 1996 Campbell, A., Goold, M., and Alexander, M. "Corporate-Strategy - The Quest For Parenting Advantage," Harvard Business Review (73:2), Mar-Apr 1995 Khanna, T., ve Palepu, K. ?Strategies That Fit Emerging Markets?. Harvard Business Review, 83(6), 63-76, June 2005. Khanna, T., ve Palepu, K. ?Emerging Giants: Building World-Class Companies in Developing Countries?. Harvard Business Review, 84(10), 60-69., October 2006. D.C. J. W. Hambrick & Fredrickson, S. ?Are you sure you have a strategy??; Academy of Management Executive, 2005 |
Cases | Matching Dell Doğuş Group: Weighing Partners for Garanti Bank Southwest Airlines, 1993 (A) Danaher Corporation House of Tata: Acquiring a Global Footprint GE?s Two Decade Transformation: Jack Welch?s Leadership |