Like many of the other disciplines in business, strategic management has evolved since its first modern iteration in the 1950s. This module looks at how strategy is currently practiced in a wide variety of contexts from commercial and entrepreneurial to social and not-for-profit. The curriculum encourages exploration of and a critical approach to the key concepts that underpin strategic management and the tools managers use to analyse their environment, frame choices and put the resulting strategies into action.
You will work with a number of case studies in this module to help you engage with the material and gain an international perspective on strategic management. These include a number of international studies.
The impact of Ethics and CSR on strategy will be an important consideration in all the sessions and will be covered in specific sessions during the module. All of the resources are available through ELE (Exeter Learning Environment).
The team teaching the module have a wealth of experience outside academia – as board directors of companies, members of co-operatives, social enterprise leaders/chairs, consultants and analysts, which they bring to the classes and assignments. The team will invite guest speakers from industry to address the module.
You will develop a number of transferable skills including presenting ideas at board level, team-working, problem-solving, numeracy, research, writing reports and designing infographics. You will also have the opportunity to develop practical skills in the workshops which you may find useful for assessment-centre exercises, through activities such as role plays and case study analysis.
Full module specification
|Module title:||Strategic Management|
You must have taken (BEM1018 or BEM1019 or BEM1023 or BEM1028) and (BEM2020 or BEM2047 or BEM2007 or BEM2027 or BEA2005 or BEA2019)
|Duration of module:||
Duration (weeks) - term 1: |
11Duration (weeks) - term 2:
11Duration (weeks) - term 3:
The aims of this module are to:
- present the 21st century competitive/business landscape from a strategic management perspective and to assess how global and technological influences shape it
- develop your ability to analyse strategic issues from a number of broad functional perspectives
- study strategic competitiveness, competitive advantage, strategic intent and strategic mission, and evaluate their contribution to the strategic management process
- formulate strategies, provide implementation plans and evaluate cross-functional decisions that facilitate the achievement of organisational objectives
- develop an understanding of strategic management in different contexts, including commercial, not-for-profit and public sector, entrepreneurial, B2B, B2C and multi-national/global.
ILO: Module-specific skills
- 1. diagnose an organisations situation by critically analysing its external and internal environments;
- 2. apply a range of module theories and frameworks for describing and setting an organisations direction;
- 3. evaluate different strategic options using objective criteria to support and justify recommended decisions and use these skills in case study discussions to research real world organisations;
- 4. discuss how strategy is delivered and the implementation tools and techniques which are used in different contexts.
ILO: Discipline-specific skills
- 5. develop strategic analyses based on case material, desk research and research in the marketplace;
- 6. explain the difference between different types of problems and potential solutions.
ILO: Personal and key skills
- 7. demonstrate team working skills;
- 8. manage time efficiently in preparing for learning activities and to work independently within a limited time frame to complete a specified task.
Learning activities and teaching methods (given in hours of study time)
|Scheduled Learning and Teaching Activities||Guided independent study||Placement / study abroad|
Details of learning activities and teaching methods
|Category||Hours of study time||Description|
|Scheduled Learning and Teaching activity||20||Whole cohort lectures|
|Scheduled Learning and Teaching Activities||14||Small group workshop sessions|
|Scheduled Learning and Teaching||2||Small group boardroom presentations|
|Guided Independent Study||10||Video content and narrated resources online covering key concepts and details of assessments|
|Guided Independent Study||140||Assessment preparation|
|Guided Independent Study||110||Pre and post session reading|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Group Presentation||Summary slides||1-8||Verbal feedback in workshop|
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Assessment 1: MCQ Test||15||30 minutes and 20 questions||3-4, 6, 8||Automated online feedback|
|Assessment 2: Group Report (groups of 4-6)||30||5,000 words||1-8||Written tutor feedback|
|Assessment 3: Case Analysis||55||2,250 words||1-6, 8||Written tutor feedback|
Details of re-assessment (where required by referral or deferral)
|Original form of assessment||Form of re-assessment||ILOs re-assessed||Timescale for re-assessment|
|Assessment 1: MCQ Test||MCQ Test||3-4, 6, 8||August/September Reassessment Period|
|Assessment 2: Group Report||Individual Situation Report, 2000 words||1-6, 8||August/September Reassessment Period|
|Assessment 3: Case Analysis||Case Analysis 2,250 words||1-7||August/September Reassessment Period|
MCQ Test 15%; Individual Situation Report 30%; Case Analysis 55%.
The lectures and workshops will cover: the nature, process, content, context and purpose of strategy formulation; a study of the external environment and market based strategies; business, corporate and network level strategies; strategic capability and the resource-based view, organisational factors and competence based strategies; strategic methods including intrapreneurship, alliances, mergers and acquisitions; assessment of existing strategy and future strategic choices; strategic management of technology, new product development and innovation; organisational and international content; schools of strategy formation; putting strategy into action through the systems, structures and culture of the organisation; and a critical analysis of the strategy literature.
Indicative learning resources - Basic reading
Core text for the course:
Thompson, J L., Scott, J M., & Martin, F. (2020).Strategic Management: Awareness and Change. Cengage (9th Edition). London: Cengage.
Hill, C., Schilling, M., & Jones, G. (2020). Strategic Management, An Integrated Approach – Theory and Cases. Boston: Cengage.
Mintzberg, H., Ahlstrand, B. and Lampel, J.B. (2008) Strategy Safari. London: Financial Times.
De Wit, B. (2020) Strategy: An International Perspective (7th Edition). Andover: Cengage
Web-based and electronic resources:
- ELE based online pre-recorded lectures, links to internet resources and other resources
Various journal articles – some compulsory, some optional from a variety of relevant publications including Harvard Business Review, Long Range Planning, Strategic Management Journal etc.
Case studies which will require in-depth analysis for workshop activities
Module has an active ELE page?
Last revision date