Like many of the other disciplines in business, strategic management has evolved since its first modern iteration in the 1950s and 60s. 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, such as music streaming website Spotify’s growth strategy, analysing strategies in the global confectionery industry, and the partnership between Vodafone and Kenyan mobile network Safaricom.
The impact of Ethics and CSR on strategy is covered in specific sessions during the module. All of the resources are available through ELE (Exeter Learning Environment).
Previously, our guest speakers have included the general manager of the flagship Harvey Nichols store in London and the Head of Strategy from Royal Mail and a former McKinsey consultant who spoke about presenting to the board. The team teaching on the module have a wealth of experience outside academia – as main board directors of companies, consultants and City analysts, which they bring to the classes and assignments. There are also live case studies used during the module based on research carried out by members of the team.
You will develop a number of transferable skills including presenting ideas at board level, team-working, problem-solving, numeracy, research, and report writing. You will also have the opportunity to develop practical skills in the tutorials which you may find useful for assessment-centre exercises, through activities such as role plays and case study analysis. In addition the module will also develop your professional networking and discussion skills via an assignment based around social media site, LinkedIn.
Full module specification
|Module title:||Strategic Management|
One of BEM1016 or BEM1018 or BEM1019, or BEA1005 and one of BEM2020, or BEM2007, or BEA2019 and BEA2020 (BEA2001), or BEM2027 (BEA2005).
|Duration of module:||
Duration (weeks) - term 1: |
11Duration (weeks) - term 2:
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. recognise the different models of, and approaches to, strategic management, and interpret these as bases of strategic choice
- 2. demonstrate a critical knowledge of selected strategy literature
- 3. analyse an organisations competitive environment, evaluate competitive positions, and identify core competences
- 4. assess strategic choices through the application of appropriate strategic models
- 5. establish evaluation processes of strategic decisions
- 6. evaluate issues arising from putting strategy into action
ILO: Discipline-specific skills
- 7. analyse an organisation's environment and evidence an awareness of strategy.
ILO: Personal and key skills
- 8. present and defend strategic analyses based on case material, desk research and research in the marketplace
- 9. document strategic recommendations in written reports
- 10. feedback on others strategic analyses in a constructive manner
- 11. contribute to communities of practice via social networking sites
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|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Workshops requiring preparation||9 x 2 hour workshops||1-8, 10||Verbal and peer feedback in workshop|
|Project proposal for group work||1 side of A4||1-5, 8, 10||Written feedback from lecturer/tutor|
|Contribution to forum discussions on LinkedIn||2 substantive posts and responses to 2 other posts||1,2,7,10,11||Peer and tutor feedback in forum|
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|
|Essay||20||1,500 words||1,2,7,10,11||Written/oral feedback from tutor|
|Group (groups of 5-7 students) case study presentation and report||40||3,500 words and 15 minute presentation (per group of students)||1,3, 4, 5, 6, 7, 8, 9, 10||Comments on paper, feedback to group from lecturer and also peerComments on paper, feedback to group from lecturer and also peers in workshop groups in workshop group|
|Examination||40||1.5 hours||3, 4, 5, 6, 7||As requested|
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|
|Exam||Individual Exam||3,4,5,6,7||August Examination Period|
|Group case study, presentation and report||Individual presentation and report||1, 3, 4, 5, 6, 7, 8, 9||August Examination Period|
|Essay||Individual Essay||1, 2, 7, 10, 11||August/ September|
Although the group work cannot be recreated for referral or deferral candidates, the re-assessment will still cover the key ILOs and the assessors reserve the right to conduct a viva for the presentation and report element, should the need arise.
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, A.A., Strickland, A.J. III., Gamble, J.E., Peteraf, M., Janes, A., and Sutton, C. (2013) Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, 1st European Edition: London: McGraw-Hill, Irwin.
Mintzberg, H., Ahlstrand, B. and Lampel, J.B. (2008) Strategy Safari, London: Financial Times.
De Wit, B. and Meyer, R. (2010) Strategy Synthesis, Andover: Cengage.
Module has an active ELE page?
Indicative learning resources - Web based and electronic resources
- ELE based discussion forums, 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
Indicative learning resources - Other resources
LinkedIn forum discussions which will be used in producing an essay on one of the key current debates in strategy.
Last revision date