Strategic Management

Module description

Summary:

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.

Additional Information:

Internationalisation

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 Uber’s growth strategy, analysing strategies in the global apparel industry, and the changes to the international hotel sector prompted by firms such as Airbnb.

Sustainability

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).

External Engagement

Previously, our guest speakers have included the general manager of the flagship Harvey Nichols store in London, the Head of Strategy from Royal Mail (a former McKinsey consultant), The CEO of the Cruise Line International Association, a Director of Kantar WorldPanel and the Managing Director of Amsafe, who spoke about presenting to the board. The team teaching the module have a wealth of experience outside academia – as main board directors of companies, consultants and analysts, which they bring to the classes and assignments.

Employability

You will develop a number of transferable skills including presenting ideas at board level, team-working, problem-solving, numeracy, research, writing reports and white papers 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
Module code:BEM3033
Module level:3
Academic year:2020/1
Module lecturers:
  • Mr Michael Mathews -
Module credit:30
ECTS value:

15

Pre-requisites:

You must have taken (BEM1018 or BEM1019 or BEM1016 or BEA1005) and (BEM2020 or BEM2007 or BEM2027 or BEA2005 or BEA2019)

 

Co-requisites:

None

Duration of module: Duration (weeks) - term 1:

12

Duration (weeks) - term 2:

11

Module aims

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 organisation’s situation by critically analysing its external and internal environments;
  • 2. apply a range of module theories and frameworks for describing and setting an organisation’s 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 complex but tractable problems and truly wicked or soft problems.

ILO: Personal and key skills

  • 7. reflect on prior learning, relating this to theory and developing plans to guide ongoing personal development;
  • 8. demonstrate team working skills;
  • 9. 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 ActivitiesGuided independent studyPlacement / study abroad
502500

Details of learning activities and teaching methods

CategoryHours of study timeDescription
Scheduled Learning & Teaching Activity24Whole cohort lectures
Scheduled Learning and Teaching Activities16Small group workshop sessions
Scheduled Learning and Teaching2Small group meetings with module staff
Guided Independent Study8Video content and narrated resources online covering key concepts and details of assessments
Guided Independent Study140Assessment preparation
Guided Independent Study110Pre and post session reading

Formative assessment

Form of assessmentSize of the assessment (eg length / duration)ILOs assessedFeedback method
Proposal for group work case study1 page A41-6, 8Written feedback by tutor team
Formative triage summarySummary slide1-6, 8Verbal feedback in workshop

Summative assessment (% of credit)

CourseworkWritten examsPractical exams
40600

Details of summative assessment

Form of assessment% of creditSize of the assessment (eg length / duration)ILOs assessedFeedback method
Triage report (group submission 4-6 students – linked to main submission below)5900 words equivalent1-6, 8Verbal feedback from peers and tutor in class plus written tutor feedback
Group report (groups of 4-6)203,500 words1-6, 8Written tutor feedback
Reflective essay151,000 words1-7Written tutor feedback
Exam (restricted note case exam)602 hours1-6, 9Written cohort feedback via ELE

Details of re-assessment (where required by referral or deferral)

Original form of assessmentForm of re-assessmentILOs re-assessedTimescale for re-assessment
Exam (restricted note case exam)Exam (60%)1-6, 8August/September Reassessment Period
Triage report & group reportIndividual Report (25%)1-6, 8August/September Reassessment Period
Reflective essayReflective essay (15%)1-7August/September Reassessment Period

Re-assessment notes

Individual report will count for 25%, the reflective essay 15% and the exam 60% of the module marks for reassessment – the group work ILO will not be formally assessed through the individual report, but will be captured within the revised reflective essay

Syllabus plan

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

Basic reading:

Core text for the course:

Thompson, A. Strickland, L., Janes, A., Sutton, C. Peteraf, M., and Gamble, J. (2017) Crafting and Executing Strategy: The quest for Competitive Advantage, 2nd International edition, McGraw-Hill, London.

Supplementary reading:

Mintzberg, H., Ahlstrand, B. and Lampel, J.B. (2008) Strategy Safari, London: Financial Times.

De Wit, B. and Meyer, R. (2014) Strategy: An international perspective, Andover: Cengage

Module has an active ELE page?

Yes

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

 

Origin date

01/09/2010

Last revision date

28/05/2020