Universitat Internacional de Catalunya

Strategic Management

Strategic Management
6
10297
4
First semester
OB
Main language of instruction: Catalan

Other languages of instruction: English, Spanish,

Teaching staff


Dra. MAS MACHUCA, Marta - mmas@uic.es

By appointment sending an e.mail to carlosrey@uic.es

Introduction

In the event that the health authorities announce a new period of confinement due to the evolution of the health crisis caused by COVID-19, the teaching staff will promptly communicate how this may effect the teaching methodologies and activities as well as the assessment.


 

In this module we present the main paradigms of strategic management and give students the theoretical and practical knowledge to use different tools for strategic analysis and implementation.


Pre-course requirements

Knowledge of basic strategic management concepts: competitive advantage and market forces

Objectives

      • Acquire a general understanding of the concept of strategy, its main theories and trends.
      • Be able to use the main techniques in the discipline of strategic management.
      • Be able to discuss strategic matters with robustness and convincing arguments.

Competences/Learning outcomes of the degree programme

  • 13 - To be familiar with and understand the terms and processes of company management.
  • 36 - To interpret quantitative and qualitative data and apply mathematical and statistical tools to business processes.
  • 37 - To be able to apply managerial methods, tools and techniques.
  • 38 - To be able to connect the main variables (both formal and informal) which influence human behaviour in an organisation.
  • 39 - To acquire the ability to solve problems and make decisions based on relevant information, applying the appropriate methods and situating the problem within the organisation as a whole.
  • 50 - To acquire the ability to relate concepts, analyse and synthesise.
  • 54 - To be able to express one’s ideas and formulate arguments in a logical and coherent way, both verbally and in writing.
  • 56 - To be able to create arguments which are conducive to critical and self-critical thinking.
  • 59 - To skilfully use software and ICTs.
  • 63 - To be able to analyse business related behaviour and decisions and evaluate them from an economic, social and ethical point of view.
  • 67 - To be able to express oneself in other languages.

Learning outcomes of the subject

  • What strategy is
  • Types of strategy: design, cognitive and institutional
  • Main tools for strategic analysis
  • Competitive advantage
  • Strategy execution

Syllabus

  1. What is strategy?
    1. Towards a definition of strategy
    2. Key elements of a successful strategy
    3. Deliberate and emergent strategies
    4. Competitive advantage: cost and differentiation
    5. Strategic logics: analytical, institutional and systemic.
  2. Analytical strategy
    1. Characteristics of analytical strategy
    2. Contextual analysis: PEST
    3. Porter’s five forces analysis
    4. Resources, capabilities and value chain
  3. Institutional strategy
    1. Characteristics of institutional strategy
    2. Corporate culture: concepts and theories
    3. Analysis of corporate culture: artefacts, values and beliefs
    4. The purpose of the firm
  4. Systemic strategy
    1. Characteristics of systemic strategy
    2. Business model analysis and generation
    3. Systemic thinking tools and techniques
  5. Corporate strategy
    1. Diversification strategies
    2. Managing the multi-business firm
    3. Platforms & Collaborative economy
  6. Getting things done
    1. Decision Making
    2. Leadership styles
    3. Change management

Teaching and learning activities

In blended



  • Lectures
  • Exercises
  • Case studies
  • Presentations by ‘practitioners’ (CEOs / entrepreneurs)
  • Articles and their discussion
  • Business challenges, presentation and discussion

Evaluation systems and criteria

In blended



Evaluation

- 50%  final exam.

- 35% case discussion and class participation

- 10% Challenge /research work 

- 5%  article presentation

Bibliography and resources

Handbook         

 Grant, R. (2015). Contemporary strategy analysis: Concepts, techniques, applications. 9th ed. Wiley. (Text only)

 

Suggested books on strategy

-          Henderson, R. (2020). Reimagining Capitalism in a World on Fire. Hachette UK.

-          Mauborgne, R., & Kim, W. C. (2017). Blue ocean shift: Beyond competing-Proven steps to inspire confidence and seize new growth. Macmillan.

-         Reeves, M, Haanaes, K, Sinha J., (2015) Your strategy needs a strategy. HBR Press.

-          Lafley, Martin (2013) Playing to Win: How Strategy Really Works. Harvard Business review press.

-          Gunther McGrath, R. (2013) The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business Harvard Business review press.

-          Ricart, J.E., Llopis, J. y Pastoriza, E. (2012) Qué hacen los buenos directivos. Deusto, Barcelona.

-          Rumelt, R. (2011) Good Strategy Bad Strategy: The Difference and Why It Matters. Crown Business.

-          Hitt, M.A., Ireland, R.D., Hoskisson, R.E. (2010). Strategic Management: Concepts: Competitiveness and Globalization. South-Western College Pub, 9th ed.

-          Osterwalder, A. (2010) Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Wiley.

-          Moss Kanter, R. (2009). SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good. Crown Business.

 

 

Print version