Universitat Internacional de Catalunya

Strategic Management

Strategic Management
First semester
Main language of instruction: Spanish

Other languages of instruction: Catalan, English

If the student is enrolled for the English track then classes for that subject will be taught in the same language.

Teaching staff

Mondays after class and by appointment sending an e.mail to nvila@uic.es

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



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


      • 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.


  • 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

  • What strategy is
  • Types of strategy
  • Competitive advantage
  • Main tools for strategic analysis
  • Strategy development
  • Strategy implementation


  1. What is strategy?
    1. Towards a definition of strategy
    2. Types of strategy
    3. Competitive advantage
    4. Successful strategy
  1. Environmental Scanning and Industry Analysis
    1. Contextual analysis: PESTLE
    2. Legal and ethical concerns in strategic management
    3. Porter’s five forces analysis
    4. Surveys
  1. Internal Scanning: Organizational Analysis
    1. Resources
    2. Capabilities
      1. VRIO framework
    3. Products/Services
      1. VRIO framework
      2. BCG matrix
    4. Surveys
  1. SWOT Analysis

  1. Business Strategy Formulation
    1. Steps of strategy formulation
    2. Strategy formulation process
      1. TOWS analysis
      2. Creativity
    3. Approaches to assessing strategy options
      1. Decision support systems
  1. Business Strategy Implementation
    1. Strategy implementation and control
      1. A change management model: the 8Cs
      2. Strategy disclosure to all employees
      3. Leadership
      4. Coaching
        1. Realize the benefits of coaching
        2. Manager Personal strategy
        3. Manager Team strategy
        4. Coaching Model – Dual and Non-dual approaches
  1. The SIA Model for strategy development
    1. Strategic logics & the practice of strategy
    2. Institutional strategy (business principles)
    3. Systemic strategy (business model)
  1.    Real Business Challenge Group Project
    1. Provide several strategies to address a current business challenge
    2. Present the analysis and strategies to the business representative

Teaching and learning activities

In person

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

Evaluation systems and criteria

In person

  • Final Grade:

    • 5% Monday October 25th - Guest speaker answers
    • 15% Class exercises (Neus 2 exercises - Carlos 1 case)
    • 5% Thursday October 21st - Strategy implementation coaching video – student biz
    • 15% Monday October 25th - Strategy design and implementation report – student biz
    • 25% Business Challenge in group (50% presentation – 50% report)
      • Thursday November 11th  noon to 14h: Business Challenges Presentation by Businesses representatives
      • Monday November 29th, noon to 14h: Business Challenge Presentations to the Business Representatives. Submission of the final report.
    • 35% Final Exam. Minimum 5/10 for the continuous evaluation to be counted.


    2n evaluation, the student has to get a passing grade (5/10) to all the below assessments:

    • 15% - Strategy implementation coaching video – student biz
    • 35% - Strategy design and implementation report – student biz
    • 50% Resit exam


    IMPORTANT NOTE: NO LATE SUBMISSIONS ACCEPTED, be Responsible and organize your work so that all submissions are made on time.



Bibliography and resources


 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.