Case Studies in Strategic Management - MAN00066M

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Module will run

Occurrence	Teaching period
A	Semester 2 2023-24

Module aims

This module is concerned with the strategic management process. Corporate complexity and market uncertainty result in ambiguous and political processes. Many of the concepts, frameworks and tools that are proffered for strategic managers appear straightforward in theory, but can be difficult to apply in practice. This may be for two reasons: First, theories are abstractions used to capture a complex world and inevitably have limiting assumptions; Second, because at its heart strategy is a social process, which can be difficult to quantify or to analyse objectively. The module starts from the premise that it is these social processes that underpin economic performance.

This module aims to develop an in-depth knowledge of strategic management and to integrate knowledge from previous learning and experience to identify and address strategic concerns of firms. Key themes include strategic leadership, social responsibility and ethics, the context of strategic management, competitive analysis, strategy in the multi-business firm, disruptive innovation, transformation and renewal and strategic resilience. Themes are based around case studies in strategic management.

The case studies in strategic management that students will examine, provide a technology for application of theory and analysis, providing a proxy for practical decision making and problem solving. The case method provides an opportunity for students to deal with ambiguity. The module aims to develop important employability skills in persuasive argumentation, critical thinking, problem definition, problem solving, analysis and application and evaluative and integrative thinking.

Module learning outcomes

Academic and graduate skills

The ability to manage and synthesise relevant information about firms explicitly and rigorously

Broad, integrative thinking;

• The ability to use management concepts to produce persuasive conclusions

• Ability to apply theories and models to new environments and contexts

• Ability to evaluate and critique business theories and models

• Ability to analyse complex business situations

Other learning outcomes (if applicable)

• Skills of argument development and persuasion

• Group working and presentation skills

• The ability to communicate analyses and conclusions clearly and persuasively

Module content

Subject content

• The nature and source of competitive advantage and the fundamental drivers of strategic performance;

• Business level and multi-business level strategy, organisational design, synergy, and responsiveness

• The complexity of strategic management, including organisational purpose, the business environment, competitive analysis, and the firm

• Key concepts associated with strategic management processes for formulating and implementing strategy, providing different perspectives for managing strategically;

• The current issues being faced by strategic managers, including knowledge, information and technology management, strategic management of social responsibility, sustainability and business ethics

Indicative assessment

Task	% of module mark
Essay/coursework	60
Groupwork	40

Special assessment rules

None

Indicative reassessment

Task	% of module mark
Essay/coursework	100

Module feedback

Feedback will be given in accordance with the University Policy on feedback in the Guide to Assessment as well as in line with the School policy.

Indicative reading

Carter, C., Clegg, S.R. and Kornberger, M. (2008). Strategy, Theory and Practice, Sage, London

Grant, R. (2010). Contemporary Strategy Analysis. Wiley

Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008). The Strategy Safari. NY: Free Press.