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Case Studies in Strategic Management - MAN00066M

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  • Department: The York Management School
  • Module co-ordinator: Dr. Ali Naqvi
  • Credit value: 20 credits
  • Credit level: M
  • Academic year of delivery: 2022-23

Module will run

Occurrence Teaching cycle
A Spring Term 2022-23

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 technology for the 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


Task Length % of module mark
3,000 word open assessment
N/A 100

Special assessment rules



Task Length % of module mark
3,000 word open assessment
N/A 100

Module feedback

A comprehensive module assessment report is released to students after the spring term exam board (within six weeks of the assessment submission). Individual written feedback is made available to students at the same time.

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.

The information on this page is indicative of the module that is currently on offer. The University is constantly exploring ways to enhance and improve its degree programmes and therefore reserves the right to make variations to the content and method of delivery of modules, and to discontinue modules, if such action is reasonably considered to be necessary by the University. Where appropriate, the University will notify and consult with affected students in advance about any changes that are required in line with the University's policy on the Approval of Modifications to Existing Taught Programmes of Study.