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• Undergraduate study:
• Courses
• Order a prospectus
• How to apply
• Information for applicants
• Why choose Kingston University
• Disability and mental health support
• Accommodation
• Undergraduate fees
• Fees, funding and payments
• Access, participation and inclusion

Strategic Management

• Module code: BS6201
• Year: 2018/9
• Level: 6
• Credits: 30
• Pre-requisites: None
• Co-requisites: None

Summary

This module considers how organisations can grow and compete successfully. Students will develop an understanding of the environment and industry in which organisations operate, and an appreciation of how organisations use internal resources and competences for competitive advantage. The module examines the role of stakeholders and culture in an organisation, and the options an organisation has for its growth and development.

Aims

• To develop the intellectual skills commensurate with producing carefully researched strategic analysis
• To apply knowledge and critical thinking in the area of strategic management

Learning outcomes

On successful completion of the module, students will be able to:

• Research and synthesise information relating to an organisation's strategy
• Apply the major theories of strategic management to the analysis of organisations
• Identify and critically evaluate the strategic options available to organisations
• Understand organisations and the choices they are making
• Communicate their understanding to colleagues

Curriculum content

• Analysing the business and competitive environment
• Macro-environment (politicial, economic, social, technological, or PEST); competitive environment (Porter's Five Forces); strategic group analysis; competitive positioning; strategic fit
• Evaluating the strategic assets and capabilities of an organisation
• Value chain; value system/network;  resource and capabilities audit; threshold and core competences; threshold and unique resources; dynamic capabilities; strategic stretch
• Assessing the organisational context
• Stakeholders; corporate governance; business ethics; culture; organisational structure; parenting; mission, vision, values and objective
• Developing, evaluating and recommending strategic options
• Directions for growth (Ansoff matrix); methods of growth (mergers and acquisitions, organic growth, joint ventures); portfolio analysis; generic strategy; competitive strategy
• Short, medium and long term; barriers to implementation (force field analysis); milestones; change management (change kaleidoscope); functional strategy; measuring performance (balanced scorecard)

Teaching and learning strategy

Scheduled teaching and learning comprises a mix of lectures, interactive workshops, group work and independent learning. Case studies are a key learning vehicle for the module. Students are required to conduct group and individual research into organisations. Key skills are developed in the areas of team work, oral and written communication, research and referencing skills, data analysis and presentation. Workshops are used to develop analytical skills. Active participation is essential preparation for the written assignment and achievement of the learning outcomes.

Due to the experiential nature of the learning on this degree, and the importance of professional development enabling students to develop practical skills, learn from and interact with others, attendance is compulsory. Any students not attending a minimum of 80% of their timetabled sessions will be at risk of academic failure or termination from the course.

Breakdown of Teaching and Learning Hours

Assessment strategy

Summative assessment comprises three elements:

• Group case study report (worth 30% of the module mark)

Students will typically apply a range of strategy concepts in order to understand the dynamics and structure of a specific industry (maximum 5,000 word count, to be confirmed in the assignment brief)

• Individual case study report (worth 60% of the module mark)

Building on the industry analysis conducted in the group assignment, students will assess aspects of the strategic position of a specified firm in that industry (maximum 3,000 word count, to be confirmed in the assignment brief)

• Online test (worth 10% of the module mark)

Students are required to answer 40 questions in 30 minutes. The answers will be multiple choice, true/false, best answer

Preparation for, and participation in, workshop exercises will provide the opportunity for formative feedback.

Mapping of Learning Outcomes to Assessment Strategy (Indicative)

Elements of Assessment

Achieving a pass

It IS NOT a requirement that any major assessment category is passed separately in order to achieve an overall pass for the module.

Bibliography core texts

Johnson, G., Whittington, R. and Scholes, K. Fundamentals of Strategy. Harlow:  Financial Times/Prentice Hall.

Bibliography recommended reading

Barney, J. and Hesterly, W. Strategic Management and Competitive Advantage. New York: Pearson.

De Wit, B. and  Meyer, R. Strategy: Process, Content, Context.  Andover: Cenage Learning.

Grant, R. Contemporary Strategy Analysis.  Chichester: John Wiley & Sons.

Grant, R. and Jordan, J. Foundations of Strategy. Chichester: John Wiley & Sons.

Johnson, G., Scholes, K. and Whittington, R. Exploring Corporate Strategy. Harlow: Pearson Education.

Lynch, R. Strategic Management. Harlow: Pearson Education.

Mintzberg, H., Ahlstrand, B. and Lampel, J. Strategy Safari. Harlow: Pearson Education.

Mintzberg, H., Quinn, J. and Ghoshal, S. The Strategy Process. London: Financial Times/Prentice Hall.

Financial Times

The Economist

Strategic Management Journal (SMJ)

Academy of Management Review (AMR)

Academy of Management Journal (AMJ)

Harvard Business Review (HBR)

Business Strategy Review (BSR)