Teun Wolters, Alexander Bauer
Email address :
Bachelor Degree or equivalent managerial working experience
Organizations need to define their goals while taking into account the circumstances under which they operate. Nowadays companies have to contemplate how to operate and face the reality of today’s turbulent markets. They rethink their operations because of changes in terms of growing competition in markets and sales channels while customers are getting more critical, regulation is changing, governments are reformulating their policies, and globalization is being felt everywhere. Information technologies are becoming more and more integrated into the way companies are doing business and are continuously changing the implications of time and place of doing business. New ways of economic collaboration have to be considered, such as take-overs, strategic alliances, outsourcing and offshoring. Therefore, which course companies should pursue is far from self-evident. This module answers questions like: Which strategies promise success on the long run? Does it make sense to develop elaborate plans in a hectic environment? How can you ‘sell’ a new strategy? How can you ensure that a new strategy is actually put into practice?
- Be able to identify the steps in a strategic planning process
- Be aware of and critically review the role of managers and strategic leaders in the strategymaking process
- Identify opportunities and threats through external analysis and make decisions on the organisation’s longer-term strategic needs and its short-term operational needs
- Recognize the internal sources of competitive advantage and analyse them in a concrete setting, both in terms of internal resources & capabilities
- Use tools, strategies and policies to achieve competitive advantage in a world-wide industry
- Understand and advise on the nature of corporate-level strategy and its specific features
- Be able to apply an agenda of strategic change
- Evaluate the relationship between strategy and organizational design
- Design basic business-level strategies in a global setting
- Create awareness of the importance of a knowledge culture and how to build up such a culture
- Be able to apply knowledge and theory to build up a global competitive strategy (considering internal networks and supply chains)
- Developing the competitive strategic process
- Strategy making in an unpredictable world
- Intended and emerging strategies
- Governing stakeholders
- Mission, vision, values, major goals, ethical dilemmas
- Identifying opportunities and threats through external analysis
- Identifying internal strengths and weaknesses (internal assets and capabilities, quality, reliability, innovation, the value chain)
- Choosing a global strategy
- Corporate-level strategy
- Positioning for competitive business-level advantage
- Strategic Change (through internal new ventures, organizational design
- Discussion of strategic cases at business and corporate leve
Instruction / Study Load :
- 36 Lesson hours
- 104 Hours of preparation, research, assignments, literature etc. *
Total 140 Hours
* Note: Research preparation and academic paper writing of 3000 words may take between 15 - 20
IBA Final Qualification Mapping:
Mapped with numbers: 5, 12, 14, 15, 20, 21, 25 and 26. See the EEG for further reference.
- Classroom lecturing
- Case study discussions
- Feedback and presentation sessions
- Video and film
- Discussion sessions
- Research Papers
- Management Games & Simulations
Module / Lecture and seminar status:
Testing and assessment:
Note: This is a Semester 2 Module 2 Assignments: Assignment 1 - Group Case Study Project- Analysis and Comparison Assignment 2 – Individual Paper See the section “Assessment” for details and the EEG for further reference.
- Hill C.W.L. and Jones G.R. (2011). Essentials of Strategic Management, Third Edition. International Edition. South-Western Cengage Learning Inc. Paperback. 400 pages. ISBN10 111152520X; ISBN13 9781111525200
- Spulber D.F. (2007). Global Competitive Strategy. Hardcover. Cambridge: Cambridge University Press. New Title. 290 pages. ISBN10 0521880815; ISBN13 9780521880817
Recommended literature :
- Hamel G. and Prahalad C.K. (2011). Strategic Intent, Boston: Harvard Business School Press. 97 mini pages. This is a reprint of an article. ISBN10 142213654; ISBN13 9781422136546
- Grant R.M. (1991). The Resource-Based Theory of Competitive Advantage. Implications for Strategy Formulation, California Management Review, 3 (3), 114-135
- Cochran D.S., David F.R. and Gibson C.K. (2008), A framework for developing an effective mission statement, Journal of Business Strategies, 25 (2), 28-39.
- Tegarden L.F., Sarason J., Childers J.S. and Hatfield D.E. (2005). The engagement of employees in the strategy process and firm performance: the role of strategic goals and environment, Journal of Business Strategies, 22 (2), 75-99.
- Muller A. and Kräussl R. (2011). Doing good deeds in times of need: a strategic perspective on corporate disaster donations, Strategic Management Journal, 32 (9), 911–929.
- Harris L. and Rae A. (2010). The online connection: transforming marketing strategy for small businesses, Journal of Business Strategy, 31 (2), 4-12.
- Hülsmann M., Grapp J. and Li Y. (2008). Strategic adaptivity in global supply chains – Competitive advantage by autonomous cooperation. International Journal of Production Economics, Special Issue: Manufacturing Systems – Strategy & Design, 114 (1), 14-26.
- Paulraj, A. (2011). Understanding the relationship between internal resources and capabilities, sustainable supply management and organizational sustainability. Journal of Supply Chain Management, 47 (1), 19-37.
- Porter M.E. (2003). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Paperback. New York: Free Press. 416 pages ISBN-13: 978-1-4241-2116-0.
- Earl, M. (2001). Knowledge Management Strategies: Toward a Taxonomy. Journal of Management Information Systems, 18(1), 2001, pp. 215-233.
- Hauschild S., Licht T. and Stein W. (2001). Creating a knowledge culture. The McKinsey Quarterly, 1, 74-81.
- Patzelt H. and Shepherd D.A. (2010). Recognizing Opportunities for Sustainable Development. Entrepreneurship Theory and Practice, July, 631-651.
- Ussahawanitchakit P. (2011). Strategic leadership, organizational learning, organizational innovation, and performance: evidence form electronics businesses in Thailand. Journal of Academic Business and Economics, 11 (2), 1-12.