ministerul educației naționale și cercetării...

Ministerul Educației Naționale și Cercetării Științifice

Universitatea ―Lucian Blaga‖ din Sibiu

Facultatea de Științe Economice

DISCIPLINE SYLLABUS

1. Program Information

1.1 Higher-Education Institution ―Lucian Blaga‖ University of Sibiu

1.2 Faculty Economic Sciences

1.3 Department Management, Marketing and Business Administration

1.4 Study Domain Management

1.5 Study Level Master

1.6 Study Program / Qualification Business Management

2. Discipline Information

2.1 Discipline name Strategy and Strategic Management

2.2 Course Teacher Professor Ph.D. Claudia Ogrean

2.3 Seminar Teacher Professor Ph.D. Claudia Ogrean

2.4 Year

of Study II

2.5

Semester II

2.6 Evaluation

Type E

2.7 Discipline

Type C

3. Estimated Total Time (hours/semester for teaching activities)

3.1 Hours/Week 3 Out of which:

3.2 course 2 3.3 seminar/laboratory 1

3.4 Total hours from learning plan 42 Out of which:

3.5 course 28 3.6 seminar/laboratory 14

Learning time schedule Hours

Learning by using course materials, references and personal notes 18

Additional learning by using library facilities, electronic databases and on-site information 20

Preparing seminars/laboratories, homework, portfolios and essays 25

Tutorial activities 14

Exams 11

Other activities .................................. 20

3.7 Total individual study hours 108

3.9 Total hours per semester 150

3.10 ECTS 6

4. Preconditions (if needed)

4.1 curriculum Managerial economics

4.2 competences Knowing and understanding of the basic concepts in

Management

5. Conditions (if needed) 5.1. course related Videoprojector & laptop

5.2. seminar/laboratory related Videoprojector & laptop




6. Developed competences

7. Course objectives (resulted from developed competencies)

Pro

fess

ion

al

Identifying, describing and explaining the main concepts, categories and theories of Strategy and

Strategic Management – in order to use them in specific contexts;

Applying the most appropriate tools to solve Strategy & Strategic Management related problems

– strategic competitiveness, sustainable competitive advantage, co-evolution with the

environment;

Explaining and interpreting the relationships between the different systems, domains, processes

and relations of an organization – through the lens of their interconnections with the Strategic

management process and the organization’s Strategic System;

Applying the most appropriate tools to optimize the strategic process within the organization – as

regards strategy analysis, formulation, implementation and evaluation;

Identifying, explaining and interpreting of the social, economic and environmental impacts

associated with the strategic management of the organization;

Applying the most appropriate tools to analyze the functioning of the entire company/

organization within the framework of strategic management;

Describing the constructs, theories and methodologies for database strategic management;

Explaining and interpreting quantitative and qualitative information extracted from databases in

order to anticipate and project future developments, able to impact the strategic trajectory of the

company;

Applying the most appropriate tools to analyze and interpret the data resulted from scanning the

environment, monitoring the environment and strategic intelligence – in order to develop the

most appropriate strategic system and the best fitted strategies to connect the organization with

its environment.

Tra

nsv

ersa

l

Applying the ethical principles, standards and values in students’ work;

Identifying roles and responsibilities in a multi-specialized team and applying networking and

effective work techniques within the team;

Identifying training opportunities and effective use of resources and learning techniques for

personal and professional development;

Working with Strategic Management specific vocabulary in English.

7.1 Main course objective For students to know what strategy and strategic management are,

why they are crucial for any kind of organization and how can they

determine a company’s (sustainable) competitiveness.

7.2 Specific course objectives

Understanding the strategic management process and the key-role

of strategy within it;

Developing the ability to work in teams and to lead working teams

in order to elaborate – formulate – implement – control and

evaluate a company’s strategy;

The acquisition and developing of knowledge and skills enabling

creative and critical thinking, fast and timely decisions, and

proactive behaviours;

Gaining of the necessary knowledge, and the main abilities and

competencies needed in order to perform a strategic audit.




8. Content

8.1 Course Teaching methods Observation

Part 1: Strategy Analysis

Introducing Strategy

What is strategy and why is it important?

The characteristics of strategic decisions

Levels of strategy

The vocabulary of strategy

The strategy process

Explaining /

Lecturing

Demonstrating

(through examples)

Exposing

Debate

Class participation

2 hours

The nature of Strategic Management

What is SM? – definition, key attributes & Key terms

The SM process / model

Benefits of SM

Why some firms do no strategic planning

Pitfalls in strategic planning

The role of corporate governance and stakeholder

management

The strategic management perspective: an imperative

throughout the organization

2 hours

The External Assessment

What is the external environment?

– Why does it matter?

– Creating the Environmentally Aware

Organization

The general environment:

– PESTEL framework

The competitive/ industry / task environment – Porter 5 forces model

– Industry dynamics

– Strategic groups

Performing the external audit – EFE (EFAS) & CPM

4 hours

The Internal Assessment

Components of Internal Analysis Leading to

Competitive Advantage and Strategic

Competitiveness – Resources

– Capabilities

– Core competencies

The Resource-Based View (RBW) of the firm – VRIO Framework

– Sustaining competitive advantage

– Dynamic capabilities

The value chain perspective (VCP) and analysis -

Porter – Primary activities & Support activities; the

―prosumer‖ concept

– Benchmarking & Outsourcing

The nature of the internal audit – Identifying strengths and weaknesses in the

4 hours




functional areas of business; strategy and

(organizational) culture

– IFE matrix

Part 2: Strategy Formulation

Ensuring Coherence in Strategic Direction

Ensuring Coherence in Strategic Direction – Vision; Mission; Values ; Strategic Objectives

Generic strategies – 4 categories & 11 types

Formulating strategy across levels – Corporate; Business; Functional

The Strategy-Formulation Analytical Framework – Input stage – EFE, CPM, IFE

– Matching stage – SWOT, SPACE, BCG, IE,

Grand Strategy

– Decision stage - QSPM

2 hours

Business-Level Strategy: Creating and Sustaining

Competitive Advantages

A. Business strategy - generic strategies

– Business-Level Strategy: How to Compete for

Advantage • Strategic Position; Generic Business

Strategies

– Differentiation Strategy: Understanding Value

Drivers • Product features; Customer Service;

Complements

– Cost-Leadership Strategy: Understanding Cost

Drivers • Cost of Input Factors; Economies of Scale;

Learning Curve; Experience Curve

– Business-Level Strategy and the Five Forces:

Benefits and Risks • Cost-Leadership Strategy: Benefits and

Risks; Differentiation Strategy: Benefits

and Risks

– Integration Strategy: Combining Cost

Leadership and Differentiation • Value and Cost Drivers of Integration

Strategy; Integration Strategy Gone Bad:

―Stuck in the Middle‖

– The Dynamics of Competitive Positioning

B. Business strategy - innovation and

entrepreneurship

– Competition Driven by Innovation • The Innovation Process

– Strategic Entrepreneurship & Social

Entrepreneurship

– Innovation and the Industry Life Cycle • Introduction Stage; Growth Stage;

Shakeout Stage; Maturity Stage; Decline

4 hours




Stage; Crossing the Chasm

– Types of Innovation • Incremental vs. Radical Innovation;

Architectural vs. Disruptive Innovation;

The Internet as Disruptive Force: The Long

Tail; Open Innovation

Corporate-Level Strategy:

What Is Corporate Strategy?

The Boundaries of the Firm – Firms vs. Markets: Make or Buy?; Alternatives on

the Make-or-Buy Continuum

Vertical Integration along the Industry Value Chain – Types of Vertical Integration; Benefits and Risks

of Vertical Integration; Alternatives to Vertical

Integration

Corporate Diversification: Expanding Beyond a

Single Market – Types of Corporate Diversification; Leveraging

Core Competencies for Corporate Diversification;

Corporate Diversification and Firm Performance

Mergers & Acquisitions; Strategic Alliances

4 hours

International Strategy: Creating Value in Global

Markets

The Global Economy: A Brief Overview

Factors Affecting a Nation’s Competitiveness

International Expansion: A Company’s Motivations

and Risks

Achieving Competitive Advantage in Global Markets

Entry Modes of International Expansion

2 hours

Part 3: Strategy Implementation

How to Organize for Competitive Advantage – Organizational Inertia and the Failure of

Established Firms

– The Key Elements of Organizational Structure

– Assembling the Pieces: Mechanistic vs. Organic

Organizations

Matching Strategy and Structure – Simple Structure

– Functional Structure

– Multidivisional Structure

– Matrix Structure

Organizational Culture: Values, Norms, and

Artifacts – Where Do Organizational Cultures Come From?

– How Does Organizational Culture Change?

– Organizational Culture and Competitive

Advantage

Strategic Control-and-Reward Systems – Input Controls & Output Controls

Corporate Governance and Business Ethics – The Shared Value Creation Framework

4 hours




• Public Stock Companies and Shareholder

Capitalism

• Creating Shared Value

– Corporate Governance

• Agency Theory

• The Board of Directors

• Other Governance Mechanisms

– Strategy and Business Ethics

Implementing strategy – Management and Operations Issues

– Marketing, Finance & Accounting, R & D, and

MIS Issues

– Strategy Review, Evaluation and Control

Bibliography

David, F. R., & David, F. R. (2012). Strategic Management: A Competitive Advantage Approach,

Concepts and Cases

Eden, C., & Ackermann, F. (2013). Making strategy: The journey of strategic management. Sage

FitzRoy, P., Hulbert, J., & Ghobadian, A. (2012). Strategic management: the challenge of creating

value. Routledge

Hill, C., Jones, G., & Schilling, M. (2014). Strategic Management: Theory: An Integrated Approach.

Cengage Learning

Hitt, M., Ireland, R. D., & Hoskisson, R. (2012). Strategic management cases: competitiveness and

globalization. Cengage Learning

Hrebiniak, L. G. (2013). Making strategy work: Leading effective execution and change. FT Press

Johnson, G., Whittington, R., Scholes, K., & Pyle, S. (2011). Exploring strategy: Text & cases. Harlow:

Financial Times Prentice Hall

Ogrean, C., & Herciu, M. (2015). A Dynamic Model for the Global Corporation: The Triad Networks—

Coevolution—Competitiveness. Global Enterprise Management, Volume I: New Perspectives on

Challenges and Future Developments, 1, Palgrave Mac Millan, 1079

Ogrean, C., & Herciu, M. (2011). Strategic Management between the Constraints and Incentives of

Globalization–the Role and Contribution of Business Ethics and Corporate Social Responsibility. The

economic geography of globalization, In Tech, 21

Peng, M. (2013). Global strategy. Cengage learning

Rothaermel, F. (2015). Strategic management. McGraw-Hill

8. 2 Seminar/laboratory Teaching methods Observations

Introducing the methods - of case study analysis; of the

strategic audit Problematizing

Case studies

Debates

Problem solving

Role playing

Mosaic

Cognitive map

Brainstorming

Class participation

Collaborating

2 hours

Company’s vision, mission and strategic goals 2 hours

Assessing the internal environment and measuring

company’s performance 2 hours

Evaluating the external environment – general,

industry, competitors 2 hours

Corporate-level strategies 2 hours

Business-level strategies 2 hours

The strategic audit of the company – final term project 2 hours

Bibliography

Barney, J. B., & Hesterly, W. S. (2008). Strategic management and competitive advantage: concepts

and cases. Upper Saddle River, NJ: Pearson/Prentice Hall

Eden, C., & Ackermann, F. (2013). Making strategy: The journey of strategic management. Sage

Hitt, M., Ireland, R. D., & Hoskisson, R. (2012). Strategic management cases: competitiveness and




globalization. Cengage Learning

Lasserre, P. (2012). Global strategic management. Palgrave Macmillan

Stead, J. G., & Stead, W. E. (2013). Sustainable strategic management. ME Sharpe

Journals: Harvard Business Review, Strategic Management Journal, Journal of Strategy and

Management, International Journal of Strategic Management, Management Decisions

9. Conjunction of the discipline’s content with the expectations of the epistemic community,

professional associations and significant employers of the specific teaching program

10. Evaluation

Activity type 10.1 Evaluation Criteria 10.2 Evaluation Methods 10.3 Percentage in

the Final Grade

10.4 Course

Class participation

Knowing and

understanding of the

concepts, categories

and theories of the

course

Continuous evaluation

Exam

10%

30%

10.5 Seminar/laboratory

Understanding of

particular contexts for

strategy and strategic

management

Problematizing

Identifying and

formulating strategic

solutions

Applying specific

strategic management

tools for problem

solving

Case studies

Projects

Homework

60%

10.6 Minimum performance standard

The student to identify and classify the basic concepts

The student to define, recognize and enumerate the fundamental categories of strategy and strategic

management

The student to conceptualize and to operate with the basic concepts, to identify them into case studies;

The student to develop a proper and coherent representation of the significance of strategy and strategic

Is realized by:

The (theoretical and practical) knowledge acquired, which is:

consonant with the theories and practices of the field;

adjusted to the dynamic labor market's needs;

able to develop skills and competencies relevant for industry practice;

The (profound) practical dimension of:

the discussed case studies;

The transversal competences acquired:

as concern critical, creative and innovative thinking;

through communication / debates, working in a team;

PC operation;

making connections with other disciplines and with concrete organizational realities;

individual study and personal / professional development.




management.

Fill-in Date Signature of Course Teacher Signature of Seminar Teacher

01.10.2016 ............................ ............

Department Acceptance Date Signature of Department Director

........................ .............

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