Strategic Concepts for Business
| Module title | Strategic Concepts for Business |
|---|---|
| Module code | BEP2040 |
| Academic year | 2024/5 |
| Credits | 15 |
| Module staff | Ms Jenny Tunley Price (Lecturer) |
| Duration: Term | 1 | 2 | 3 |
|---|---|---|---|
| Duration: Weeks | 11 |
| Number students taking module (anticipated) | 100 |
|---|
Module description
Strategic thinking is important for all forms of organisation, and most managers are aware of the critical need to take a long-term view when developing strategy.
This module looks at how strategy is currently practiced in a variety of contexts from strategy formulation to execution on multiple organisational levels, and with recognition of how a climate changing and digitally inter-linked economy demands decisions that will produce a value-creating strategy.
It will examine contemporary business strategy, encouraging students to evaluate key concepts that underpin strategic management, and the tools managers use to analyse their environment, inform their decision-making and put the resulting strategies into action.
Module aims - intentions of the module
The aims of this module are to present the 21st century competitive/business landscape from a Strategic Management perspective and applied in a range of organisational contexts. It will develop your ability to analyse strategic issues from a number of functional perspectives and understand how competitiveness, competitive advantage, value creation, strategic intent, vision and mission contribute to the Strategic Management process. This will include recognition of the impact of globalisation, sustainability and technological innovation on strategic decision-making.
- Internationalisation
- You will access a range of materials and real-world insights to gain an international perspective on strategic management.
- Sustainability
- Environmental sustainability and social responsibility are an implicit component of the programme. The materials used on this module will be used to illustrate business sustainability in strategic practice.
- External Engagement
- The Business School has access to a network of industry experts who operate as directors of companies, consultants and strategy analysts. This includes both international and national organisations from both the private and not-for-profit sector and they will be used to inform and illustrate the module content.
- Employability
- You will develop a number of transferable skills including presenting ideas, team-working, problem-solving, numeracy, research, and report writing.
Intended Learning Outcomes (ILOs)
ILO: Module-specific skills
On successfully completing the module you will be able to...
- 1. recognise models of strategic management, and assess strategic choices through their application
- 2. demonstrate a critical knowledge of selected strategy literature and strategy perspectives
- 3. evaluate competitive positions and advantages, and identify core competences
ILO: Discipline-specific skills
On successfully completing the module you will be able to...
- 4. analyse an organisation's environment and evidence an awareness of strategy
- 5. explain the role of strategy in a range of organisational contexts
- 6. articulate the relevance and importance of sustainability in strategic decision-making
ILO: Personal and key skills
On successfully completing the module you will be able to...
- 7. defend strategic analyses based on case material, desk and industry research
- 8. document strategic recommendations in written reports
- 9. prioritise activities and manage work constrained by time and deadlines
Syllabus plan
Indicative content for this module includes:
- the nature, process, content, context and purpose of strategy formulation
- the external environment and market-based strategies
- business, corporate and network level strategies
- strategic capability and the resource-based view, organisational factors and competence-based strategies
- strategic methods including intrapreneurship, alliances, collaboration, mergers and acquisitions
- assessment of existing strategy and future strategic choices
- strategic management of technology and innovation
- strategy in the international context
- putting strategy into action through the systems, structures and culture of the organisation
- strategic choices for sustainability
Learning activities and teaching methods (given in hours of study time)
| Scheduled Learning and Teaching Activities | Guided independent study | Placement / study abroad |
|---|---|---|
| 20 | 130 | 0 |
Details of learning activities and teaching methods
| Category | Hours of study time | Description |
|---|---|---|
| Scheduled Learning & Teaching activities | 11 | Lectures |
| Scheduled Learning & Teaching activities | 9 | Workshops |
| Guided Independent Study | 130 | Asynchronous activities on ELE, preparation for in class group activities, networking, research and analysis, exam revision |
Formative assessment
| Form of assessment | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|
| Tutorials requiring preparation | 9 x 1 hour tutorials | 1, 3, 4, 6, 7, 9 | Verbal and peer feedback in tutorial |
| Examination | 2 hours | 1 - 6 | Verbal guidance and practice in tutorial |
Summative assessment (% of credit)
| Coursework | Written exams | Practical exams |
|---|---|---|
| 50 | 50 | 0 |
Details of summative assessment
| Form of assessment | % of credit | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|---|
| Poster assessment | 50 | Equivalent to 2,000 words | 2 4, 7, 8 | Written/oral feedback from tutor |
| Examination | 50 | 2 hours | 1 6, 9 | Written feedback from tutor |
Details of re-assessment (where required by referral or deferral)
| Original form of assessment | Form of re-assessment | ILOs re-assessed | Timescale for re-assessment |
|---|---|---|---|
| Poster Assessment | Poster Assessment | 1 6, 9 | Referral/deferral period |
| Examination | Examination | 2 4, 7, 8 | Referral/deferral period |
Re-assessment notes
A student will be referred in all components of the assessment that they have failed, if the student fails the module with an overall mark below 40%.
A student if deferred via a single component will be re-assessed in that component only.
Deferral – if you have been deferred for any assessment you will be expected to submit the relevant assessment. The mark given for a re-assessment taken as a result of deferral will not be capped and will be treated as it would be if it were your first attempt at the assessment.
Referral – if you have failed the module overall (i.e. a final overall module mark of less than 40%) you will be expected to submit the relevant assessment. The mark given for a re-assessment taken as a result of referral will be capped at 40%
Indicative learning resources - Basic reading
- Blowfield, M., (2013) Business and Sustainability
- De Wit, B. and Meyer, R. (2017) Strategy Synthesis, Andover: Cengage.
- Ireland, R., Hoskisson, R., and Hitt, M., (2009) The Management of Strategy: Concepts and Cases
- MacIntosh, R. and MacLean, D. (2015) Strategic Management: Strategists at Work, London, Palgrave
- Mintzberg, H., Ahlstrand, B. and Lampel, J.B. (2008) Strategy Safari, London: Financial Times.
- Thompson, A.A., Strickland, A.J. III., Gamble, J.E., Peteraf, M., Janes, A., and Sutton, C. (2013) Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, 1st European Edition: London: McGraw-Hill, Irwin.
Indicative learning resources - Web based and electronic resources
• Various journal articles – some compulsory, some optional from a variety of relevant publications
• including Harvard Business Review, Long Range Planning, Strategic Management Journal.
Indicative learning resources - Other resources
As recommended during classes
| Credit value | 15 |
|---|---|
| Module ECTS | 7.5 |
| Module pre-requisites | None |
| Module co-requisites | None |
| NQF level (module) | 5 |
| Available as distance learning? | No |
| Origin date | 01/09/2014 |
| Last revision date | 18/03/2024 |
