Public University of Navarre



Academic year: 2018/2019
International Bachelor's degree in Management and Business Administration
Course code: 174602 Subject title: STRATEGIC MANAGEMENT
Credits: 6 Type of subject: Mandatory Year: 3 Period: 2º S
Department:
Lecturers

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Module/Subject matter

The Strategic Management course consists of roughly eight mandatory topics. We teach this course during a quarter, aims to integrate many of the different lessons learn in the different courses of finance, economics of organization, marketing, business administration and industrial economics that students have been taken during different years at the Facultad de Ciencias Económicas de la Universidad Pública de Navarra.

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Descriptors

The principal ideas of this course are:

First, SM takes a holistic view within the firm.

It emphasizes the relationships among the functional disciplines (operations, marketing, finance...) covered in other courses. A successful firm, the course argues, is distinguished by the way it tailor its functional policies to each other and to its environment.

Second, SM focuses on the external environment in which companies compete.

While other courses focus on one or a few elements of the environment, e.g. customers and channels, financial markets. SM takes a broad and integrated view of the external environment. It defines rivalry widely to include not only direct competitors but substitute producers, potential new entrants, and even suppliers and customers. It examines not only players with whom a company competes, but also those with whom it cooperates.

Third, SM is distinguished by its focus on long term dynamics. The course is concerned with superior long run financial performance, not performance in any given quarter or year. The course places a major focus on the sustainability of competitive advantage and the threats to sustained advantage.

These three defining features correspond to three tests of a good strategy, which we identify to students as early in the course as possible.

.- External consistency: is the company strategy consistent with the demand of the external environment?

.- Internal consistency: Do the component of the strategy fit together to form a coherent whole greater than the sum of its parts?

.- Dynamic consistency: Does the strategy call on the firm to do today what is required to succeed tomorrow.

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General proficiencies

  • Analysing capabilities.
  • Good speaking and writings abilities.
  • Good capability to look for information and data.
  • Good capability to solve problems.
  • Good capability to take decisions.
  • Good capability to work on teams.

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Specific proficiencies

  • To considerer the cognitive, social and affective issues that underpin the design of strategy.
  • To plan the construction, architecture, design of a collaborative project.
  • About evaluation paradigms and techniques.
  • To share, communicate and disseminate knowledge using team work.

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Learning outcomes

SM places a premium on analytical rigor and quantitative reasoning. The course calls on students to use both quantitative and qualitative analytical techniques extensively and to integrate the quantitative and the qualitative. The course emphasizes that analysis is a complement to, surely not a substitute for managerial judgment and creativity.

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Methodology

Successful studying for the module requires the following

.- working through the exploring corporate strategy interactive study guide together with the text book

.- attending lectures having prepared for them

.- working with study group on analysing case studies

.- participating actively in class

The course is structured in sessions of two hours.

In the first half an hour we will discuss some mini cases, newspaper article, within the discussion the participation of students will be crucial.

In one hour of each class the professor will present each one of the topics of the program, the final time will be for some video, or audio presentation related with the topic under discussion.

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Languages

English.

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Evaluation

Learning outcomes Evaluation Weight (%) Recoverable nature
R6, R7, R10 Participation on class and exercises and questions 20% Yes
R6, R10, R14 Midterm exams 30% Yes
R6, R7, R14 Cases debate 20% Yes
R6, R10, R14 Final exams 30% Yes

ehuerta@unavarra.es Tf.: 948-16 9368

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Contents

Detailed Contents

1.- Introducing Strategy

  • Introduction
  • What is strategy?
  • Levels of strategy
  • Strategy as a subject of study

2.- The environment

  • Introduction
  • The macro-environment
  • Industry and sectors
  • Competitive forces
  • Competitors and markets

3.- Strategic Capability

  • Introduction
  • Foundations of strategic capability
  • Cost efficiency
  • How to achieving and sustaining competitive advantage
  • Organisational knowledge
  • Diagnosing strategic capability

4.- Business Strategy

  • Introduction
  • Identifying business units
  • Bases of competitive advantage
  • Sustaining competitive advantage.
  • Competitive strategy in hypercompetitive conditions

5.- Corporate level Strategy

  • Introduction
  • Strategic directions
  • Reasons for diversification
  • Value creation and the corporate parents
  • Portfolio matrices

6.- International Strategy

  • Introduction
  • Internationalisations drivers
  • International strategies
  • Internationalisations and performance

7.- Innovation and Entreprenership

  • Introduction
  • Innovations dilemmas
  • Innovation diffusion
  • Innovators and followers

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Bibliography

Acceda a la bibliografía que su profesor ha solicitado a la Biblioteca.


We are going to follow the book "Exploring corporate strategy: text and cases", 8th edition by G Johnson, K Scholes, and R Whittington.
To get the most from the book and related materials the broad advised to students is to ensure that you have achieved two things;
.- you understand the concepts.
.- you can apply these concepts to practical situations.
There are very interesting features of the text:
.- learning outcomes are including at the beginning of each chapter which show what you should have achieved on completing the chapter.
.- Key terms
.- Illustration boxes appear throughout the chapter and include questions so they can be used as mini cases.
.- Chapter summaries.
.- Work assignments are organised in two levels of difficulty.
.- Recommended key reading.
You have to check the companion web side regularly for updates and additional material
Website (www.pearsoned.co.uk/ecs)
Material for students is added and updated on a regular basis.
Revision aids.
Audio summaries of chapter
Self assessment questions

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Location

Aulario.

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