Universidad Pública de Navarra - Nafarroako Univertsitate Publikoa
Public University of Navarre
| Course code: 176801 | Subject title: STRATEGIC MANAGEMENT | ||||
| Credits: 6 | Type of subject: Mandatory | Year: 4 | Period: 2º S | ||
| Department: Gestión de Empresas | |||||
| Lecturers: | |||||
| CAVERO BRUJULA, M. SANDRA (Resp) [Mentoring ] | ZOUAGHI BEDDA, FERDAOUS [Mentoring ] | ||||
Contents
The course prepares students to know the range of decisions that concern the General Management of any organization, as well as the most relevant aspects that should guide the proposal of efficient, effective and effective solutions to successfully address the adoption of such decisions.
This course is located, within the context of the curriculum of the Bachelor's Degree in Business Administration and Management, in the training block called Strategy and Innovation. This block presents the critical aspects that should guide the decision-making processes that affect performance in an environment in which the company competes with other organizations for resources and customers.
The course shares this block with Industrial Organization and Strategic Competition. While the latter presents the economic foundations for strategic decision making, Strategic Management focuses on directing this knowledge towards the reality of companies, specifically training students to perform the tasks of the General Management of an organization.
On the other hand, the course is closely linked to other compulsory subjects of the degree, such as Marketing, Finance and Operations Management. These prepare the student for decision making at the level of the different functional areas of the company; Strategic Management provides the fundamentals of the company's problems from the perspective of the general management whose task is to design a strategy that guarantees the company's survival in the long term. This requires a qualitatively different point of view from that which would be appropriate for taking responsibility for managerial tasks in the functional areas. It is the responsibility of the organization's general management to provide an adequate response to questions related to efficiency (are resources being allocated correctly?), effectiveness (are the objectives being achieved?) and effectiveness (have these objectives been adequately defined?). All this, recognizing the nature of the company as a system and the interdependencies between the different functional areas, in order to be able, in turn, to organize and control coordinated projects between the different functional areas.
Learning outcomes
LO1: Identify relevant sources of economic information for the company and their content.
LO2: Understand economic institutions as a result and application of theoretical or formal representations of how the economy works.
LO3: Derive relevant information for the company from data that cannot be recognized by non-professionals.
LO6: Understand the principles of economic analysis in order to contribute to the efficient allocation of resources.
LO15: Understand the fundamentals of business strategy.
LO16: Be familiar with the company's main competitive and corporate strategies.
LO17: Analyze small businesses and their specific problems, as well as their management methods.
LO18: Plan, organize, and control global management projects or projects within the different functional areas of the company.
LO19: Manage and administer a company or organization, understanding its competitive and institutional position and identifying its strengths and weaknesses.
LO20: Plan, organize and control global management projects or projects in the different functional areas of the company.
LO23: Use personal, social and methodological knowledge, skills and abilities to issue advisory reports on specific situations of companies and markets.
Methodology
| Activity | Number of hours requiring attendance | Attendance not required |
| A-1 (Theoretical Sessions) | 36 | |
| A-2 (Practical Sessions) | 12 | |
| A-3 (Exercises and projects) | 7 | 30 |
| A-4 Mentoring | ||
| A-5 Individual Study | 60 | |
| A-6 Exams, assesments | 3 | |
| A-7 Seminars, Conferences | 2 | |
| TOTAL | 60 | 90 |
The teaching methodologies used in the course are:
MD1: Expository method.
MD2: Case studies.
MD3: Inverted class.
MD4: Experiments and simulations.
MD5: Problem-based learning.
Evaluation
| Assessment activity |
Weight (%) | It allows test resit |
Minimum required grade |
|---|---|---|---|
| AA1: Tests (partial objective tests) | 20 | Yes, in the retake exam | 6 our of 10 |
| AA1: Tests (final exam objective test) | 40 | Yes, in the retake exam | 5 out of 10 |
| AA2: Group work | 40 | No |
Agenda
The first chapter, introductory to the course, focuses on the fundamentals of business strategy, understanding the scope of strategic decisions, and presenting the analysis model used in the course. This model positions strategy as the most appropriate link between the competitive environment in which the company operates and the internal resources and capabilities it has to achieve its objectives.
The next chapter establishes the foundations for a rigorous analysis of any industrial environment that allows, on the one hand, to identify the key success factors for companies operating in it, and on the other, to identify its attractiveness in terms of potential profitability for companies considering diversification as a growth strategy.
The third chapter, following the logic set out in the analysis model, presents the fundamentals for developing an exhaustive analysis of the resources and capabilities of any organization that facilitates finding the essential competencies so that these resources and capabilities can serve as a lever to drive either the search for competitive advantages in the sector in which the company already operates, or the search for new business opportunities through innovation and/or entrepreneurship.
The following chapter develops the fundamentals for designing strategies that link the opportunities and threats of the environment with the strengths and weaknesses of the organization, seeking to achieve sustainable competitive advantages.
The last two chapters of the course focus on the analysis of the fundamentals of corporate expansion strategies: diversification, vertical integration and internationalization.
The agenda is structured around the following units:
Unit 1: Strategy and Strategic Decisions
Unit 2: Sector analysis
Unit 3: Analysis of resources and capacities
Unit 4: Competitive Advantage Analysis
Unit 5: Directions and Modes of Growth
Unit 6: Internationalization
Bibliography
Access the bibliography that your professor has requested from the Library.
Basic Bibliography:
Rothaermel, F. (2020). Strategic Management. Ed. Mac Graw-Hill
Grant, R. (2015): Contemporary Strategy Analysis: Text and Cases Edition, 9th Edition. John Wiley & Sons Inc.
Navas, J.E and Guerras, L.A: (2018): Fundamentals of Strategic Management, 2nd Edition. Aranzadi.
Recommended Bibliography:
Besanko, D. Dranove, D., Schaefer, S. y Shanley, M., 7th Edition (2017): Economics of Strategy.
Johnson, G., Whittington, R. Scholes, K., Regner, P., Angwin, D. (2014): Fundamentals of Strategy. Pearson Education Limited.
Porter, M. (1982): The Competitive Strategy: Techniques for Analyzing Industries and Competitors. New edition in 2004. The Free Press.
Johnson, K Scholes, and R Whittington (2004). Exploring Corporate Strategy: text and cases, 7th edition. Prentice-Hall.