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Course Syllabus

Магистратура 2021/2022

Стратегии в менеджменте: Стратегический менеджмент международных компаний

Статус: Курс обязательный
Направление: 38.04.02. Менеджмент
Кто читает: Магистерская программа "Международный бизнес", направление подготовки "Менеджмент"
Где читается: Школа инноватики и предпринимательства
Когда читается: 1-й курс, 3, 4 модуль
Формат изучения: без онлайн-курса
Охват аудитории: для своего кампуса
Преподаватели: Буевский Вячеслав, Гарсия Родригез Екатерина Юрьевна
Прогр. обучения: Международный бизнес
Язык: английский
Кредиты: 5
Контактные часы: 48

Course Syllabus

Full SyllabusAsk Question

Abstract

To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets—traditional and emerging. The way in which organizations attempt to develop such competitive advantage constitutes the essence of their strategy. This course introduces the concept of strategic management through readings, discussion and case analyses, and considers the basic direction and goals of an organization, the environment (social, political, technological, economic and global factors), industry and market structure, and organizational strengths and weaknesses. The emphasis is on the development and successful implementation of strategy in different types of firms across industries. Prerequisites: International Business Research
Learning Objectives

Learning Objectives

  • Understand the nature of strategic competitiveness and develop the ability to analyze the com-petitive environment facing a firm, assess the attractiveness of the industry and isolate potential sources of competitive advantage and disadvantage.
  • Develop business level strategies by defining the type of advantage sought, scope of operations and activities required to deliver the chosen strategy. Assess the likely sustainability of firm strategies and competitive positions.
  • Discriminate among the types of data that general managers need to evaluate alternative scenar-ios. Make quantitative assessments of strategic alternatives and develop logical, coherent and persuasive analyses for a desired course of action.
  • Consider the actions of competitors and how that impacts your ability to reach your strategic goals. Develop courses of actions that incorporate the actions of multiple players in the marketplace.
  • Integrate knowledge and apply analytical techniques from various disciplines, including finance, accounting, marketing, operations, organization theory and organizational behavior, and particularly economics. The goal is to identify and analyze strategic issues and develop solu-tions in the form of actionable plans with the purpose of developing and sustaining competitive advantage.
  • Consider how to effectively implement plans within the constraints imposed by the complex behavior of individuals within organizations. Each student should be able to effectively communicate his or her conclusions in both oral and written form.
  • Assess differing styles of management and leadership and consider the essential role of person-al values in leading an organization.
Expected Learning Outcomes

Expected Learning Outcomes

  • be able to formulate but also to critically analyze various business strategies
  • develop related concepts that are used to analyze the competitive environment of a firm and its internal strengths and weaknesses
  • get familiar with the current frontier knowledge of academic research in strategy
  • get introduced to coherent framework of value creation and value capture
  • know the strategic management process: the role of strategy and management, main steps and main pitfalls
Course Contents

Course Contents

  • Introduction. The Strategic Management Process
  • Environmental & Industry Analysis
  • Capabilities Analysis: Building Competitive Advantage. Competitive Dynamics
  • Business-Level Strategy
  • Setting Aspirations: Mission, Vision, and Values
  • Corporate-Level Strategy
  • International Strategy
  • Blue Ocean Strategy. Innovation and Entrepreneurship.
  • Strategy Development and Implementation
Assessment Elements

Assessment Elements

  • non-blocking Online Class Participation
  • non-blocking Class Quizzes
  • non-blocking Case Write-Ups
  • non-blocking Group Member Evaluation
  • non-blocking Online Course Project Presentations in Google Hangouts
  • non-blocking Online Class Participation
  • non-blocking Class Quizzes
  • non-blocking Case Write-Ups
  • non-blocking Group Member Evaluation
  • non-blocking Online Course Project Presentations in Google Hangouts
Interim Assessment

Interim Assessment

  • 2021/2022 4th module
    0.05 * Group Member Evaluation + 0.45 * Online Course Project Presentations in Google Hangouts + 0.1 * Class Quizzes + 0.2 * Online Class Participation + 0.2 * Case Write-Ups
Bibliography

Bibliography

Recommended Core Bibliography

  • Collis, D. J., & Montgomery, C. A. (2008). Competing on Resources. Harvard Business Review, 86(7/8), 140–150. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=32709010
  • Grant, R. M. (2016). Contemporary Strategy Analysis (Vol. Text, Ninth edition). Chichester: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1639480
  • Hamel, G., & Prahalad, C. K. (1994). Competing for the Future (Vol. [Academic Subscription]). Boston, Mass: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1798853
  • Hendrikse, G. W. J. (George). (1995). Fundamental Issues in Strategy. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.94E1DB93
  • John H. Dunning, & Sarianna M. Lundan. (2008). Multinational Enterprises and the Global Economy, Second Edition. Edward Elgar Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.b.elg.eebook.3215
  • Porter, M. E. (1996). What Is Strategy? Harvard Business Review, 74(6), 61–78. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=9611187954
  • Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 78–93. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=28000138

Recommended Additional Bibliography

  • Porter, M. E. (1998). Competitive Strategy : Techniques for Analyzing Industries and Competitors (Vol. [New ed.]). New York: Free Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1964532
  • Shahzad, K., Ullah Bajwa, S., & Zia, S. A. (2013). Competitive Strategy: Techniques for Analyzing Industries & Competitors. South Asian Journal of Management, 20(3), 194–199. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=91873180