Стратегический менеджмент

Бакалавриат 2022/2023

Статус: Курс обязательный (Логистика и управление цепями поставок)

Направление: 38.03.02. Менеджмент

Где читается: Санкт-Петербургская школа экономики и менеджмента

Когда читается: 3-й курс, 3, 4 модуль

Формат изучения: без онлайн-курса

Охват аудитории: для всех кампусов НИУ ВШЭ

Преподаватели: Алейникова Ирина Сергеевна, Артамошина Полина Сергеевна, Ергунова Ольга Титовна, Захарова Александра Алексеевна, Козаченко Екатерина Владимировна, Супранович Светлана Владимировна

Язык: английский

Кредиты: 6

Контактные часы: 60

Full Syllabus Ask Question

Abstract

This course provides an introductory overview of the formulation and implementation of such organizational strategies. You learn how to analyze the strategic position of an organization and how to think about strategic choices. You will know today´s internationally used terms and concepts of organizational strategy, you will be able to discuss on their base, and to contribute new views on strategy formulation to the organization you work for in the future. The course exposes students to the theories, principles, and practices that are important for successful Strategic Management of organizations today. Topics include theory of strategic management of the organization, the concept of strategy and the tools of strategy analysis, organization structure and management systems, business strategy and the quest for competitive advantage, corporate strategy. Students develop appreciation for different aspects of the strategic management and the challenging tasks and roles of managers at different levels of organizations. The course combines lectures and interactive seminars to promote student critical thinking and problem-solving skills. The course assignments are based on current literature in Strategic Management and on-line resources and include individual and group work.

Learning Objectives

This course is designed to provide students a broad overview of the subject of Strategic Management. In whatever position you will be employed later, it is important to understand the strategy of the organization you work for. This course provides an introductory overview of the formulation and implementation of such organizational strategies.

Expected Learning Outcomes

Basic concepts of The Strategies and Skills Learning and Development System (SSLD), their relevance for every day relationships and provide advanced concepts for participants who work in fields of social work and health care .
Reflect on basics and advanced ways to strategically manage of the organization
Learn how to use the tools of strategy analysis
Study elements of the organization structure and management systems
Identify practices of effective business strategy and the corporate strategy
Explain approaches to the quest for competitive advantage
Locate, read, and critique literature around Strategic Management published in current scholarly journals, professional magazines, analytical reports, and other reliable sources
• Apply their knowledge to analyze problems and cases related to Strategic Management of organizations internationally

Course Contents

The Nature of Strategic Management
The Tools Of Strategy Analysis
Organization Structure and Management Systems: The Fundamentals of Strategy Implementation
Business strategy and the quest for Competitive advantage
Corporate Strategy
Implementing Corporate Strategy: Managing the Multibusiness Firm
Current Trends in Strategic Management

Assessment Elements

Homework
Homework includes a variety of individual and group assignments given to complete at home. Some homework will be checked in class during seminars; some assignments will be submitted online and graded by the instructor. Homework is graded in accordance with the General Assessment Criteria provided below. Additional criteria could be provided for some assignments. General Assessment Criteria: Grades Assessment Criteria «Excellent» (9-10) The presentation exceeds expectations, in addition to demonstrating completion of all tasks, formats, and timeframes required by the assignment. The presentation stands out by providing unique insights, challenging common approaches, or provoking a discussion. Clearly, the presenters made an extra effort to demonstrate their knowledge of the subject matter and “WOW” the audience (peers and/or instructor). «Excellent» (8) A well-structured, analytical presentation of homework that shows strong evidence and broad background knowledge. The presentation demonstrates completion of all tasks required by the assignment. The presentation meets the time and format requirements of the assignment. The presenters are confident and do not use cell phones or handwritten notes to advance their presentation. The presenters can provide answers to follow-up questions and generate class discussion. However, it is not clear if the presenters made an extra effort to demonstrate their knowledge of the subject matter; the presentation did not “WOW” the audience (peers and/or instructor). «Good» (6-7) The presentation is organized to some extent, showing evidence of critical thinking and an overall knowledge of the topic. The presenters highlight some key points and respond to some follow up questions. The presentation meets most requirements of the assignment, but does not stand out or provoke questions and discussion. In group presentations, there is evidence that the group has met to discuss the topic and is presenting the results of that discussion, in an order previously agreed. However, some key points are missing; cause and effect relationships are weakly established; examples and other supporting evidence is partial or lacking. The audience has to ask questions to clarify some points. Overall, the presentation is characterized as good, but not great. «Satisfactory» (4-5) The presentation takes a very basic approach to the topic, using broadly relevant material but lacking focus. The presentation is largely unstructured, and some points are irrelevant to the topic. Knowledge of the topic is limited and there may be evidence of basic misunderstanding. In a group presentation, not all members could answer follow up questions or participate in class discussion. The presentation misses many requirements of the assignment. Overall, the presentation is characterized as satisfactory, but not good. «Fail» (0-3) Fails to demonstrate any relevant knowledge.
Quiz
2. Quiz: This is one multiple-choice, yes/no, and fill in the blanks type of quiz given in an electronic format. The quiz consists of 10 questions. The quiz includes material included in class activities (lectures, seminars, homework) and in the textbook prior to the quiz. The correct answer to each question is worth 1 point. The maximum number of points for the quiz is 10. Students complete the quiz individually. Students have 10 minutes to complete the quiz. This is a “pop-up” quiz: The quiz will be administered during a lecture or a seminar sometime in the middle of the module, but the exact date will not be announced, so students should be diligent in completing homework, readings, and other assignments. To take the exam, students must show their student ID/password. During the exam, students must keep brightness of the phone/computer screen at 100%. During the quiz, students are not allowed to (1) use any sources other than those permitted by the instructors, including any other programs on the cell phone/computer, (2) leave the classroom and come back, (3) share questions and answers with others. Those who violate these or other classroom policies receive a grade of “0” for the quiz.
Lecture Engagement Points (LEPs)
Lecture Engagement Points (LEPs): These are small assignments given during each lecture in an electronic format. Students might be asked to do an additional reading or watch a video before each lecture to complete LEPs.
Classwork
2. Classwork includes a variety of individual and group assignments given to complete at seminars. Classwork is graded in accordance with the General Assessment Criteria. Additional criteria could be provided for some assignments
Exam
This is a multiple-choice, yes/no, and fill in the blanks type of exam given in an electronic format during the finals week. The exam includes key concepts of the course. The exam consists of 30 questions and lasts 30 minutes. The correct answer to each question is worth 1 point. The maximum number of points for this exam is 30. The number of points scored by each student is divided by 3 to get a grade on the 10-point scale. To take the exam, students must show their student ID/password. During the exam, students must keep brightness of the phone/computer screen at 100%.

Interim Assessment

2022/2023 4th module
0.2 * Homework + 0.1 * Classwork + 0.2 * Classwork + 0.3 * Exam + 0.05 * Lecture Engagement Points (LEPs) + 0.05 * Quiz

Bibliography

Recommended Core Bibliography

Advanced strategic management : a multi-perspective approach, Jenkins, M., 2007
Analysis without paralysis : 12 tools to make better strategic decisions, Bensoussan, B. E., 2013
Business models and strategic management : a new integration, Newth, F., 2012
Cinici, M. C., Dagnino, G. B., & Cinici, M. C. (2016). Research Methods for Strategic Management. London: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1089808
Entrepreneurial values and strategic management : essay in management theory, Coda, V., 2010
Essentials of strategic management, Pitt, M., 2012
Global strategic management, Peng, M. W., 2014
Grant, R. M. (2016). Contemporary Strategy Analysis : Text and Cases: Vol. Text and Cases, Ninth edition. Wiley.
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
Narrative and innovation : new ideas for business administration, strategic management and entrepreneurship, , 2013
Okumus, F., Altinay, L., Routledge (Firm), Chathoth, P., & Köseoğlu, M. A. (2020). Strategic Management for Hospitality and Tourism: Vol. Second Edition. Routledge.
Practical strategic management : how to apply strategic thinking in business, Kasahara, E., 2015
Research methods for strategic management, , 2016
Strategic management : an integrated approach, Hill, C. W. L., 2015
Strategic management in the 21st century. Vol.1: The operational environment, , 2013
Strategic management in the 21st century. Vol.2: Corporate strategy, , 2013
Strategic management in the 21st century. Vol.3: Theories of strategic management, , 2013
Strategic management in the media : theory and practice, Kung, L., 2017
Strategic management of innovation networks, Ozman, M., 2017
Strategic management of technological innovation, Schilling, M. A., 2013
Strategic management of technology and innovation, Burgelman, R. A., 2009
Strategic management. Building and sustaining competitive advantage, Pitts R.A., Lei D., 2006
Strategic management. Key definitions, regulations, judgments and principles : методическое пособие / В. В. Великороссов, Е. В. Генкин, Д. К. Балаханова [и др.]. — Москва : Русайнс, 2020. — 173 с. — ISBN 978-5-4365-5285-9. — URL: https://book.ru/book/936722 (дата обращения: 25.08.2023). — Текст : электронный.
Vera Plenkina, Irina Andronova, Elena Deberdieva, Olga Lenkova, & Irina Osinovskaya. (2018). Specifics of strategic managerial decisions-making in Russian oil companies. Post-Print. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.p.hal.journl.hal.01858350

Recommended Additional Bibliography

A. Obydenov Yu., & А. Обыденов Ю. (2018). Parametric strategic management: genesis & pracsis ; Параметрическое стратегическое управление: генезис & праксис. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.9C7AA880
Alizadeh, R., Lund, P. D., Beynaghi, A., Abolghasemi, M., & Maknoon, R. (2016). An integrated scenario-based robust planning approach for foresight and strategic management with application to energy industry. Technological Forecasting and Social Change, (C), 162. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.tefoso.v104y2016icp162.171
Ansoff, H. I. (2019). Implanting Strategic Management. Cham, Switzerland: Palgrave Macmillan. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1922056
Audretsch David B. Everything in Its Place: Entrepreneurship and the Strategic Management of Cities, Regions, and States [Book]. - Oxford : Oxford University Press, 2015.
Bakhtieva, E. (2017). B2B Digital Marketing Strategy : a Framework for Assessing Digital Touchpoints and Increasing Customer Loyalty Based on Austrian Companies From Heating, Ventilation and Air Conditioning Industry. Oeconomia Copernicana, (3), 463. https://doi.org/10.24136/oc.v8i3.29
Brosh, H. Y. (2019). Arabic Language-Learning Strategy Preferences among Undergraduate Students. Studies in Second Language Learning and Teaching, 9(2), 351–377. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1221475
Cornelius de Kluyver, & John A. Pearce. (2015). Strategic Management : An Executive Perspective: Vol. First edition. Business Expert Press.
DEAGON, B. (2018, June). Alibaba Goes Back To Brick-And-Mortar For “New Retail” Strategy. Investors Business Daily, p. 1. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bwh&AN=130008209
Drumaux, A. (2018). Strategic Management for Public Governance in Europe [Elektronische Ressource] / by Anne Drumaux, Paul Joyce. London: Palgrave Macmillan. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.495046760
Frank Rothaermel. (2020). ISE EBook Online Access for Strategic Management: Vol. Fifth edition. McGraw Hill.
Grant, R. M., & Baden-Fuller, C. (2018). How to Develop Strategic Management Competency: Reconsidering the Learning Goals and Knowledge Requirements of the Core Strategy Course. Academy of Management Learning & Education, 17(3), 322–338. https://doi.org/10.5465/amle.2017.0126
Heidi Taylor. (2018). B2B Marketing Strategy : Differentiate, Develop and Deliver Lasting Customer Engagement. Kogan Page.
Kim, W. C., & Mauborgne, R. (2015). Blue Ocean Strategy, Expanded Edition : How to Create Uncontested Market Space and Make the Competition Irrelevant: Vol. Expanded edition. Harvard Business Review Press.
Knight, E., Daymond, J., & Paroutis, S. (2020). Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management. California Management Review, 62(2), 30–52. https://doi.org/10.1177/0008125619897594
MacIntosh, R., & Maclean, D. (2014). Strategic Management : Strategists at Work. Palgrave Macmillan.
Maryam Ayoubi, Ehsan Mehrabanfar, & Audrius Banaitis. (2018). Guidelines on Designing Conceptual Framework for Strategic Management with Application to the Energy Industry. Administrative Sciences, (3), 27. https://doi.org/10.3390/admsci8030027
Michael A. Hitt, Javier Gimeno, & Robert E. Hoskisson. (2016). Current and Future Research Methods in Strategic Management. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.A98E3077
Oksana Kushlyk. (2016). Conception of Strategic Management on the Enterprises of the Oil and Gas Complex in the Context of Energy Security of Ukraine. Aktualʹnì Problemi Rozvitku Ekonomìki Regìonu, (12), 50. https://doi.org/10.15330/apred.1.12.50-59
Simon Hall. (2020). B2B Digital Marketing Strategy : How to Use New Frameworks and Models to Achieve Growth. Kogan Page.
Su, Z., Peng, M. W., & Xie, E. (2016). A Strategy Tripod Perspective on Knowledge Creation Capability. British Journal of Management, 27(1), 58–76. https://doi.org/10.1111/1467-8551.12097
Teece, D. J. (2009). Dynamic Capabilities and Strategic Management : Organizing for Innovation and Growth. New York: OUP Oxford. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=265018

Authors

ERGUNOVA OLGA TITOVNA

Course Syllabus