Магистратура
2021/2022
Стратегический менеджмент
Статус:
Курс обязательный (Менеджмент и аналитика для бизнеса)
Направление:
38.04.02. Менеджмент
Кто читает:
Департамент менеджмента
Где читается:
Санкт-Петербургская школа экономики и менеджмента
Когда читается:
1-й курс, 1 модуль
Формат изучения:
без онлайн-курса
Охват аудитории:
для своего кампуса
Прогр. обучения:
Менеджмент и аналитика для бизнеса
Язык:
английский
Кредиты:
3
Контактные часы:
24
Course Syllabus
Abstract
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
Learning Objectives
- learn how to analyze the strategic position of an organization and how to think about strategic choices. Against the backdrop of these concepts, you will learn about recent sociologically informed concepts in strategy research (e.g., strategy-as-practice
- will be able to discuss traditional heuristics for strategy making and reflect upon the practice of strategy making itself
- 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.
Expected Learning Outcomes
- apply different strategy tools to different decision situations
- elaborate on the roles of strategy for organizations
- navigate the structure and content of scientific articles from strategy research
- reflect on the emergent and distributed aspects of organizational strategy
- see strategy not only as a set of decisions, but a process of organizational sense-making
- understand strategy instruments as means to cope with complexity
Course Contents
- Introduction – what is strategy?
- The environment – PESTEL
- The industry – forces and dynamics
- Resources and capabilities within the organization
- Stakeholders, governance, responsibility
- Business strategy and models
- Corporate strategy and diversification
- International strategy
- Entrepreneurship and innovation
- Organizing and strategy
- Guest Lecture 1 t.b.a
- Guest Lecture 2 t.b.a
Interim Assessment
- 2021/2022 1st module0.2 * Written task + 0.4 * Class activities + 0.4 * Project Assessment
Bibliography
Recommended Core Bibliography
- Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regnér, P. (2017). Exploring Strategy (Vol. Eleventh edition). Harlow, England: Pearson Education. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1454974
Recommended Additional Bibliography
- Hall, D. J., & Saias, M. A. (1980). Strategy Follows Structure! Strategic Management Journal (John Wiley & Sons, Inc.), 1(2), 149–163. https://doi.org/10.1002/smj.4250010205
- Henry Mintzberg, & James A. Waters. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 3, 257. https://doi.org/10.1002/smj.4250060306
- Henry, L. A., Nysten-Haarala, S., Tulaeva, S., & Tysiachniouk, M. (2016). Corporate Social Responsibility and the Oil Industry in the Russian Arctic: Global Norms and Neo-Paternalism. Europe-Asia Studies, 68(8), 1340–1368. https://doi.org/10.1080/09668136.2016.1233523
- Jarzabkowski, P., Lê, J. K., & Van de Ven, A. H. (2013). Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve. Strategic Organization, 11(3), 245–280. https://doi.org/10.1177/1476127013481016
- Richard Whittington. (n.d.). Completing the practice turn in strategy research. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.A4C0C147
- Social Enterprise Emergence from Social Movement Activism: The Fairphone Case. (2016). Journal of Management Studies, 53(5), 846–877. https://doi.org/10.1111/joms.12208