Стратегический менеджмент

Бакалавриат 2026/2027

Статус: Курс обязательный (Управление бизнесом)

Кто читает: Департамент менеджмента

Где читается: Санкт-Петербургская школа экономики и менеджмента

Когда читается: 3-й курс, 1, 2 модуль

Охват аудитории: для всех кампусов НИУ ВШЭ

Преподаватели: Хазиева Наталья Евгеньевна

Язык: английский

Кредиты: 5

Контактные часы: 56

Full Syllabus Ask Question

Abstract

This course provides an overview of the base of strategic management. Students learn to use strategic analysis tools to estimate the strategic position of the organization and making strategic choices. This course is intended to know concepts of strategic management and understand how businesses become successful by leveraging their competitive advantages.The course invites students with terms and concepts of strategic management, so that they can be used in future work. 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, the concept of strategies and the tools of strategic analysis, concept of business models and different levels of strategies (corporate strategy, business strategy and functional strategies); there are into organization structure and management systems. 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

1. Recognise the purpose of an organisation. Summarise the strategy of an organisation in a 'strategy statement'. Distinguish between corporate, business and functional strategies. Identify key issues for an organisations's strategy.
2. Relate organisational values to an organisation's organisational purpose. Undertake stakeholder analysis in order to identify the power and attention of different stakeholder groups.
3. Analyse the broad macro-environment of organisations in terms of political, economic, social, technological, ecological and legal factors (PESTEL). Recognise the influence of non-market factors as well as market factors on organisational strategy
4. Define industries and use Porter's competitive Five Forces framework to analyse industries or sectors. On the basis of the five competitive forces, define industry attractiveness and identify how the forces can be managed.
5. Identify organisational resources and capabilities and how these relate to the strategies of organisations. Analyse how resources and capabilities might provide sustainable competitive advantage on the basis of their VRIO characteristics. Consider how resources and capabilities can be developed based on dynamic capabilities.
6. Analyse the influence of an organisation 's culture on its strategy. Recognise organisational identity claims, as distinct from actual organisational culture. Identify organisations that may be experiencing symptoms of strategic drift.
7. Design organisational structures and systems in order to achieve appropriate fit with particular strategies. Address issues of culture, sensemaking and procedural justice in implementation.
8. Explain approaches to finding competitive advantage. Assess business strategy in terms of the generic competitive strategies of cost leadership, differentiation and focus. Understand the logic of hybrid strategies.
9. Understand different industry types and how industries develop and change in industry life cycles. Identify and assess different leadership styles, as related to strategic change. Use the change kaleidoscope and forcefield analysis to analyse how organisational context might affect strategic change. Identify types of strategic change. Assess the value of different levers for strategic change.
10. Anticipate key issues facing entrepreneurs in opportunity recognition, in making choices during the entrepreneurial process and in various stages of growth, from start-up to exit. Identify and respond to key innovation dilemmas. Anticipate the diffusion (or spread) of innovations. Decide when being a first-mover innovator or a fast secondmover imitator is most appropriate in innovation, and how an incumbent organisation should respond to innovative challengers.
11. Assess the relative benefits of vertical integration and outsourcing. Analyse portfolios of business units and judge which to invest in and which to divest.
12. Identify alternative strategy options, including market penetration, product development, market development and diversification. Distinguish between different diversification strategies (related, unrelated and conglomerate diversification) and evaluate diversification drivers.
14. Identify key strategic motives for mergers, acquisitions and/or alliances. Distinguish the key issues in successful management of different growth options. Understand how to choose between organic development, mergers and acquisitions and strategic alliances
15. Identify deliberate processes of strategy development in organisations, including: the role of strategic leadership, strategic planning systems and externally imposed strategy. Identify processes that give rise to emergent strategy development. Assess performance outcomes using different economic and effectiveness measures. Use SAFE (Suitability, Acceptability, Feasibility and Evaluation) to identify optimal strategic options.
16. Learn how to detect the main tendencies of the Strategic Management development. Reflect on basics and advanced ways to strategically manage of the organization.
13. Assess the internationalisation drivers and potential of different markets. Identify sources of competitive advantage in international strategy, through both exploitation of local factors and global sourcing. Understand the difference between global integration and local responsiveness and four main types of international strategy.

Course Contents

1. Introduction to Strategic Management
1. Recognise the purpose of an organisation. Summarise the strategy of an organisation in a 'strategy statement'. Distinguish between corporate, business and functional strategies. Identify key issues for an organisations's strategy.
2. Golas, Values, Performance, Stakeholders.
2. Relate organisational values to an organisation's organisational purpose. Undertake stakeholder analysis in order to identify the power and attention of different stakeholder groups.
3. Macro-environment
3. Analyse the broad macro-environment of organisations in terms of political, economic, social, technological, ecological and legal factors (PESTEL). Recognise the influence of non-market factors as well as market factors on organisational strategy
4. Industry Analysis
4. Define industries and use Porter's competitive Five Forces framework to analyse industries or sectors. On the basis of the five competitive forces, define industry attractiveness and identify how the forces can be managed.
5. Resources and Capabilities
5. Identify organisational resources and capabilities and how these relate to the strategies of organisations. Analyse how resources and capabilities might provide sustainable competitive advantage on the basis of their VRIO characteristics. Consider how resources and capabilities can be developed based on dynamic capabilities.
6. Culture and strategy
6. Analyse the influence of an organisation 's culture on its strategy. Recognise organisational identity claims, as distinct from actual organisational culture. Identify organisations that may be experiencing symptoms of strategic drift.
7. Strategy Implementation (Structure and management systems)
7. Design organisational structures and systems in order to achieve appropriate fit with particular strategies. Address issues of culture, sensemaking and procedural justice in implementation.
8. Competitive Adavantage and Business Strategy
8. Explain approaches to finding competitive advantage. Assess business strategy in terms of the generic competitive strategies of cost leadership, differentiation and focus. Understand the logic of hybrid strategies.
9. Industry Evolution and Managing Change
9. Understand different industry types and how industries develop and change in industry life cycles. Identify and assess different leadership styles, as related to strategic change. Use the change kaleidoscope and forcefield analysis to analyse how organisational context might affect strategic change. Identify types of strategic change. Assess the value of different levers for strategic change.
10. Entrepreneruship, Innovation and Tech-based Industries
10. Anticipate key issues facing entrepreneurs in opportunity recognition, in making choices during the entrepreneurial process and in various stages of growth, from start-up to exit. Identify and respond to key innovation dilemmas. Anticipate the diffusion (or spread) of innovations. Decide when being a first-mover innovator or a fast secondmover imitator is most appropriate in innovation, and how an incumbent organisation should respond to innovative challengers.
11. Corporate Strategy: Vertical Integration
11. Assess the relative benefits of vertical integration and outsourcing. Analyse portfolios of business units and judge which to invest in and which to divest.
12. Corporate Strategy: Diversification
12. Identify alternative strategy options, including market penetration, product development, market development and diversification. Distinguish between different diversification strategies (related, unrelated and conglomerate diversification) and evaluate diversification drivers.
13. International Strategy
13. Assess the internationalisation drivers and potential of different markets. Identify sources of competitive advantage in international strategy, through both exploitation of local factors and global sourcing. Understand the difference between global integration and local responsiveness and four main types of international strategy.
14. Multibusiness Firm, Mergers and Acquisitions, Aliances
14. Identify key strategic motives for mergers, acquisitions and/or alliances. Distinguish the key issues in successful management of different growth options. Understand how to choose between organic development, mergers and acquisitions and strategic alliances
15. Strategy development and Evaluation
15. Identify deliberate processes of strategy development in organisations, including: the role of strategic leadership, strategic planning systems and externally imposed strategy. Identify processes that give rise to emergent strategy development. Assess performance outcomes using different economic and effectiveness measures. Use SAFE (Suitability, Acceptability, Feasibility and Evaluation) to identify optimal strategic options.
16. Further Topics: Contemporary Context
16. Learn how to detect the main tendencies of the Strategic Management development. Reflect on basics and advanced ways to strategically manage of the organization.

Assessment Elements

Scheme
Working in pairs, students prepare a graphical representation of one of the chapters of the textbook (a diagram/scheme). The diagram should be placed on one page and include the main terms, definitions, and the connections between them. The results are presented in the seminar session.
Quiz 1
Quiz consists of 40 questions and lasts 40 minutes. Only one answer is correct. This quiz consists of multiple-choice, yes/no questions and open questions. A student is required to fill in a form in an electronic format (SmartLMS)/printed format. The quiz includes key concepts covered by the course. Students take this assignment individually
Case study assignment
Based on the presented case, students complete assignments related to the case content, drawing from the studied material.
Quiz 2
Quiz consists of 40 questions and lasts 40 minutes. Only one answer is correct. This exam consists of multiple-choice, yes/no questions and open questions. A student is required to fill in a form in an electronic format (SmartLMS)/printed format. The exam includeskey concepts covered by the course. Students take this exam individually.

Interim Assessment

2026/2027 2nd module
0.25 * Quiz 1 + 0.25 * Case study assignment + 0.25 * Scheme + 0.25 * Quiz 2

Course Syllabus