Bachelor
2024/2025
Strategic Management
ID 864416
Type:
Compulsory course (Digital Product Management)
Area of studies:
Business Informatics
Delivered by:
Department of Strategic and International Management
When:
3 year, 2 module
Mode of studies:
offline
Open to:
students of one campus
Instructors:
Sergei Titov
Language:
English
ECTS credits:
4
Contact hours:
40
Course Syllabus
Abstract
"The 'Strategic Management' course is designed to prepare future leaders for the digital economy. The course combines fundamental strategic concepts (industry analysis, the resource-based view, and the theory of competitive advantage) with contemporary topics, such as managing platform business models, building ecosystems, sustainable development (ESG) strategies, and decision-making under conditions of high uncertainty. A key feature of the course is the use of the case study method: over 50% of contact time is devoted to analyzing real-world management situations through academic case studies. This enables students to go beyond merely memorizing theory and develop skills in critical thinking, strategic diagnosis, and the justification of management decisions.
Learning Objectives
- The primary objective of the course is to develop the competencies of a strategic leader capable of: (1) critically selecting analytical tools to diagnose the state of a business under conditions of high uncertainty; (2) designing adaptive business models that ensure the organization's long-term resilience; and (3) ensuring ethical leadership and the creation of Shared Value in a global digital environment
Expected Learning Outcomes
- analyze and elaborate competitive advantages of companies
- distinguish between strategy and operations, strategy and corporate actions
- describe the nature and types of competitive advantages
- apply generic strategies to practical contexts
- build business models for different companies and of different patterns
- describe the trends in business model transformation
- describe the nature of digital transformation
- build value chain
- analyze operations and functions, strengths and weaknesses, advantages and disadvantages with value chain
- elaborate key element of blue ocean strategy
- analyze value chain model of industries
- identify pluses and minuses of different integration strategies
- analyze the antecedents and concequences of making firm's scope decisions of different types and degrees (from full outsourcing to full inhousing)
- perform analysis of resources and competences
- analyze important types of competencies
- analyze the antecedents and outcomes of different growth strategies
- perform industry analysis in its statics and dynamics
- identify patterns of industry life cycle and technology cycle
- evaluate the appropriateness of different strategies at different stages of industry life cycle
- perform PESTEL analysis
- perform five forces analysis
- analyze competition with strategic group maps and strategy profile
- integrate the results of strategic analysis with SWOT-like tools
- perform portfolio analysis of corporation
- analyze limitations and opportunities of different diversification strategies
- describe benefits and risks of different new market entry modes
- describe the antecedents and outcomes of international expansion strategies
- describe key elements of strategy in their practical applications
- analyze limitations and benefits of different strategic metric systems
- elaborate roadmaps for strategy implementation
- analyze the links between strategy and financial indicators
- analyze the interplay between strategy, organizationa design and culture
- analyze limitations and contexts for successful implementation for different organizational designs
- describe key elements of flexible organizational design
- describe key element of corporate entrepreneurial and innovation system
Course Contents
- Strategic management and competitive advantage
- Business and its transformation
- Value chain analysis
- Scope of a business
- Resources and competencies
- Industry analysis
- Market forces
- Corporate strategies
- Strategy elaboration
- Strategy implementation
Assessment Elements
- Mid-course testingConducted in the second part of the module. Implemented as testing with limited time. Resit is not possible. It is not blocking. Number and types of tests, proportions and sequence of different tests (by type, difficulty, ...), duration, day and time of the testing are defined by the instructor of the course and are announced in advance (at least 3 days before the day of the testing). Testing is planned with the of use Safe Exam Browser technology, which may require installing software on the computer and limit the use of equipment (number of screens, applications used, etc.). Maximum grade is 10. Excellent grade implies knowledge of main, additional, and recommended literature and materials; as well as theories, concepts, tools, frameworks, and cases discussed in classes during lectures and seminars.
- Group projectThe major academic purpose of the Group Project is to challenge students to apply theories, concepts, models and tools from the discipline including main, additional and recommmended literature and materials as well as learnt by students within their self-study beyond the scope of the discipline learning program but within the area of strategic management. The Group Project is a research & business practice project where students act as a consulting team to analyze a particular company and elaborate its strategy. Group Project is based on the case provided by the instructor (or approved by the instructor if the case is proposed by the student team). At the end of the course students should submit and present the key deliverables such as: 1. Written assignment report in docx format with answers to the tasks. 2. File with the references in xlsx format. 3. Presentation slides in pptx format. 4. Oral presentation within 12 minutes. Deadlines are strict.
- ExamExam is based on all course materials. Students have to show their knowledge or ability in strategic management. It takes place at the end of the course. Exam include the blocks: 1) tests similar to ones in midcourse tests, 2) case-based tasks implying preparation of the written answers (the text of the cases can be open one day before the exam). Number and types of questions, proportions and sequence of different questions (by type, difficulty, ...), duration, day and time of the testing are announced before the exam session. Testing is planned with the of use Safe Exam Browser technology, which may require installing software on the computer and limit the use of equipment (number of screens, applications used, etc.). Excellent grade implies knowledge of main, additional, and recommended literature and materials; as well as theories, concepts, tools, frameworks, and cases discussed in classes during lectures and seminars.
Bibliography
Recommended Core Bibliography
- Contemporary strategy analysis, Grant, R. M., 2022
- Crafting and executing strategy : the quest for competitive advantage : concepts and cases : 2024 release, , 2024
- Hill, C. W. L., & Jones, G. R. (2012). Strategic management : #an #integrated approach. Slovenia, Europe: Houghton Mifflin. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.9B3B70BF
- 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
- Michael A. Hitt, R. Duane Ireland, & Robert E. Hoskisson. (2020). Strategic Management: Concepts and Cases: Competitiveness and Globalization, Edition 13: Vol. 13th edition. Cengage Learning.
- Strategic management : theory & cases : an integrated approach, Hill, C. W. L., 2024
Recommended Additional Bibliography
- Alexander Osterwalder Yves, Er Osterwalder, Yves Pigneur, Tim Clark, Ellen Di Resta, Michael Anton Dila, Remko Vochteloo, Victor Lombardi, Matthew Milan, Ralf Beuker, Sander Smit, Norbert Herman, Karen Hembrough, Yves Claude Aubert, Wim Saly, Frank Camille Lagerveld, Andres Alcalde, Alvaro Villalobos M, Bernard Racine, … Praveen Singh. (n.d.). Business Model Generation A Handbook for Visionaries, Game Changers, and Challengers.
- David, F. R., & David, F. R. (2016). Strategic Management: A Competitive Advantage Approach, Concepts and Cases, Global Edition. [Place of publication not identified]: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1422985
- Hamel, G., & Prahalad, C. K. (2007). Competing for the Future. Bloomsbury Business Library - Management Library, 17. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=26659560
- Harvard Business Review, Michael E. Porter, A.G. Lafley, Clayton M. Christensen, & Rita Gunther McGrath. (2020). HBR’s 10 Must Reads on Strategy, Vol. 2 (with Bonus Article “Creating Shared Value” By Michael E. Porter and Mark R. Kramer). Harvard Business Review Press.
- Porter, M. E. (2015). What is strategy? Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.C0E62A3B
- Porter, M. E., Kramer, M. R., & Magretta, J. (2014). Strategy and Competition : The Porter Collection. Harvard Business Review Press.
- Prahalad, C. K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, 68(3), 79–91. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=9006181434
- Strategic management of technological innovation, Schilling, M. A., 2013