The University of Kent, Canterbury, Kent, CT2 7NZ, T +44 (0)1227 764000
Strategic Management - CB945
Undergraduate or postgraduate masters level module
|15 (7.5)||Phillips Professor P A|
The information below applies to the 2013-14 session
• To review critically current theories and frameworks of strategic management.
• To apply these approaches to a variety of organisations, industry contexts and markets.
• To examine the relevance of strategic management thinking to practitioners.
The module content will include:
Part One: Core Theory
• Defining strategy
• Strategy process and strategic objectives
• Determinants of strategy – external and internal environment
• Business level strategy
• Corporate level strategy
Part Two: Global level strategies
• Defining global strategy
• Determinants of global level strategy – external and internal environment
Part Three: Strategy Implementation and Development
• Strategic control and leadership
Method of assessment
- Ireland, R D, Hoskisson, R E and Hitt M (2009) The Management of Strategy, South-Western, 8th edition, Cengage Learning. Witcher, B. J. & Chau, V. S. (2010) Strategic Management - Principles and Practices, South-Western, Cengage Learning. Johnson, G., Scholes, K., & Whittington, R. (2008) Exploring Corporate Strategy (8th Edition). London: FT Prentice Hall Grant, R. (2010). Contemporary Strategy Analysis (7th Edition). Oxford: Blackwell Publishing Mintzberg, H., Lampel, J., Quinn, J. B. and S. Ghoshal (2003) The Strategy Process, (4th edition), Prentice Hall Publishing. Barney, J.B. (2007) Gaining and Sustaining Competitive Advantage, 3rd Edition, Pearson Prentice Hall, ISBN 0131470949 Bowman, C. and Asch, D. (1996) Managing Strategy, Macmillan, ISBN 0333608887
- On completion of this module students will be able to: • Outline and critique the major perspectives on the conduct of strategy. • Explain and use the most common tools of strategic analysis. • Demonstrate an understanding of, and ability to assess the complexities of strategic decision making. • Appreciate the nuances of the effect of organisational context on strategy development and implementation. • Gain an understanding of the specific characteristics of global strategies.