Strategic Management

obligatory courses

Course Objectives

This course focuses on key issues in formulating and implementing strategies in business organization, in a way to create a sustainable competitive advantage. These issues are approached from the perspective of general manager, responsible for organizational success in today’s global, turbulent economy. The emphasis is on pragmatic and action oriented general management skills. However, a considerable body of theory has evolved within different disciplines that have salient implications for the strategy discipline. Therefore the course will emphasize interdisciplinary nature of the strategy field. Course objectives are:

• to develop an understanding of the different concept of strategy and their commonalities and differences

• to practice several tools of strategic management

• to analyze several cases of good and bad strategic management

Case analysis

We will analyze several cases in the class. Cases are always loaded with relevant and irrelevant information. There is always lack of important information, information you would think is necessary to “solve” the case, but this is exactly like in the real life. The success of the case method depends almost entirely on your preparation and active participation.

Course Objectives

This course focuses on key issues in formulating and implementing strategies in business organization, in a way to create a sustainable competitive advantage. These issues are approached from the perspective of general manager, responsible for organizational success in today’s global, turbulent economy. The emphasis is on pragmatic and action oriented general management skills. However, a considerable body of theory has evolved within different disciplines that have salient implications for the strategy discipline. Therefore the course will emphasize interdisciplinary nature of the strategy field.

Zarządzanie strategiczne jest nazywane podstawową filozofią organizacji gdyż nadaje ramy funkcjonowania całej organizacji a z drugiej strony jest nieuchronnie czymś abstrakcyjnym, nienamacalnym. Podczas zajęć prezentowane będą podstawowe teorie strategiczne ilustrujące różne podejścia do strategii od jakże klasycznych: planistycznego, czy pozycyjnego po podejście ewolucyjne, zasobowe oraz najnowsze trendy w zarządzaniu strategicznym. Po omówieniu najważniejszych podejść zostanie przedstawiony eklektyczny model zarządzania strategicznego: misja, domena, przewaga strategiczna, cele strategiczne i funkcjonalne programy działania. Będzie on stanowić podstawę do dalszych rozważań nad procesem formułowania strategii i narzędziami analiz oraz typologiami strategii, potrzebnymi aby wypełnić go treścią. W efekcie, uczestnik zajęć otrzyma zarówno podstawy koncepcyjne jak i praktyczne do celowego i świadomego wykorzystywania zarządzania strategicznego w praktyce organizacyjnej.

Course literature:

Bob de Wit i Ron Meyer (2014 or 2010) Strategy: Process, Content, Context. London: ITBP or (1999) Strategy Synthesis, London: ITBP, www.cengagebrain.com

Plus articles as a supplementary material for the course:

Don Sull (1999), Why Good Companies Go Bad, HBR , July-August

C. Markides (1999), Six Principles of Breakthrough Strategy, Business Strategy Review, Issue 2/1999

Bower and Christensen (1995), Disruptive Technologies, HBR January-February

Hamel Gary (1996), Strategy as Revolution, HBR, July-August

Christiansen C. M. (2001) The Past and Future of Competitive Advantage, Strategic Management Review

Eisenhardt Kathleen and Don Sull (2001), Strategy As Simple Rules, HBR , Jan.-Feb.

Osterwalder Alexander and Yves Pigneur (2008) Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ : Wiley. 2010

• to develop an understanding of the different concept of strategy and their commonalities and differences

• to practice several tools of strategic management

• to analyze several cases of good and bad strategic management

Evaluation:

Grades will be determined on the basis of following assignments:

# Assignments Points

1 Team Assignments - Cases (1 out of 6: Honda (A+B), RyanAir A, ZARA, Apple and TBD Case) 1 x 20 = 20

2 Individual and team assignments related to the assigned case studies (including online quizzes, tests, and essays – answers to questions). 4 x 5 = 20

3 Class Participation (class discussion and right activity mean taking part in cases discussion, offering insightful commentaries, being prepared) 10

4 Final Take Home Exam – Individual Case Study (24 h, remote, open book, individual exam) 50

Total 100

Bonus (for any activities above and beyond professors expectations and imagination) 10

Course literature: