21715 Strategic Management
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particular session, location and mode of offering is the authoritative source
of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.
Subject handbook information prior to 2025 is available in the Archives.
Credit points: 6 cp
Subject level:
Postgraduate
Result type: Grade and marksRequisite(s): (22747 Accounting for Managerial Decisions OR 22800 Understanding Accounting and Financial Reports) AND (23709 Economics for Management OR 23706 Economics for Management) AND (24734 Marketing Management OR 24834 Marketing Decision Making) AND (25742 Financial Management OR 25799 Finance for Managers) AND (66 credit points of completed study in 66.0000000000Credit Points spk(s): C04018 c Master of Business Administration OR 120 credit points of completed study in 120.0000000000 Credit Points spk(s): C04250 Juris Doctor Master of Business Administration OR 72 credit points of completed study in 72.0000000000 Credit Points spk(s): C04274 Master of Engineering Management Master of Business Administration OR 72 credit points of completed study in 72.0000000000 Credit Points spk(s): C04433 Master of International Commercial and Business Law Master of Business Administration OR 72 credit points of completed study in 72.0000000000 Credit Points spk(s): C04448 Master of Science Master of Business Administration)
The lower case 'c' after the subject code indicates that the subject is a corequisite. See definitions for details.
These requisites may not apply to students in certain courses. See access conditions.
Description
This subject is designed to equip students with the knowledge, tools and techniques required to build better strategies and understand why they succeed or fail when subjected to the cut and thrust of organisational life. To do this, the subject takes the perspective of the executive management, rather than the functional perspective (e.g. accounting, finance, marketing) students have encountered in other subjects. The focus is thus on how actions, decisions and events impact the organisation as a whole.
The subject starts by examining how strategy has been thought of over the years and ends by providing a coherent framework for understanding its components and dimensions. The focus then shifts to investigating the reasons why studies show persistent differences in organisational performance and how students can shape their strategy to exploit these forces. To do this, students need to be able to create and implement strategy. The subject looks at how this is done and why this process so often fails.
At the end of this subject, student are able to understand, critique, communicate and materially contribute to the development and execution of strategy within organisations.
Subject learning objectives (SLOs)
| 1. | compare contrasting theoretical perspectives on strategic management and their implications as well as apply a series of strategic tools to determine industry and company structures |
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| 2. | appraise industry key success factors, as well as the dynamic strengths and weaknesses of a company, and the opportunities that exist in its industry sector |
| 3. | determine an organisation’s core competencies and the resource-based theory of the firm |
| 4. | assess the use of alliances and partnering to develop competitive advantage and develop a viable strategy to sustain competitive advantage. |
Course intended learning outcomes (CILOs)
This subject also contributes specifically to the following program learning objectives:
- Synthesise critical thinking and advanced analytical skills to develop creative solutions that address strategic business issues in complex contexts (1.1)
- Communicate business information effectively to various stakeholders to achieve desired business outcomes (2.1)
- Interact and collaborate with colleagues and stakeholders to work effectively to achieve desired business outcomes (2.2)
- Evaluate and apply principles of ethics, sustainability, social responsibility to decision-making in business (3.1)
- Demonstrate advanced skills in professional business practice by researching and analysing complex information and concepts to support business decisions in local and international contexts (4.1)
Contribution to the development of graduate attributes
This capstone subject, Strategic Management, contributes to the MBA course by providing students with the knowledge and skills necessary for understanding, formulating and implementing innovative, dynamic and competitive strategies in organisations. The student is encouraged to critically examine the various theoretical frameworks and models used in strategic analysis and decision-making. This pedagogy provides a strong basis for generating new ideas, and blending conceptual insights that students gained in core subjects of the MBA. The subject will help you develop an in-depth understanding of how one can manage the strategy process in an innovative, sustainable and socially responsible manner. This approach aims to ensure you can comprehend, communicate and materially contribute to the strategic purpose of an organisation and the success of an enterprise.
This subject contributes to the development of the following graduate attributes:
- Intellectual rigour and innovative problem solving
- Communication and collaboration
- Social responsibility and cultural awareness
- Professional and technical competence
Teaching and learning strategies
Teaching and learning activities comprise a combination of lectures, videos, guest speakers, problem-solving exercises, case study and debate, and reflection on learning generated through assessment and feedback. These teaching strategies are supplemented by print and electronic learning materials and resources. Students will receive detailed feedback on each item of assessment as well as in-class feedback on class activities provided by the lecturer from week 2 onwards, allowing students the opportunity to gain early formative feedback on their learning. The learning management system will be used to share information and encourage interaction between staff and students. Students will receive detailed feedback on each of their assessments.
Content (topics)
- The origins of strategy as a field and practice
- How to build a coherent and persuasive strategy
- The reasons why organisations and strategies differ in performance
- Why organisations and their strategies fail
- Innovating strategy while managing complexity and uncertainty
- The role of ethics and stakeholders in strategy
Assessment
Assessment task 1: Research Report (Group)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 |
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| Weight: | 30% |
| Length: | Written report: 2,000-2500 words, excluding references and appendices Oral Presentation: Delivery for 5-10 minutes + Q&A for 5 minutes |
| Criteria: |
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Assessment task 2: Research Project (Individual)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 This addresses program learning objectives(s): 1.1, 2.1, 2.2, 3.1 and 4.1 |
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| Weight: | 70% |
| Length: | Written Report: 2,000-2,500 words, excluding references and appendices Slides with audiovisual recording (i.e. a video file): Maximum of five (5) slides; The recording should be between 5 and 10 minutes. |
| Criteria: |
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Minimum requirements
Students must achieve at least 50% of the subject’s total marks.
Required texts
No required text.
Recommended texts
You will find in your CANVAS site the reading list which presents the learning resources such as books, articles, databases, audio-visual materials and other teaching and learning resources to support you in your study of this subject.
The teaching team shall endeavour to use open access or UTS library-accessible e-books, articles and databases to enable you to successfully complete the assessments in this subject.
Other resources
Apart from the daily business and general press, there are a wide range of other sources of general and/or specific coverage of topics addressed in this subject, including:
- The Economist
- Business Review Weekly
- Harvard Business Review
- MIT Sloan Management Review
- California Management Review
- NPR's Planet Money podcast: https://www.npr.org/sections/money/
- Bloomberg View: https://www.bloomberg.com/view/
- Wired