Studying at York
Case Studies in Strategic Management - MAN00066M
Module will run
| Occurrence | Teaching period |
|---|---|
| A | Semester 2 2024-25 |
Module aims
This module is concerned with the strategic management process. Corporate complexity and market uncertainty result in ambiguous and political processes. Many of the concepts, frameworks and tools that are proffered for strategic managers appear straightforward in theory, but can be difficult to apply in practice. This may be for two reasons: First, theories are abstractions used to capture a complex world and inevitably have limiting assumptions; Second, because at its heart strategy is a social process, which can be difficult to quantify or to analyse objectively. The module starts from the premise that it is these social processes that underpin economic performance.
This module aims to develop an in-depth knowledge of strategic management and to integrate knowledge from previous learning and experience to identify and address strategic concerns of firms. Key themes include strategic leadership, social responsibility and ethics, the context of strategic management, competitive analysis, strategy in the multi-business firm, disruptive innovation, transformation and renewal and strategic resilience. Themes are based around case studies in strategic management.
The case studies in strategic management that students will examine, provide a technology for application of theory and analysis, providing a proxy for practical decision making and problem solving. The case method provides an opportunity for students to deal with ambiguity. The module aims to develop important employability skills in persuasive argumentation, critical thinking, problem definition, problem solving, analysis and application and evaluative and integrative thinking.
Module learning outcomes
Academic and graduate skills
The ability to manage and synthesise relevant information about firms explicitly and rigorously
Broad, integrative thinking;
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The ability to use management concepts to produce persuasive conclusions
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Ability to apply theories and models to new environments and contexts
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Ability to evaluate and critique business theories and models
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Ability to analyse complex business situations
Other learning outcomes (if applicable)
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Skills of argument development and persuasion
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Group working and presentation skills
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The ability to communicate analyses and conclusions clearly and persuasively
Module content
Subject content
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The nature and source of competitive advantage and the fundamental drivers of strategic performance;
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Business level and multi-business level strategy, organisational design, synergy, and responsiveness
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The complexity of strategic management, including organisational purpose, the business environment, competitive analysis, and the firm
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Key concepts associated with strategic management processes for formulating and implementing strategy, providing different perspectives for managing strategically;
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The current issues being faced by strategic managers, including knowledge, information and technology management, strategic management of social responsibility, sustainability and business ethics
Indicative assessment
| Task | % of module mark |
|---|---|
| Essay/coursework | 60 |
| Groupwork | 40 |
Special assessment rules
None
Indicative reassessment
| Task | % of module mark |
|---|---|
| Essay/coursework | 60 |
| Essay/coursework | 40 |
Module feedback
Feedback will be given in accordance with the University Policy on feedback in the Guide to Assessment as well as in line with the School policy.
Indicative reading
Carter, C., Clegg, S.R. and Kornberger, M. (2008). Strategy, Theory and Practice, Sage, London
Grant, R. (2010). Contemporary Strategy Analysis. Wiley
Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008). The Strategy Safari. NY: Free Press.