Description
In this description advanced general management i strategic management.
1
MANT 437
Advanced General Management I
Strategic Management
Semester Two 2011
2
COURSE OUTLINE
MANT 437 – Advanced General Management 1
Overview
MANT 437: 0.125EFTS 18 points
Prerequisites: 72 MANT 300-Level points
Seminars: In CO8.24,
Wednesday 2-4pm (to be confirmed)
Course leader Dr. Conor O’Kane
CO8.24,
Tel: 479-8121
Email: [email protected]
DISCLAIMER
While every effort has been made to ensure that the information contained in this document is
accurate, the information is subject to change. Changes will be notified in class and/or via
Blackboard/email.
COURSE OBJECTIVES AND LEARNING OUTCOMES
The purpose of MANT437 is to bring a level of proficiency in reading and assessing the
professional academic literature in strategic management; and in the application of these ideas
to practice. By engaging with seminal and contemporary research on a number of the most
active areas in strategic management you will learn how to critically evaluate research papers,
and develop a clear understanding of key themes in the field and an appreciation for some of
the research questions and challenges that lie ahead. Specific learning outcomes will include:
? Developing an in-depth understanding of some of the key theoretical standpoints
in the literature on strategic management
? Applying, and developing an appreciation for the relevance of, core theories and
frameworks of strategic management to practice
? Developing your ability to critically review research and journal articles
? Improving your writing, presentational and research skills
3
COURSE CONTENT
Readings (in line with the scheduling of the topics listed below) will be selected from leading
academic journals for analysis and discussion. These readings and discussions will be
complemented by appropriate case material and examples from the contemporary business
press.
COURSE SCHEDULE**
Week beginning
July 11 Course Introduction and Overview
July 18 Concept of Strategy
July 25 Generic Strategies
Aug 1 Resource Based View of the Firm
Aug 8 Critical review of article presentations
Also, discussion on deliberate and emergent strategy
Aug 15 No Class – consultations on strategy evaluations available
Aug 22 Strategy evaluation assignment and presentations
Aug 29 Mid-Semester Break
Sept 5 Strategic Change and Turnaround
Sept 12 Leadership
Sept 19 Strategic Entrepreneurship and Innovation
Sept 26 Strategies for Growth (and assignment consultations)
Oct 3 Strategy as Practice
Oct 10 Critical literature review assignment and course
review
** Sequencing of, and emphasis on, particular topics is subject to student discussions
on day one
Reading lists may be updated on a continuous basis
4
COURSE METHODOLOGY AND MATERIALS
Extensive preparation and participation are required for this course. The class will meet for a
two-hour seminar once a week. Each week will be devoted to a topic as listed in the schedule
below. A reading list for each topic will be distributed in advance of the class. You are
expected to study and critically assess each of the readings distributed, and to contribute to the
seminar’s discussion of these readings. Each week, where relevant, we will also discuss the
application of ideas from the literature to the strategy of a firm, as described in a case study,
assessing the extent to which theory can enlighten practice. Selected articles, book extracts, and
case studies will be posted on blackboard.
When studying an article or book, it is important to pay close attention to:
- the structure and clarity of the key arguments being made in the literature
- the theoretical justifications provided for the research questions
- points of agreement and disagreement with others writing on the same topic
- the operationalisation and measurement of the key concepts
- the clarity of any stated propositions/hypotheses
- the adequacy of the research design
- if a large-sample empirical paper) the clarity of the statistical analysis presented
- if a large-sample empirical paper) whether the statistical analysis adopts the most
appropriate methods?
- (if a large-sample empirical paper) how adequate the sample is
- (if a case-based empirical paper) how appropriate the examined cases are
- (if a case-based empirical paper) how tightly and objectively the case-derived
observations related to the proposed framework are
- how succinctly the data and results are presented
- the relationship between the results and previous research
- the originality of the research findings
- the author’s contribution to the literature/theory
- the possible issues for future research
- the author’s contribution to management practice
- how the material relates to the students’ companies for the strategic assignment
- how the material relates to (in class) case material
- how the material relates to contemporary business press
- how the material relates to students’ practical experience
5
COURSE ASSESSMENT
Together with an enhanced understanding of strategic management, students will demonstrate
proficient analytical, critical thinking, presentational, and written skills as part of their
assessment. More specifically, students will have a total of three separate assignments
consisting (in all) of two presentations and two written exercises. These assignments will
amount to 90% of the course marks. The remaining 10% of the marks will be awarded to
students based on their continued contribution and interaction over the course of the ten
discussion/presentation based classes. This assessment will take the following format:
1. Critical review of article presentations (10%)
Week 5 (August 8)
Students will select an article from a leading journal on a topic of strategy of their
choice. They will critically review this article in a presentation to the class.
2. Strategy evaluation and presentation (4000 words) (35%)
Week 7 (Aug 22)
Drawing on at least one theoretical perspective on strategy to be found in the literature,
each student will conduct a strategic evaluation of a company of their choice. This
document should evaluate the company’s strategic evolution in recent years and how
this might correspond to their performance levels during this time. Students should
make strategic recommendations for the company going forward. The evaluation should
also allude to what (if any) aspects of the organisation’s strategy are not well explained
by extant theory. Students will accompany their written submission (25%) with a 20
minute presentation (10%)
3. Student contribution and interaction (10%)
Aside from course introduction (week 1) and course review (week 13), there are a total
of ten classes – eight discussion based and two presentation based. The class
participation grade is based on your regular weekly contributions to these class
discussions.
4. Critical literature review and presentation (6000-7000 words) (45%)
Week 13 (October 10)
In the second half of the semester, following consultation with the course coordinator,
students will select a particular theme of strategic management of interest to them and
critique literature relevant to this area. Students will be expected to review and
6
juxtapose key arguments/evidence/contributions on this topic and conclude with a gap
in the literature that should warrant further research attention.
ASSESSMENT SUMMARY
Critical Review of Article Presentations 10%
Strategy Evaluation and Presentation 35%
Class Contributions 10%
Critical Literature Review 45%
Total 100%
PLAGIARISM
Students should ensure that all submitted work is their own. Any student found
responsible for dishonest practice (e.g. copying the work of others, use of unauthorized
material in tests) in relation to any piece of work submitted for assessment shall be subjected to
the University’s Dishonest Practice regulations. This may result in various penalties, including
forfeiture of marks for the piece of work submitted, a zero grade for the paper, or in extreme
cases, exclusion from the University. Plagiarism is a form of dishonest practice. Plagiarism is
defined as the copying or paraphrasing another’s work, whether intentionally or through failure
to take proper care, and presenting it as one’s own. In practice, this means plagiarism includes
any attempt in any piece of submitted work to present as one’s own work, the work of another
(whether another student or published authority)
http://www.otago.ac.nz/administration/policies/otago003145.html .
Plagiarism may be intentional or unintentional. Intentional plagiarism is the clear intent to pass
off another person’s work or ideas as your own for your own gain (e.g. copying another
person’s work or copying from textbooks and other sources without appropriate referencing).
Unintentional plagiarism may occur if you do not understand the appropriate way to
acknowledge the source of your ideas and information. If you are unsure of the acceptable
methods of acknowledgment you should consult with the course coordinator or the library staff.
Helpful websites include http://owl.english.purdue.edu/owl/resource/560/01/ - particularly for
assistance in citing electronic sources.The University reserves the right to use plagiarism
detection tools.
7
LATE SUBMISSIONS
In fairness to course members who complete assignments on time, work submitted after the due
date will incur a penalty for lateness. The penalty is 10% of the maximum marks per day late.
In the event of unusual/unforeseeable circumstances you must discuss waiver of the penalty
with the course director at the earliest opportunity.
Weekly readings will come from this core reading list
Concept of Strategy – Week 2, July 18
Case study – The LEGO Group: working with strategy
Readings
Cummings, S. (1993). The first strategists. Long Range Planning, 26(3), 133-135.
Denis, J. L., Langley, A., & Ronleau, L. (2007). Strategising in pluralistic contexts:
Rethinking theoretical frames. Human Relations, 60, 179-215.
Eisenhardt, K. (2002). Has strategy changed? MIT Sloan Management Review, 43(7),
88-91.
Mintzberg, H. (1987). Crafting strategy. Harvard Business Review, 65, 66-76.
Hambrick, D., & Fredrickson, J. (2005). Are you sure you have a strategy? Academy of
Management Executive, 19, 51-62.
Hoskisson, R., Hitt, M., Wan, W., & Yiu, D. (1999). Theory and research in strategic
management: Swings of a pendulum. Journal of Management, 25, 417-456.
Miller, C., & Cardinal, L. (1994). Strategic planning and firm performance: A synthesis
of more than two decades of research. Academy of Management Journal, 37, 1649-
1665.
Nag, R., Hambrick, D. C., & Chen, M. J. (2007). What is strategic management, really?
Inductive derivation of a consensus definition of the field. Strategic Management
Journal, 28, 935-955.
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74, 61-78.
Prahalad, C. K., & Hamel, G. (1994). Strategy as a field of study: why search for a new
paradigm. Strategic Management Journal, 15, 5-16.
Ramos-Rodriguez, A. R., & Ruiz-Navarro, J. (2004). Changes in the intellectual
structure of strategic management research: A bibliometric study of the Strategic
Management Journal, 1980-2000. Strategic Management Journal, 25, 981-1004.
Rumelt, R., Schendel, D., & Teece, D. (1991). Strategic management and economics.
Strategic Management Journal, 12, 5-29.
8
Industry and firm effects on performance – Week 3, July 25
Case study – New Zealand building supplies industry
Readings
Brush, T. H., & Bromiley, P. (1997). What does a small corporate effect mean? A
variance components simulation of corporate and business effects. Strategic
Management Journal, 18, 825-835.
Burgelman, R. (1996). A process model of strategic business exit: Implications for an
evolutionary perspective on strategy. Strategic Management Journal, 17, 193-214.
Carroll, G. R. (1993). A sociological view on why firms differ. Strategic Management
Journal, 14, 237-249.
Chang, S. J., & Singh, H. (2000). Corporate and industry effects on business unit
competitive position. Strategic Management Journal, 21(7), 739-752.
Hansen, G. S., & Wernerfelt, B. (1989). Determinants of firm performance: The relative
importance of economic and organizational factors. Strategic Management Journal, 10,
399-411.
Kotha, S., & Nair, A. (1995). Strategy and environment as determinants of
performance: Evidence from the Japanese machine tool industry. Strategic Management
Journal, 16, 497-518.
Makino, S., Isobe, I., & Chan, C. (2004). Does country matter? Strategic Management
Journal, 25(10), 1027-1043.
McGahan, A., & Porter, M. (1997). How much does industry matter, really? Strategic
Management Journal, 18, 15-30.
Rumelt, R. (1991). How much does industry matter? Strategic Management Journal,
12, 167-185.
Resource Based View of the Firm – Week 4, August 1
Case study – The Formula 1 constructors
Readings
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of
Management, 17(1), 99-120.
Eisenhardt, K. M., & Jeffrey, A. M. (2000). Dynamic capabilities: What are they?
Strategic Management Journal, 21, 1105-1121.
Haas, M. R., & Hansen, M. T. (2005). When using knowledge can hurt performance:
The value of organizational capabilities in a management consulting company.
Strategic Management Journal, 26, 1-24.
Peteraf, M. (1993). The cornerstone of competitive advantage: A resource based view.
Strategic Management Journal, 14(3), 179-191.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard
Business Review, 68(3), 79-91.
Priem, R., & Butler, J. (2001). Is the resource-based ‘view’ a useful perspective for
strategic management research? Academy of Management Review, 26, 22-40.
9
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic
management. Strategic Management Journal, 18(7), 509-533.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management
Journal, 5, 171-180.
Wernerfelt, B. (1995). The resource-based view of the firm: Ten years after. Strategic
Management Journal, 16, 171-175.
Student Presentations and Deliberate and Emergent Strategies - Week 5, August 8
Student presentations so no case study
Readings
Ansoff, H. I. (1991). Critique of H. Mintzberg’s ‘The design school: Reconsidering the
basic premise of strategic management’. Strategic Management Journal, 12, 449-466.
Grant, R. (2003). Strategic planning in turbulent environment: Evidence from the oil
majors. Strategic Management Journal, 24(6), 491-517.
Mintzberg, H. (1978). Patterns in strategy formulation. Management Science, 24, 934-
948.
Mintzberg, H. (1990). The design school: Reconsidering the basic premise of strategic
management. Strategic Management Journal, 11, 171-195.
Mintzberg, H. (1991). Learning 1, Planning 0: Reply to Igor Ansoff. Strategic
Management Journal, 12, 463-466.
Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review,
January/February, 107-114.
Pascale, R. (1984). Perspectives on strategy: The real story behind Honda’s success.
California Management Review, 26(3), 47-72.
Strategic Change and Turnaround – Week 9, September 5
Case study – Malaysia Airlines: A business turnaround
Readings
Arogyaswamy, K., Barker, V. L., & Yasai-Ardekani, M. (1995). Firm turnarounds: An
integrative two-stage model. Journal of Management Studies, 32(4), 493-525.
Baden-Fuller, C., & Stopford, J. M. (1990). Corporate rejuvenation. Journal of
Management Studies, 27(4), 399-415.
Barker, V., III, & Mone, M. A. (1994). Retrenchment: Cause of turnaround or
consequence of decline? Strategic Management Journal, 15(5), 395-405.
Barker, V., III, & Duhaime, I. M. (1997). Strategic change in the turnaround process:
Theory and empirical evidence. Strategic Management Journal, 18(1), 13-38.
10
Bruton, G. D., Ahlstrom, D., & Wan, J. C. (2003). Turnaround in East Asian firms:
Evidence from ethnic overseas Chinese communities. Strategic Management Journal,
24(6), 519-540.
Dunphy, D. C., & Stace, D. A. (1993). The strategic management of corporate change.
Human Relations, 46(6), 905-920.
Pearce, J. A., & Robbins, K. D. (1994). ‘Retrenchment remains the foundation of
business turnaround. Strategic Management Journal, 15(5), 407-417.
Pettigrew, A. M. (1987). Context and action in the transformation of the firm. Journal
of Management Studies, 24(6), 649-670.
Rajagopalan, N., & Spretzer, G. M. (1996). Toward a theory of strategic change: A
multi-lens perspective and integrative framework. Academy of Management Review,
22(1), 48-79.
Robbins, K., & Pearce, J. (1992). Turnaround: Retrenchment and recovery. Strategic
Management Journal, 13, 287-309.
Romanelli, E., & Tushman, M. (1994). Organizational transformation as punctuated
equilibrium: An empirical test. Academy of Management Journal, 37, 1141-1166.
Leadership – Week 10, September 12
Case study – Strategic Leadership and Innovation at Apple Inc.
Readings
Caldwell, C., Hayes, L. A., & Long, D. T. (2010). Leadership, trustworthiness and
ethical stewardship. Journal of Business Ethics, 96, 97-512.
Cannella, A. A., Jr., & Monroe, M. J. (1997). Contrasting perspectives on strategic
leaders: Toward a more realistic view of top managers. Journal of Management, 23(3),
213-237.
Hambrick, D. C., Finkelstein, S., & Mooney, A. C. (2005). Executive job demands:
New insights for explaining strategic decisions and leader behaviours. Academy of
Management Review, 30, 472-491.
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a
reflection of its top managers. Academy of Management Review, 9, 193-206.
Knights, D., & Morgan, G. (1992). Leadership and corporate strategy: Towards a
critical analysis. Leadership Quarterly, 3(3), 171–190.
Lieberson, S., & O’Connor, J. F. (1972). Leadership and organisational performance: A
review of large corporations. American Sociological Review, 37, 117-130.
Meindl, J. R., & Ehrlich, S. B. (1987). The romance of leadership and the evaluation of
organisational performance. Academy of Management Journal, 30, 91–109.
Pfeffer, J. (1977). The ambiguity of leadership. Academy of Management Review, 2,
104-112.
Westley, F., & Mintzberg, H. (1989). Visionary leadership and strategic management.
Strategic Management Journal, 10, 17–32.
Wood, J. A., Jr., & Winston, B. E. (2005). Toward a new understanding of leader
accountability: Defining a critical construct. Journal of Leadership & Organizational
Studies, 11(3), 84–94.
11
Strategic Entrepreneurship and Innovation – Week 11, September 19
Case study - Cordys: Innovations in business process management
Readings
Basadur, M. (1992). Managing creativity: A Japanese model. Academy of Management
Executive, 6(2), 29-42.
Bell, G. G. (2005). Clusters, networks and firm innovativeness. Strategic Management
Journal, 26(3), 287-295.
Chesbrough, H., & Appleyard, M. (2007). Open innovation and strategy. California
Management Review, 50(1), 57-73.
Eisenhardt, K., & Tabrizi, B. (1995). Accelerating adaptive processes: Product
innovation in the global computer industry. Administrative Science Quarterly, 40, 84-
110.
Hitt, M. A., Ireland, R. D., Sirmon, D. G., & Trahms, C. A. (2011). Strategic
entrepreneurship: Creating value for individuals, organizations and society. Academy of
Management Perspectives, 25(2), 57-75.
Ireland, R. D., Hitt, M. A., Camp, S. M., & Sexton, D. L. (2001). Integrating
entrepreneurship and strategic management actions to create firm wealth. Academy of
Management Executive, 15(1), 49-63.
Karim, S., & Mitchell, W. (2004). Innovating through acquisition and internal
development: A quarter-century of boundary evolution at Johnson & Johnson. Long
Range Planning, 37(6), 525-547.
Li, H., & Atuahene-Gima, K. (2001) Product innovation strategy and the performance
of new technology ventures in China. Academy of Management Journal, 44(6), 1123-
1134.
Rothwell, R. (1992). Successful industrial innovation: Critical factors for the 1990s’.
R&D Management, 22(3), 221-239.
Rudma, S. T. (2001). Are successful innovators high performers? Insights from Israel's
largest companies. Academy of Management Executive, 15(1), 149-150.
Strategies for Growth – Week 12, September 26
Case Study – Lufthansa: Going global, but how to manage complexity?
Readings
Anand, J., Mesquitta, L., & Vassolo, R. (2009). The dynamics of multimarket
competition in exploration and exploitation activities. Academy of Management
Journal, 52(4), 802-880.
Chakrabarti, A., Singh, K., & Mahmood, I. (2007). Diversification and performance:
Evidence from East Asian firms. Strategic Management Journal, 28, 101-120.
Hamel, G. (1991). Competition for competence and interpartner learning within
strategic alliances. Strategic Management Journal, 12, 83-103.
12
Hitt, M., & Hoskisson, R. E. (1997). International diversification: Effects on innovation
and firm performance in product diversified firms. Academy of Management Journal,
40(4), 767-798.
Athreye, S., & Kapur, S. (Eds.). (2009). The internationalization of Chinese and Indian
firms – Trends, motivations and strategy [Special issue]. Industrial and Corporate
Change. 18(2).
Knights, G., & Cavusil, T. (2005). A taxonomy of born global firms. Management
International Review, 45(3), 479-501.
Yip, G., Rugman, A., & Kudina, A. (2006). International success of British companies.
Long Range Planning, 39(1), 241-264.
Strategy as Practice – Week 13, October 3
Case Study – Design and development of strategy processes at RACC
Readings
Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenge of a
practice perspective. Human Relations, 60(1), 5-27.
Jarzabkowski, P., & Spee, A. P. (2009). Strategy-as-practice: A review and future
directions for the field. International Journal of Management Reviews, 11, 69-95.
Jarzabkowski, P., & Whittington, R. (2008). Directions for a troubled discipline:
Strategy research, teaching and practice. Journal of Management Inquiry, 17, 266-268.
Johnson, G., Melin, L., & Whittington, R. (2003). Micro-strategy and strategizing:
Towards an activity based view. Journal of Management Studies, 40(1), 3-22.
Moisander, J., & Stenfors, S. (2009). Exploring the edges of theory-practice gap:
Epistemic cultures in strategy-tool development and use. Organization, 16, 227–247.
Regnér, P. (2008). Strategy-as-practice and dynamic capabilities: Steps towards a
dynamic view of strategy. Human Relations, 61, 565-588.
Whittington, R. (1996). Strategy as practice. Long Range Planning, 29, 731-735.
doc_845534522.pdf
In this description advanced general management i strategic management.
1
MANT 437
Advanced General Management I
Strategic Management
Semester Two 2011
2
COURSE OUTLINE
MANT 437 – Advanced General Management 1
Overview
MANT 437: 0.125EFTS 18 points
Prerequisites: 72 MANT 300-Level points
Seminars: In CO8.24,
Wednesday 2-4pm (to be confirmed)
Course leader Dr. Conor O’Kane
CO8.24,
Tel: 479-8121
Email: [email protected]
DISCLAIMER
While every effort has been made to ensure that the information contained in this document is
accurate, the information is subject to change. Changes will be notified in class and/or via
Blackboard/email.
COURSE OBJECTIVES AND LEARNING OUTCOMES
The purpose of MANT437 is to bring a level of proficiency in reading and assessing the
professional academic literature in strategic management; and in the application of these ideas
to practice. By engaging with seminal and contemporary research on a number of the most
active areas in strategic management you will learn how to critically evaluate research papers,
and develop a clear understanding of key themes in the field and an appreciation for some of
the research questions and challenges that lie ahead. Specific learning outcomes will include:
? Developing an in-depth understanding of some of the key theoretical standpoints
in the literature on strategic management
? Applying, and developing an appreciation for the relevance of, core theories and
frameworks of strategic management to practice
? Developing your ability to critically review research and journal articles
? Improving your writing, presentational and research skills
3
COURSE CONTENT
Readings (in line with the scheduling of the topics listed below) will be selected from leading
academic journals for analysis and discussion. These readings and discussions will be
complemented by appropriate case material and examples from the contemporary business
press.
COURSE SCHEDULE**
Week beginning
July 11 Course Introduction and Overview
July 18 Concept of Strategy
July 25 Generic Strategies
Aug 1 Resource Based View of the Firm
Aug 8 Critical review of article presentations
Also, discussion on deliberate and emergent strategy
Aug 15 No Class – consultations on strategy evaluations available
Aug 22 Strategy evaluation assignment and presentations
Aug 29 Mid-Semester Break
Sept 5 Strategic Change and Turnaround
Sept 12 Leadership
Sept 19 Strategic Entrepreneurship and Innovation
Sept 26 Strategies for Growth (and assignment consultations)
Oct 3 Strategy as Practice
Oct 10 Critical literature review assignment and course
review
** Sequencing of, and emphasis on, particular topics is subject to student discussions
on day one
Reading lists may be updated on a continuous basis
4
COURSE METHODOLOGY AND MATERIALS
Extensive preparation and participation are required for this course. The class will meet for a
two-hour seminar once a week. Each week will be devoted to a topic as listed in the schedule
below. A reading list for each topic will be distributed in advance of the class. You are
expected to study and critically assess each of the readings distributed, and to contribute to the
seminar’s discussion of these readings. Each week, where relevant, we will also discuss the
application of ideas from the literature to the strategy of a firm, as described in a case study,
assessing the extent to which theory can enlighten practice. Selected articles, book extracts, and
case studies will be posted on blackboard.
When studying an article or book, it is important to pay close attention to:
- the structure and clarity of the key arguments being made in the literature
- the theoretical justifications provided for the research questions
- points of agreement and disagreement with others writing on the same topic
- the operationalisation and measurement of the key concepts
- the clarity of any stated propositions/hypotheses
- the adequacy of the research design
- if a large-sample empirical paper) the clarity of the statistical analysis presented
- if a large-sample empirical paper) whether the statistical analysis adopts the most
appropriate methods?
- (if a large-sample empirical paper) how adequate the sample is
- (if a case-based empirical paper) how appropriate the examined cases are
- (if a case-based empirical paper) how tightly and objectively the case-derived
observations related to the proposed framework are
- how succinctly the data and results are presented
- the relationship between the results and previous research
- the originality of the research findings
- the author’s contribution to the literature/theory
- the possible issues for future research
- the author’s contribution to management practice
- how the material relates to the students’ companies for the strategic assignment
- how the material relates to (in class) case material
- how the material relates to contemporary business press
- how the material relates to students’ practical experience
5
COURSE ASSESSMENT
Together with an enhanced understanding of strategic management, students will demonstrate
proficient analytical, critical thinking, presentational, and written skills as part of their
assessment. More specifically, students will have a total of three separate assignments
consisting (in all) of two presentations and two written exercises. These assignments will
amount to 90% of the course marks. The remaining 10% of the marks will be awarded to
students based on their continued contribution and interaction over the course of the ten
discussion/presentation based classes. This assessment will take the following format:
1. Critical review of article presentations (10%)
Week 5 (August 8)
Students will select an article from a leading journal on a topic of strategy of their
choice. They will critically review this article in a presentation to the class.
2. Strategy evaluation and presentation (4000 words) (35%)
Week 7 (Aug 22)
Drawing on at least one theoretical perspective on strategy to be found in the literature,
each student will conduct a strategic evaluation of a company of their choice. This
document should evaluate the company’s strategic evolution in recent years and how
this might correspond to their performance levels during this time. Students should
make strategic recommendations for the company going forward. The evaluation should
also allude to what (if any) aspects of the organisation’s strategy are not well explained
by extant theory. Students will accompany their written submission (25%) with a 20
minute presentation (10%)
3. Student contribution and interaction (10%)
Aside from course introduction (week 1) and course review (week 13), there are a total
of ten classes – eight discussion based and two presentation based. The class
participation grade is based on your regular weekly contributions to these class
discussions.
4. Critical literature review and presentation (6000-7000 words) (45%)
Week 13 (October 10)
In the second half of the semester, following consultation with the course coordinator,
students will select a particular theme of strategic management of interest to them and
critique literature relevant to this area. Students will be expected to review and
6
juxtapose key arguments/evidence/contributions on this topic and conclude with a gap
in the literature that should warrant further research attention.
ASSESSMENT SUMMARY
Critical Review of Article Presentations 10%
Strategy Evaluation and Presentation 35%
Class Contributions 10%
Critical Literature Review 45%
Total 100%
PLAGIARISM
Students should ensure that all submitted work is their own. Any student found
responsible for dishonest practice (e.g. copying the work of others, use of unauthorized
material in tests) in relation to any piece of work submitted for assessment shall be subjected to
the University’s Dishonest Practice regulations. This may result in various penalties, including
forfeiture of marks for the piece of work submitted, a zero grade for the paper, or in extreme
cases, exclusion from the University. Plagiarism is a form of dishonest practice. Plagiarism is
defined as the copying or paraphrasing another’s work, whether intentionally or through failure
to take proper care, and presenting it as one’s own. In practice, this means plagiarism includes
any attempt in any piece of submitted work to present as one’s own work, the work of another
(whether another student or published authority)
http://www.otago.ac.nz/administration/policies/otago003145.html .
Plagiarism may be intentional or unintentional. Intentional plagiarism is the clear intent to pass
off another person’s work or ideas as your own for your own gain (e.g. copying another
person’s work or copying from textbooks and other sources without appropriate referencing).
Unintentional plagiarism may occur if you do not understand the appropriate way to
acknowledge the source of your ideas and information. If you are unsure of the acceptable
methods of acknowledgment you should consult with the course coordinator or the library staff.
Helpful websites include http://owl.english.purdue.edu/owl/resource/560/01/ - particularly for
assistance in citing electronic sources.The University reserves the right to use plagiarism
detection tools.
7
LATE SUBMISSIONS
In fairness to course members who complete assignments on time, work submitted after the due
date will incur a penalty for lateness. The penalty is 10% of the maximum marks per day late.
In the event of unusual/unforeseeable circumstances you must discuss waiver of the penalty
with the course director at the earliest opportunity.
Weekly readings will come from this core reading list
Concept of Strategy – Week 2, July 18
Case study – The LEGO Group: working with strategy
Readings
Cummings, S. (1993). The first strategists. Long Range Planning, 26(3), 133-135.
Denis, J. L., Langley, A., & Ronleau, L. (2007). Strategising in pluralistic contexts:
Rethinking theoretical frames. Human Relations, 60, 179-215.
Eisenhardt, K. (2002). Has strategy changed? MIT Sloan Management Review, 43(7),
88-91.
Mintzberg, H. (1987). Crafting strategy. Harvard Business Review, 65, 66-76.
Hambrick, D., & Fredrickson, J. (2005). Are you sure you have a strategy? Academy of
Management Executive, 19, 51-62.
Hoskisson, R., Hitt, M., Wan, W., & Yiu, D. (1999). Theory and research in strategic
management: Swings of a pendulum. Journal of Management, 25, 417-456.
Miller, C., & Cardinal, L. (1994). Strategic planning and firm performance: A synthesis
of more than two decades of research. Academy of Management Journal, 37, 1649-
1665.
Nag, R., Hambrick, D. C., & Chen, M. J. (2007). What is strategic management, really?
Inductive derivation of a consensus definition of the field. Strategic Management
Journal, 28, 935-955.
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74, 61-78.
Prahalad, C. K., & Hamel, G. (1994). Strategy as a field of study: why search for a new
paradigm. Strategic Management Journal, 15, 5-16.
Ramos-Rodriguez, A. R., & Ruiz-Navarro, J. (2004). Changes in the intellectual
structure of strategic management research: A bibliometric study of the Strategic
Management Journal, 1980-2000. Strategic Management Journal, 25, 981-1004.
Rumelt, R., Schendel, D., & Teece, D. (1991). Strategic management and economics.
Strategic Management Journal, 12, 5-29.
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Industry and firm effects on performance – Week 3, July 25
Case study – New Zealand building supplies industry
Readings
Brush, T. H., & Bromiley, P. (1997). What does a small corporate effect mean? A
variance components simulation of corporate and business effects. Strategic
Management Journal, 18, 825-835.
Burgelman, R. (1996). A process model of strategic business exit: Implications for an
evolutionary perspective on strategy. Strategic Management Journal, 17, 193-214.
Carroll, G. R. (1993). A sociological view on why firms differ. Strategic Management
Journal, 14, 237-249.
Chang, S. J., & Singh, H. (2000). Corporate and industry effects on business unit
competitive position. Strategic Management Journal, 21(7), 739-752.
Hansen, G. S., & Wernerfelt, B. (1989). Determinants of firm performance: The relative
importance of economic and organizational factors. Strategic Management Journal, 10,
399-411.
Kotha, S., & Nair, A. (1995). Strategy and environment as determinants of
performance: Evidence from the Japanese machine tool industry. Strategic Management
Journal, 16, 497-518.
Makino, S., Isobe, I., & Chan, C. (2004). Does country matter? Strategic Management
Journal, 25(10), 1027-1043.
McGahan, A., & Porter, M. (1997). How much does industry matter, really? Strategic
Management Journal, 18, 15-30.
Rumelt, R. (1991). How much does industry matter? Strategic Management Journal,
12, 167-185.
Resource Based View of the Firm – Week 4, August 1
Case study – The Formula 1 constructors
Readings
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of
Management, 17(1), 99-120.
Eisenhardt, K. M., & Jeffrey, A. M. (2000). Dynamic capabilities: What are they?
Strategic Management Journal, 21, 1105-1121.
Haas, M. R., & Hansen, M. T. (2005). When using knowledge can hurt performance:
The value of organizational capabilities in a management consulting company.
Strategic Management Journal, 26, 1-24.
Peteraf, M. (1993). The cornerstone of competitive advantage: A resource based view.
Strategic Management Journal, 14(3), 179-191.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard
Business Review, 68(3), 79-91.
Priem, R., & Butler, J. (2001). Is the resource-based ‘view’ a useful perspective for
strategic management research? Academy of Management Review, 26, 22-40.
9
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic
management. Strategic Management Journal, 18(7), 509-533.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management
Journal, 5, 171-180.
Wernerfelt, B. (1995). The resource-based view of the firm: Ten years after. Strategic
Management Journal, 16, 171-175.
Student Presentations and Deliberate and Emergent Strategies - Week 5, August 8
Student presentations so no case study
Readings
Ansoff, H. I. (1991). Critique of H. Mintzberg’s ‘The design school: Reconsidering the
basic premise of strategic management’. Strategic Management Journal, 12, 449-466.
Grant, R. (2003). Strategic planning in turbulent environment: Evidence from the oil
majors. Strategic Management Journal, 24(6), 491-517.
Mintzberg, H. (1978). Patterns in strategy formulation. Management Science, 24, 934-
948.
Mintzberg, H. (1990). The design school: Reconsidering the basic premise of strategic
management. Strategic Management Journal, 11, 171-195.
Mintzberg, H. (1991). Learning 1, Planning 0: Reply to Igor Ansoff. Strategic
Management Journal, 12, 463-466.
Mintzberg, H. (1994). The fall and rise of strategic planning. Harvard Business Review,
January/February, 107-114.
Pascale, R. (1984). Perspectives on strategy: The real story behind Honda’s success.
California Management Review, 26(3), 47-72.
Strategic Change and Turnaround – Week 9, September 5
Case study – Malaysia Airlines: A business turnaround
Readings
Arogyaswamy, K., Barker, V. L., & Yasai-Ardekani, M. (1995). Firm turnarounds: An
integrative two-stage model. Journal of Management Studies, 32(4), 493-525.
Baden-Fuller, C., & Stopford, J. M. (1990). Corporate rejuvenation. Journal of
Management Studies, 27(4), 399-415.
Barker, V., III, & Mone, M. A. (1994). Retrenchment: Cause of turnaround or
consequence of decline? Strategic Management Journal, 15(5), 395-405.
Barker, V., III, & Duhaime, I. M. (1997). Strategic change in the turnaround process:
Theory and empirical evidence. Strategic Management Journal, 18(1), 13-38.
10
Bruton, G. D., Ahlstrom, D., & Wan, J. C. (2003). Turnaround in East Asian firms:
Evidence from ethnic overseas Chinese communities. Strategic Management Journal,
24(6), 519-540.
Dunphy, D. C., & Stace, D. A. (1993). The strategic management of corporate change.
Human Relations, 46(6), 905-920.
Pearce, J. A., & Robbins, K. D. (1994). ‘Retrenchment remains the foundation of
business turnaround. Strategic Management Journal, 15(5), 407-417.
Pettigrew, A. M. (1987). Context and action in the transformation of the firm. Journal
of Management Studies, 24(6), 649-670.
Rajagopalan, N., & Spretzer, G. M. (1996). Toward a theory of strategic change: A
multi-lens perspective and integrative framework. Academy of Management Review,
22(1), 48-79.
Robbins, K., & Pearce, J. (1992). Turnaround: Retrenchment and recovery. Strategic
Management Journal, 13, 287-309.
Romanelli, E., & Tushman, M. (1994). Organizational transformation as punctuated
equilibrium: An empirical test. Academy of Management Journal, 37, 1141-1166.
Leadership – Week 10, September 12
Case study – Strategic Leadership and Innovation at Apple Inc.
Readings
Caldwell, C., Hayes, L. A., & Long, D. T. (2010). Leadership, trustworthiness and
ethical stewardship. Journal of Business Ethics, 96, 97-512.
Cannella, A. A., Jr., & Monroe, M. J. (1997). Contrasting perspectives on strategic
leaders: Toward a more realistic view of top managers. Journal of Management, 23(3),
213-237.
Hambrick, D. C., Finkelstein, S., & Mooney, A. C. (2005). Executive job demands:
New insights for explaining strategic decisions and leader behaviours. Academy of
Management Review, 30, 472-491.
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a
reflection of its top managers. Academy of Management Review, 9, 193-206.
Knights, D., & Morgan, G. (1992). Leadership and corporate strategy: Towards a
critical analysis. Leadership Quarterly, 3(3), 171–190.
Lieberson, S., & O’Connor, J. F. (1972). Leadership and organisational performance: A
review of large corporations. American Sociological Review, 37, 117-130.
Meindl, J. R., & Ehrlich, S. B. (1987). The romance of leadership and the evaluation of
organisational performance. Academy of Management Journal, 30, 91–109.
Pfeffer, J. (1977). The ambiguity of leadership. Academy of Management Review, 2,
104-112.
Westley, F., & Mintzberg, H. (1989). Visionary leadership and strategic management.
Strategic Management Journal, 10, 17–32.
Wood, J. A., Jr., & Winston, B. E. (2005). Toward a new understanding of leader
accountability: Defining a critical construct. Journal of Leadership & Organizational
Studies, 11(3), 84–94.
11
Strategic Entrepreneurship and Innovation – Week 11, September 19
Case study - Cordys: Innovations in business process management
Readings
Basadur, M. (1992). Managing creativity: A Japanese model. Academy of Management
Executive, 6(2), 29-42.
Bell, G. G. (2005). Clusters, networks and firm innovativeness. Strategic Management
Journal, 26(3), 287-295.
Chesbrough, H., & Appleyard, M. (2007). Open innovation and strategy. California
Management Review, 50(1), 57-73.
Eisenhardt, K., & Tabrizi, B. (1995). Accelerating adaptive processes: Product
innovation in the global computer industry. Administrative Science Quarterly, 40, 84-
110.
Hitt, M. A., Ireland, R. D., Sirmon, D. G., & Trahms, C. A. (2011). Strategic
entrepreneurship: Creating value for individuals, organizations and society. Academy of
Management Perspectives, 25(2), 57-75.
Ireland, R. D., Hitt, M. A., Camp, S. M., & Sexton, D. L. (2001). Integrating
entrepreneurship and strategic management actions to create firm wealth. Academy of
Management Executive, 15(1), 49-63.
Karim, S., & Mitchell, W. (2004). Innovating through acquisition and internal
development: A quarter-century of boundary evolution at Johnson & Johnson. Long
Range Planning, 37(6), 525-547.
Li, H., & Atuahene-Gima, K. (2001) Product innovation strategy and the performance
of new technology ventures in China. Academy of Management Journal, 44(6), 1123-
1134.
Rothwell, R. (1992). Successful industrial innovation: Critical factors for the 1990s’.
R&D Management, 22(3), 221-239.
Rudma, S. T. (2001). Are successful innovators high performers? Insights from Israel's
largest companies. Academy of Management Executive, 15(1), 149-150.
Strategies for Growth – Week 12, September 26
Case Study – Lufthansa: Going global, but how to manage complexity?
Readings
Anand, J., Mesquitta, L., & Vassolo, R. (2009). The dynamics of multimarket
competition in exploration and exploitation activities. Academy of Management
Journal, 52(4), 802-880.
Chakrabarti, A., Singh, K., & Mahmood, I. (2007). Diversification and performance:
Evidence from East Asian firms. Strategic Management Journal, 28, 101-120.
Hamel, G. (1991). Competition for competence and interpartner learning within
strategic alliances. Strategic Management Journal, 12, 83-103.
12
Hitt, M., & Hoskisson, R. E. (1997). International diversification: Effects on innovation
and firm performance in product diversified firms. Academy of Management Journal,
40(4), 767-798.
Athreye, S., & Kapur, S. (Eds.). (2009). The internationalization of Chinese and Indian
firms – Trends, motivations and strategy [Special issue]. Industrial and Corporate
Change. 18(2).
Knights, G., & Cavusil, T. (2005). A taxonomy of born global firms. Management
International Review, 45(3), 479-501.
Yip, G., Rugman, A., & Kudina, A. (2006). International success of British companies.
Long Range Planning, 39(1), 241-264.
Strategy as Practice – Week 13, October 3
Case Study – Design and development of strategy processes at RACC
Readings
Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenge of a
practice perspective. Human Relations, 60(1), 5-27.
Jarzabkowski, P., & Spee, A. P. (2009). Strategy-as-practice: A review and future
directions for the field. International Journal of Management Reviews, 11, 69-95.
Jarzabkowski, P., & Whittington, R. (2008). Directions for a troubled discipline:
Strategy research, teaching and practice. Journal of Management Inquiry, 17, 266-268.
Johnson, G., Melin, L., & Whittington, R. (2003). Micro-strategy and strategizing:
Towards an activity based view. Journal of Management Studies, 40(1), 3-22.
Moisander, J., & Stenfors, S. (2009). Exploring the edges of theory-practice gap:
Epistemic cultures in strategy-tool development and use. Organization, 16, 227–247.
Regnér, P. (2008). Strategy-as-practice and dynamic capabilities: Steps towards a
dynamic view of strategy. Human Relations, 61, 565-588.
Whittington, R. (1996). Strategy as practice. Long Range Planning, 29, 731-735.
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