Description
Strategic Management is defined as a set of managerial decisions and actions that determines the long term performance of a corporation. It includes strategy formulation, implementation and evaluation and control.
Course title: Sustainable Business Strategy
Course code: PPM 107 No. of credits: 3 L-T-P: 42-00-00 Learning hours: 42
Pre-requisite course code and title (if any): NA
Department: Business Sustainability
Course coordinator: Dr. Sapna A.Narula Course Instructor: Dr. Sapna A. Narula
Contact details:
Course type: Core Course offered in: Semester 2
Course description:
Strategic Management is defined as a set of managerial decisions and actions that determines the long-term
performance of a corporation. It includes strategy formulation, implementation and evaluation and control. The
study of strategic management therefore emphasizes the monitoring and evaluation of environmental
opportunities and constraints in light of corporation’s strengths and weaknesses.
Sustainability is also now considered as a strategic issue by most of the firms across the globe and the three pillars
of sustainability i.e. ecological, social as well as economic sustainability are finding place in the strategic
landscape. Stakeholders are also demanding that firms should become environmentally responsible at all levels-be
it corporate, business and functional level. The pressure from environmental groups have forced the firms to think
and incorporate sustainability into all their functions i.e. product. market, operations, supply chain, finance etc. The
managers need to evaluate their strategies from environmental perspective and adopt sustainability strategies in
order to meet regulatory as well as stakeholder expectations. Hence, the business management students need
knowledge, skills and tools to tackle environmental challenges in strategic terms by paying equal attention to
financial, environmental and social issues that may affect their business. Hence, it makes sense to see the strategy
as sustainable business strategy which includes environmental agenda in the list of strategists/ managers.
Course objectives:
This course is a basic strategic management course covering all aspects of strategy i.e. environmental analysis,
internal analysis, strategic advantage analysis, strategy formulation, implementation and control. The course has
been designed keeping in view the increasing need for environmental sustainability into products , markets and
functional strategies of companies as demanded by stakeholders and regulatory authorities and hence at each
step, due emphasis has been given on the sustainable aspect of strategy formulation and implementation.
Course contents
Module Topic L T P
1 Module 1: Strategic Management Process
? Introduction to Policy & Strategy, its evolution, The strategic Management
Model, Applications of Strategic Management, Types of Strategies
? Sustainable Aspect of Strategy
? Economic, Environmental and Social Dimensions
2
1
1
2 Module 2: Business Strategy and Sustainability
? Foundations of Sustainable Strategic Management
? Corporate Social Responsibility
? Socially Responsible Investing
? Corporate Sustainability Reporting
4
3 Module 3 : Strategy Formulation (A) : Environmental Analysis
? Defining Mission, Vision, Objectives and Policies, Roles and responsibilities
of CEOs in defining vision
Exercise 2: Evaluate the mission and vision statement of any five companies from
different sectors
? The Business Environment: External PESTEL Framework Porter’s Industry
Analysis The External factor Evaluation (EFE )Matrix and Competitive Profile
Matrix.
Case1: Sinarmas
? The Business Environment: Internal Analysis Key Internal Forces Value
Chain : Evolution and Analysis; ecological and social efficiency and
effectiveness
? The Internal factor Evaluation Matrix
? The Resource Based View of Organization and The Theory of Core
Competencies
Case 2: Product and Market Strategy Dilemma: How Firms in Pesticide Industry
Shall win the Race?
1
4
1
2
2
1
4 Module 4: Strategy Formulation (B): Strategic Options
? Financial vs Strategic Objectives ,Levels of Strategies, Types of Strategies:
Integration Strategies, Intensive Strategies, Diversification strategies,
Defensive Strategies,
? Porter’s Generic strategies
? Mergers & Acquisitions
? Strategic Alliances
? Turnaround strategy
? Sustainability strategies , Networks, Models for Green alliances,
partnerships and collaborations
Case 3: How to Cope Environmental Turbulence? A Case of Excel Crop Care ltd.
2
1
1
1
1
1
1
5 Module 5: Strategic Analysis & Choice
? The Nature and Process of Strategic analysis and choice: A comprehensive
Strategy-Formulation framework
1
? The input stage: IFE and EFE matrix; The Matching Staage: TOWS ,SPACE ,
BCG, IE matrix; The Decision Stage: QSPM matrix
? Cultural Aspects of strategic Choice, The Role of Board of Directors, Strategy
and Social responsibility, Role of values in Strategic Choice, sustainability as
core value
2
1
6 Module 6: Strategy Implementation
? Issues in Strategy Implementation: Policies, Resource allocation, managing
conflict, 7S Framework
? Matching structure with strategy: restructuring and Reengineering, creating
a strategy –supportive culture, Functional and technological issues in
strategy implementation
? Preparing organization for sustainability: sustainable culture, resources and
technologies
2
2
2
7 Module 7 : Strategy Review, Evaluation and Control
? The Strategic Evaluation, Process and Framework
? Balanced Scorecard
? Strategic Audit
? Exercise 4: Project Presentations
1
1
1
2
Total 42 0 0
Evaluation criteria:
? Case Presentations (3) (Evaluation through presentation) 15%
? Project/ Assignments (Evaluation through presentation) 15%
? Minor Exam (s) (Closed Book Objective Type) 25%
? End-term Exam (Open Book Case based) 45%
Learning outcomes:
? To familiarise the students with factors affecting the firm and industry in long run and also with the tools
and techniques of external as well as internal environmental analysis
? To develop their analytical as well as decision-making skills to formulate and evaluate strategy under a
given set of environmental factors
? To develop a practical understanding of strategy formulation and implementation process
? To develop an understanding of impact of regulators and stakeholders on business strategy and introduce
the concept of sustainable business strategy
Pedagogical approach:
The course will have a mix of theory and applied coursework with more practical approach. The teaching shall be
done mainly through lectures/ case discussions/case presentations/exercises etc. The entire course has been
divided into seven modules. There will be 42 sessions (One hour each) as per the course outline. The students are
also expected to work out cases as well as assignments given at the end of each module which will help them
develop their analytical as well as conceptual skills. The instructor would discuss one case each for one module and
hence a total of 7-8 cases will be discussed in total. The students are expected to come prepared for case
discussions.
Materials:
Suggested readings
1. The course-contents (REFERRALS) refer to the book Strategic Management: concepts and cases (10
th
Edition) by Fred R. David and students are expected to read these chapters before coming to the class
except the module II on Business Strategy and Sustainability which refers to book on Sustainable Strategic
Management by Edward Stead and Jean Garner Stead
There will be some handouts on class lectures covering only the main points and hence it is imperative to be
attentive in the class.
The readings referred to in the course outline shall be provided to you by the course instructor
Additional Readings:
? Thomson & A.J. Strickland: Strategic Management :Concepts and Cases, Tata McGraw-Hill, New Delhi (2003)
? T.L. Wheelen , J. Hunger, K.Rangarajan: Concepts in Strategic Management & Business Policy, Pearson
Education, Delhi- (2005)
? Gerry Johnson & K. Scholes: Exploring Corporate Strategy: Text and Cases, PHI, New Delhi (2002)
? V. Gupta, K. Gollakota, R. Srinivasan: Business Policy and Strategic Management-Concepts and Applications;
Prentice-Hall of India, New Delhi (2005)
? J.G. Stead & Edward Stead: Sustainable Strategic Management, M. E. Sharpe & Co., 2004.
? J.G. Stead & Edward Stead: Management for a Small Planet, M.E. Sharpe& Co.,2009.
Required Text Book:
The course-contents (REFERRALS) refer to the book Strategic Management: concepts and cases (10
th
Edition) by
Fred R. David and students are expected to read these chapters before coming to the class except the
module II on Business Strategy and Sustainability which refers to book on Sustainable Strategic
Management by Edward Stead and Jean Garner Stead
There will be some handouts on class lectures covering only the main points and hence it is imperative to be
attentive in the class.
The readings referred to in the course outline shall be provided to you by the course instructor
Additional Information (if any): NA
Student Responsibilities:
Both case study presentations as well as exercises are group assignments. Students are expected to work in the
group of 4-5 for working out case solutions. The alternative solutions from all the groups will then be discussed in
class.
A list of reading materials shall be provided to each student. Students are also expected to come prepared before
every class. The topics are largely based on the book on Strategic Management by Fred R. David
The student attendance, feedback, discipline is required as per university rules.
Course reviewers:
The course is reviewed and commented by the following experts:
Mr P.S.Narayan
Ecoeye, Social and Community Initiatives, Wipro
Mr Brij Sethi
Ecoeye, Social and Community Initiatives, Wipro
Mr Rakesh Sharma
Strategy & Business Development, Philips Electronics India Limited
Mr Pawan Deep Singh
Strategy & Business Development, Philips Electronics India Limited
Prof. Paul Srivastava
Director, David O’ Brien Centre for Sustainable Enterprise, Concordia University
Prof. Jean Garner stead
Professor of Strategy, East Tennesse State University
Reference :
Chapter 1
The Role of Corporation in Achieving Ecological sustainability by Paul Shrivastava ( Academy of Management
Review, 1995)
Sustainable Strategic Management: An Evolutionary Perspective by Jean Garner stead & W. Edward Stead(
International Journal of Sustainable Strategic Management,2008) Corporate Challenges of Sustainable
Development by Pratima Bansal.
Chapter 3
A Note on Porter’s Industry Analysis
Chapter 4
Exploring the Concept of Fit in Strategic Management by Venkatraman and Camillus (Academy of Management
Review, 1984) The Core Competence of Corporation by C.K. Prahalad & Gary Hamel, (Harvard Business
Review,May-June,1990)
Chapter 5
New Sustainable Business Models in China by F. Birkin et al (Business Strategy and Environment, 2009)When
Porter’s Generic Strategies are not Enough: Complementary Strategies for Turnaround Situation by Marius
Pretorius ( Journal of Business Strategy,2008)Green and Competitive: Ending the Stalemate byPorter, M. E., and
Claas van der Linde. (Harvard Business Review, 1995).
Chapter 6
A Strategy Evaluation Model for Management by Simon Hastings ( 1996)
Chapter 7 & 8
A Proposed Framework for Strategy Implementation in Indian Context by Azhar Kazmi ( Management Decision,
2008)Environmental Technologies and Competitive Advantage by Paul Srivastava( Strategic Management
Journal, 1995)Sustainable Organizational Technology by Paul Srivastava (International Journal of Sustainable
Strategic Management, 2008)
Chapter 9 A Note on Balanced Score card
doc_733322856.pdf
Strategic Management is defined as a set of managerial decisions and actions that determines the long term performance of a corporation. It includes strategy formulation, implementation and evaluation and control.
Course title: Sustainable Business Strategy
Course code: PPM 107 No. of credits: 3 L-T-P: 42-00-00 Learning hours: 42
Pre-requisite course code and title (if any): NA
Department: Business Sustainability
Course coordinator: Dr. Sapna A.Narula Course Instructor: Dr. Sapna A. Narula
Contact details:
Course type: Core Course offered in: Semester 2
Course description:
Strategic Management is defined as a set of managerial decisions and actions that determines the long-term
performance of a corporation. It includes strategy formulation, implementation and evaluation and control. The
study of strategic management therefore emphasizes the monitoring and evaluation of environmental
opportunities and constraints in light of corporation’s strengths and weaknesses.
Sustainability is also now considered as a strategic issue by most of the firms across the globe and the three pillars
of sustainability i.e. ecological, social as well as economic sustainability are finding place in the strategic
landscape. Stakeholders are also demanding that firms should become environmentally responsible at all levels-be
it corporate, business and functional level. The pressure from environmental groups have forced the firms to think
and incorporate sustainability into all their functions i.e. product. market, operations, supply chain, finance etc. The
managers need to evaluate their strategies from environmental perspective and adopt sustainability strategies in
order to meet regulatory as well as stakeholder expectations. Hence, the business management students need
knowledge, skills and tools to tackle environmental challenges in strategic terms by paying equal attention to
financial, environmental and social issues that may affect their business. Hence, it makes sense to see the strategy
as sustainable business strategy which includes environmental agenda in the list of strategists/ managers.
Course objectives:
This course is a basic strategic management course covering all aspects of strategy i.e. environmental analysis,
internal analysis, strategic advantage analysis, strategy formulation, implementation and control. The course has
been designed keeping in view the increasing need for environmental sustainability into products , markets and
functional strategies of companies as demanded by stakeholders and regulatory authorities and hence at each
step, due emphasis has been given on the sustainable aspect of strategy formulation and implementation.
Course contents
Module Topic L T P
1 Module 1: Strategic Management Process
? Introduction to Policy & Strategy, its evolution, The strategic Management
Model, Applications of Strategic Management, Types of Strategies
? Sustainable Aspect of Strategy
? Economic, Environmental and Social Dimensions
2
1
1
2 Module 2: Business Strategy and Sustainability
? Foundations of Sustainable Strategic Management
? Corporate Social Responsibility
? Socially Responsible Investing
? Corporate Sustainability Reporting
4
3 Module 3 : Strategy Formulation (A) : Environmental Analysis
? Defining Mission, Vision, Objectives and Policies, Roles and responsibilities
of CEOs in defining vision
Exercise 2: Evaluate the mission and vision statement of any five companies from
different sectors
? The Business Environment: External PESTEL Framework Porter’s Industry
Analysis The External factor Evaluation (EFE )Matrix and Competitive Profile
Matrix.
Case1: Sinarmas
? The Business Environment: Internal Analysis Key Internal Forces Value
Chain : Evolution and Analysis; ecological and social efficiency and
effectiveness
? The Internal factor Evaluation Matrix
? The Resource Based View of Organization and The Theory of Core
Competencies
Case 2: Product and Market Strategy Dilemma: How Firms in Pesticide Industry
Shall win the Race?
1
4
1
2
2
1
4 Module 4: Strategy Formulation (B): Strategic Options
? Financial vs Strategic Objectives ,Levels of Strategies, Types of Strategies:
Integration Strategies, Intensive Strategies, Diversification strategies,
Defensive Strategies,
? Porter’s Generic strategies
? Mergers & Acquisitions
? Strategic Alliances
? Turnaround strategy
? Sustainability strategies , Networks, Models for Green alliances,
partnerships and collaborations
Case 3: How to Cope Environmental Turbulence? A Case of Excel Crop Care ltd.
2
1
1
1
1
1
1
5 Module 5: Strategic Analysis & Choice
? The Nature and Process of Strategic analysis and choice: A comprehensive
Strategy-Formulation framework
1
? The input stage: IFE and EFE matrix; The Matching Staage: TOWS ,SPACE ,
BCG, IE matrix; The Decision Stage: QSPM matrix
? Cultural Aspects of strategic Choice, The Role of Board of Directors, Strategy
and Social responsibility, Role of values in Strategic Choice, sustainability as
core value
2
1
6 Module 6: Strategy Implementation
? Issues in Strategy Implementation: Policies, Resource allocation, managing
conflict, 7S Framework
? Matching structure with strategy: restructuring and Reengineering, creating
a strategy –supportive culture, Functional and technological issues in
strategy implementation
? Preparing organization for sustainability: sustainable culture, resources and
technologies
2
2
2
7 Module 7 : Strategy Review, Evaluation and Control
? The Strategic Evaluation, Process and Framework
? Balanced Scorecard
? Strategic Audit
? Exercise 4: Project Presentations
1
1
1
2
Total 42 0 0
Evaluation criteria:
? Case Presentations (3) (Evaluation through presentation) 15%
? Project/ Assignments (Evaluation through presentation) 15%
? Minor Exam (s) (Closed Book Objective Type) 25%
? End-term Exam (Open Book Case based) 45%
Learning outcomes:
? To familiarise the students with factors affecting the firm and industry in long run and also with the tools
and techniques of external as well as internal environmental analysis
? To develop their analytical as well as decision-making skills to formulate and evaluate strategy under a
given set of environmental factors
? To develop a practical understanding of strategy formulation and implementation process
? To develop an understanding of impact of regulators and stakeholders on business strategy and introduce
the concept of sustainable business strategy
Pedagogical approach:
The course will have a mix of theory and applied coursework with more practical approach. The teaching shall be
done mainly through lectures/ case discussions/case presentations/exercises etc. The entire course has been
divided into seven modules. There will be 42 sessions (One hour each) as per the course outline. The students are
also expected to work out cases as well as assignments given at the end of each module which will help them
develop their analytical as well as conceptual skills. The instructor would discuss one case each for one module and
hence a total of 7-8 cases will be discussed in total. The students are expected to come prepared for case
discussions.
Materials:
Suggested readings
1. The course-contents (REFERRALS) refer to the book Strategic Management: concepts and cases (10
th
Edition) by Fred R. David and students are expected to read these chapters before coming to the class
except the module II on Business Strategy and Sustainability which refers to book on Sustainable Strategic
Management by Edward Stead and Jean Garner Stead
There will be some handouts on class lectures covering only the main points and hence it is imperative to be
attentive in the class.
The readings referred to in the course outline shall be provided to you by the course instructor
Additional Readings:
? Thomson & A.J. Strickland: Strategic Management :Concepts and Cases, Tata McGraw-Hill, New Delhi (2003)
? T.L. Wheelen , J. Hunger, K.Rangarajan: Concepts in Strategic Management & Business Policy, Pearson
Education, Delhi- (2005)
? Gerry Johnson & K. Scholes: Exploring Corporate Strategy: Text and Cases, PHI, New Delhi (2002)
? V. Gupta, K. Gollakota, R. Srinivasan: Business Policy and Strategic Management-Concepts and Applications;
Prentice-Hall of India, New Delhi (2005)
? J.G. Stead & Edward Stead: Sustainable Strategic Management, M. E. Sharpe & Co., 2004.
? J.G. Stead & Edward Stead: Management for a Small Planet, M.E. Sharpe& Co.,2009.
Required Text Book:
The course-contents (REFERRALS) refer to the book Strategic Management: concepts and cases (10
th
Edition) by
Fred R. David and students are expected to read these chapters before coming to the class except the
module II on Business Strategy and Sustainability which refers to book on Sustainable Strategic
Management by Edward Stead and Jean Garner Stead
There will be some handouts on class lectures covering only the main points and hence it is imperative to be
attentive in the class.
The readings referred to in the course outline shall be provided to you by the course instructor
Additional Information (if any): NA
Student Responsibilities:
Both case study presentations as well as exercises are group assignments. Students are expected to work in the
group of 4-5 for working out case solutions. The alternative solutions from all the groups will then be discussed in
class.
A list of reading materials shall be provided to each student. Students are also expected to come prepared before
every class. The topics are largely based on the book on Strategic Management by Fred R. David
The student attendance, feedback, discipline is required as per university rules.
Course reviewers:
The course is reviewed and commented by the following experts:
Mr P.S.Narayan
Ecoeye, Social and Community Initiatives, Wipro
Mr Brij Sethi
Ecoeye, Social and Community Initiatives, Wipro
Mr Rakesh Sharma
Strategy & Business Development, Philips Electronics India Limited
Mr Pawan Deep Singh
Strategy & Business Development, Philips Electronics India Limited
Prof. Paul Srivastava
Director, David O’ Brien Centre for Sustainable Enterprise, Concordia University
Prof. Jean Garner stead
Professor of Strategy, East Tennesse State University
Reference :
Chapter 1
The Role of Corporation in Achieving Ecological sustainability by Paul Shrivastava ( Academy of Management
Review, 1995)
Sustainable Strategic Management: An Evolutionary Perspective by Jean Garner stead & W. Edward Stead(
International Journal of Sustainable Strategic Management,2008) Corporate Challenges of Sustainable
Development by Pratima Bansal.
Chapter 3
A Note on Porter’s Industry Analysis
Chapter 4
Exploring the Concept of Fit in Strategic Management by Venkatraman and Camillus (Academy of Management
Review, 1984) The Core Competence of Corporation by C.K. Prahalad & Gary Hamel, (Harvard Business
Review,May-June,1990)
Chapter 5
New Sustainable Business Models in China by F. Birkin et al (Business Strategy and Environment, 2009)When
Porter’s Generic Strategies are not Enough: Complementary Strategies for Turnaround Situation by Marius
Pretorius ( Journal of Business Strategy,2008)Green and Competitive: Ending the Stalemate byPorter, M. E., and
Claas van der Linde. (Harvard Business Review, 1995).
Chapter 6
A Strategy Evaluation Model for Management by Simon Hastings ( 1996)
Chapter 7 & 8
A Proposed Framework for Strategy Implementation in Indian Context by Azhar Kazmi ( Management Decision,
2008)Environmental Technologies and Competitive Advantage by Paul Srivastava( Strategic Management
Journal, 1995)Sustainable Organizational Technology by Paul Srivastava (International Journal of Sustainable
Strategic Management, 2008)
Chapter 9 A Note on Balanced Score card
doc_733322856.pdf