STMG391-18B (HAM)

Strategic Management

20 Points

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Waikato Management School
Te Raupapa
Department of Strategy & Human Resource Management

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: sade.lomas@waikato.ac.nz
: lori.jervis@waikato.ac.nz
: helena.wang@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

: ljk12@students.waikato.ac.nz
: brittany.oliver97@gmail.com

Student Representative(s)

Lab Technician(s)

Librarian(s)

: clive.wilkinson@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5 or 9 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
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Paper Description

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This paper aims to develop your ability to think strategically about an organisation's current and future situation. It builds on your knowledge and understanding of the basic management concepts from your earlier BMS core papers and/or other experience. You review many of the conventional strategic management concepts, as well as a series of the latest models for handling strategic issues and processes. Cases are used throughout the paper to illustrate key concepts and to develop your skills in strategic analysis and strategic thinking.

Introducing.... 391 Strategic Management

The vast majority of managers concern themselves with operational aspects of business (what we do), rather than placing emphasis on strategy (why we do what we do...). This is partly due to poor training, partly due to inability but largely because most managers do not understand the importance of long-term visionary strategy, rather than short-term operational activities. Strategic Management is concerned with setting future direction, crafting and implementing strategies to improve the future prospects and performance of organisations. In adopting a total enterprise perspective to ensure all resources are managed effectively and efficiently, this paper requires integration of knowledge from all the functional areas of management. While internal resources, capabilities and competencies provide the basis for an organisation’s strategy, the potential impact of external influences from the remote, industry and competitive environment also needs to be considered.

Study teams are used for activities in class and for assigned tasks and informal study outside class time. Teams are self-selected and are comprised of 4 members from the same workshop. When workshop numbers are uneven, teams of 5 will be allowed.

This paper is supported through a dedicated Facebook group, where tutorials are posted, discussion questions are answered and you have access to the instructor. If you do not have a Facebook account yet, or do not wish to use the one you have, you will need to create a new, free Facebook account. Email will also be used, but only for formal assessment related material.

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Paper Structure

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This paper will be a combination of:

  • in-class lectures
  • facilitated team work and collaborative learning
  • in-class workshops
  • online learning
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Demonstrate the ability to think strategically about an organisation, its competitive position, and the means by which it can improve its performance by conducting strategic analysis on cases;
    Linked to the following assessments:
  • Integrate knowledge of the functional areas of management and development of the total enterprise perspective;
    Linked to the following assessments:
  • Identify and discuss the ethical implications of strategic decisions and the importance of socially responsible management practices;
    Linked to the following assessments:
  • Demonstrate an ability to effectively communicate through presentations and written strategic analysis;
    Linked to the following assessments:
  • Identify and discuss issues in the local and global business environment related to Strategic Management and;
    Linked to the following assessments:
  • Collaborate for team-based learning and working relationships.
    Linked to the following assessments:
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Assessment

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This paper has a learning outcome which is directly related to team-based learning. A lot of work in this course will have students working with a team of students to analyse and develop strategies for set cases. All team work assessment items are compulsory and students should set up good communication channels and expectations with their team members early on. Further information on setting up teams, creating team contracts and workplans will be outlined in the first two weeks.
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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 60:40. There is no final exam. The final exam makes up 40% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 60:40 or 0:0, whichever is more favourable for the student. The final exam makes up either 40% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Case Analysis Development
Average of All
14 Aug 2018
9:00 AM
12
  • Hand-in: In Lecture
2. Case Analysis - Part 1
31 Jul 2018
9:00 AM
-
  • Hand-in: In Lecture
3. Case Analysis - Part 2
7 Aug 2018
9:00 AM
-
  • Hand-in: In Lecture
4. Case Analysis - Part 3
14 Aug 2018
9:00 AM
-
  • Hand-in: In Lecture
5. Case A & Case B
7 Sep 2018
12:00 PM
16
  • Online: Submit through Moodle
6. Case Competition
1 Oct 2018
12:00 PM
23
  • Online: Submit through Moodle
7. Reflection on Group Work
Average of All
4 Oct 2018
12:00 PM
6
  • Online: Submit through Moodle
8. Reflection - 1
27 Jul 2018
12:00 PM
-
  • Online: Submit through Moodle
9. Reflection - 2
11 Sep 2018
12:00 PM
-
  • Online: Submit through Moodle
10. Reflection - 3
11 Oct 2018
12:00 PM
-
  • Online: Submit through Moodle
11. Practice Presentation
17 Aug 2018
12:00 PM
3
  • Hand-in: In Tutorial
12. Exam
40
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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You will require for this paper:

  • Grant, R., Butler, B., Orr, S., & Murray, P.A. (2014). Contemporary Strategic Management: An Australasian Perspective, 2nd Edition, Wiley.
  • E availability for $55 http://www.wileydirect.com.au/buy/contemporary-strategic-management-australasian-perspective-2nd-edition/OR
  • Grant, R., Butler, B., Humphry, H., & Orr, S (2011). Contemporary Strategic Management: An Australasian Perspective, 1st Edition. Wiley.
  • Cases and additional readings available through the course website.
  • Perrin, R. (2011). Pocket guide to APA style (4th edition). United States, Cengage Learning Inc. ISBN 9780495912637 OR
  • Perrin, R. (2014). Pocket guide to APA style (5th edition). United States, Cengage Learning Inc. ISBN 9781285425917

This guide will serve you well in developing your scholarly writing. In addition to details on APA style, there are sections that illustrate the difference between paraphrasing and plagiarism.

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Recommended Readings

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Brewer, M., Brandi, C., Mitchell, E., Partington, E., Rade, M., Riddle, D., Song, Y. & Chapman, R. (2011). Under Armour: Working To Stay On Top Of Its Game. In Strategic Management: Competitiveness and Globalisation - Cases, D. Hanson, M.A. Hitt, R.D. Ireland & R.E. Hoskisson, Cengage: Melbourne, Australia.

Brouthers, K.D., Brouthers, L.E., & Wilkinson, T.J. (1995). Strategic Alliances: Choose your partners, Long Range Planning, 28(3), p18-25.

Butcher, A.W., & Wilson, P.A. (2014). Theo Chocolate – Doing well by doing good. Journal of Case Studies, 32(1), 19-36.

Christensen, C. M., Raynor, M., Verlinden, M. (2001). Skate to Where the Money Will Be, Harvard Business Review, 79(10), p72-81.

Collins, E., Bowden, S., Kearins, K., & Tregida, H. (2012). All Good Bananas. Waikato Management School, University of Waikato.

D'Aveni, R. (2002). The Empire Strikes Back: Counterrevolutionary Strategies for Industry Leaders, Harvard Business Review, 80 (11), p66-75.

France, N., & Vidal, D., (2014). Michael Hill International: Controlled Expansion and Sustainable Growth., In R. Grant, B. Butler, S. Orr and P Murray, Contemporary Strategic Management: An Australasian Perspective, 2nd Ed., Wiley, p450-461.

Grant, R.M. (2010). Cost Advantage. IN Contemporary Strategy Analysis: Text and Cases (7th ed.), R.M. Grant, Wiley, West Sussex: UK

Grant, R.M. (2010). Differentiation Advantage. IN Contemporary Strategy Analysis: Text and Cases (7th ed.), R.M. Grant, Wiley, West Sussex: UK

Gibb, J. Connolly, H. Collins, E & Pavlovich, K.(2014). Nice guys making Nice Blocks, Waikato Management School, University of Waikato.

Kusar, M.T., & Mull, R., (2016). Teakoe: The Path to Growth. Journal of Case Studies, 34(1) 107-124.

Nalebuff B.J., & Brandenburger, A.M. (1996). Co-opetition, HarperCollinsBusiness.

Prahalad, C.K and Hamel, G (1990) The Core Competence of the Corporation, Harvard Business Review, 68(3) May-June, pp.79-91.

Raynor, M. (2003) Take the fork in the road. Strategy and innovation Newsletters, 1(4), Harvard Business School Publishing.

Thompson, A. & Strickland, A. (2001). Industry and competitive analysis. In Crafting and executing strategy: Text and readings (pp. 72-113). Boston, MA: McGraw-Hill/Irvin.

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Online Support

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Resources will be available through Moodle. A STMG391-18B Facebook page will also be set up and communication will be predominantly through this medium. Email will also be used for assessment related material.
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Workload

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  • STMG391 is a work intensive paper and you will be required to manage both your individual time and also the commitment you will have to your team for group work.
  • This is a 20 point paper.
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Linkages to Other Papers

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Pre-requisites: FINA201 and HRMG241 and MKTG151 (for BMS students), or at the discretion of the Chairperson of the Department (for non-BMS students)
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