Module Guide

Powerful Essays
STRATEGIC MANAGEMENT (SIM336)

“A business enterprise guided by a clear sense of purpose rationally arrived at and emotionally ratified by commitment is more likely to have a successful outcome, in terms of profit and social good, than a company whose future is left to guesswork and chance.”
Andrews K., (1987) The concept of corporate strategy; cited in De Wit & Meyer,(2010) Strategy Process, Content, Context, an international perspective 4th Edition

MODULE GUIDE
2012/2013

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MODULE LEADER - Derek Harwood / John Dixon-Dawson

Table of Contents

Important Notes 2
Introduction 4
Lecture and Seminar Programme 4
Sunspace – Module information 4
University Documentation 5
Module Feedback 5
Assessment 6
MODULE DESCRIPTION 7
Introductory Lecture 10
Introductory Seminar : Review module guide and assessment! 11
Lecture One: ‘The Strategy Labyrinth.’ 12
The Essential Reading For Lecture One 12
Seminar One 13
Part 1. The Sale of Burmah Castrol to BP Amoco 13
Part 2. Strategy Past; Strategy Futures 13
Lecture Two: Models, Concepts, Theories 14
The Essential Reading For Lecture Two 14
: The Brewery Group Denmark : Faxe, Ceres and Thor 15
Lecture Three : Organizational Purpose 16
The Essential Reading For Lecture Three 16
Seminar Three : Blackberry & The Mobile Phone Industry 17
Lecture Four: Chaos and Strategy 18
The Essential Reading For Lecture Four 18
Seminar Four: Blackberry & The Mobile Phone Industry (case study provided in the module pack) 18
Lecture Five: Influences On Action 19
The Essential Reading For Lecture Five 19
Seminar Five: Ryanair 21
Lecture Six: Public Sector Strategy 22
The Essential Reading For Lecture Six 22
Seminar Six: Strategy development at Castle Press & New Town Council 23
Lecture Six A: Assignment Preparation 24
Seminar 6A Databases 24
Lecture Seven: Risk Management 25
The Essential Reading For Lecture Seven 25
Seminar Seven: Case Study:



References: 1. S.Cummings,Brief Case:TheFirst Strategists,Long Range Planning26,(3), 133-135 (1993). 2.B.D.Henderson,TheOriginofStrategy,HarvardBusinessReview,November/December, 139-43(1989). 3.J.-C.Spender,BusinessPolicyandStrategy:AView oftheField,WorkingPaper,Graduate SchoolofManagement,RutgersUniversity,NewJersey(1993). 4.C.I.Barnard,TheFunctionsoftheExecutive,HarvardUniversityPress,CambridgeMA, 1938. 5.E.P.Learned,C.R.Christensen,K.R.AndrewsandW.D.Guth,BusinessPolicy:Text and Cases,lrwin,Homewood,IL(1965). 6.P.Selznick,LeadershipinAdministration:ASociologicalInterpretation,Harper&Row, New York(1957). 7.M.E.Porter,Towardsadynamictheoryofstrategy,Strategic ManagementJournal12, 95-117(1991). 9. Mintzberg(1994). 10. H.I.Ansoff,CorporateStrategy,McGrawHill,New York(1965). 11. G.A.Steiner,Top ManagementPlanning,Macmillan,New York(1969). 12. R.L.Ackoff,AConcept ofCorporatePlanning,Wiley,New York(1970). 13. J.Argenti,Systematic CorporatePlanning,ThomasNelson,Sunbury-on-Thames, Middlesex(1974). 14.D.Schendel,StrategyFutures:What 'sLefttoWorryAbout?,WorkingPaper,Krannert GraduateSchoolofManagement,PurdueUniversity,Indiana(1992). 15. C.E.Lindblom,TheScience ofMuddlingThrough,PublicAdministrationReview19,79- 88(1959). Strategy Past;StrategyFutures 16.A.Wildavsky,IfPlanningisEverything,Maybeit 'sNothing,PolicySciences4,127-153 (1973). 17. J.B.Quinn,StrategicChange: 'Logiclncrementalism ',S/oanManagementReview,Fall, 7-21(1978). 18. G.Johnson,RethinkingIncrementalism,StrategicManagementJournal9,75-91(1988). 19. H.Mintzberg,StrategyMakinginThree Modes,CaliforniaManagementReviewXVI,44- 53(1973). 20.E.E.Chattee,ThreeModelsofStrategy,AcademyofManagementReview10,89-98 (1985). 21. A.Pettigrew,OnStudyingManagerialElites,StrategicManagementJournal10,87-105 (1992). 22. H.MintzbergandJ.A.Waters,OfStrategiesDeliberateandEmergent,Strategic Management Journal&,257-272(1985). 23. M.E.Porter,CompetitiveStrategy:TechniquesforAnalyzingIndustries andCompetitors, FreePress,New York(1980). 24.M.E.Porter,CompetitiveAdvantage,FreePress,NewYork(1985). 25. E.H.Chamber!in,TheDifferentiationoftheProduct,InTheTheoryofMonopolistic Competition:ARe-orientationoftheTheoryofValue,HarvardUniversityPress,Cambridge, MA (1933). 26. E.S.Mason,Price andProductionPoliciesofLarge-ScaleEnterprise,AmericanEconomic Review,Supplement29,March,61-74(1939). 27.J.S.Bain,RelationofProfitRatetoIndustryConcentration:AmericanManufacturing, 1936-1940,QuarterlyJournalofEconomicsLXV,293-324(1951). 28. K.Cool andD.Schendel,PerformanceDifferencesamong StrategicGroupMembers, StrategicManagement Journal9,207-224(1988). 29. A.Marshal!,PrinciplesofEconomics,Macmillan,London(1890). 30. A.Marshal!,ElementsofEconomicsofIndustry,Macmillan,London(1913). 31. A.MarshalI,IndustryandTrade,Macmillan,London(1923). 32. R.H.Coase,TheNatureoftheFirm,Economica,4,November,386-405(1937). 33. P.W.S.Andrews,Costs ofProduction,Part11:TheEffects ofChanging Organisation,In ManufacturingBusiness,Macmillan,London(1949). 34. E.Penrose,TheTheoryoftheGrowth oftheFirm,Oxford:Blackwell(1959). 35. A.A.AlchianandH.Demsetz,Production,InformationCosts,andEconomicOrganisation, AmericanEconomicReview62,777-795(1972). 36. R. P.Rumelt,TowardsaStrategic TheoryoftheFirm,InR.Lamb(ed.). Competitive StrategicManagement.pp.556-70,Prentice-Hall,EnglewoodCliffs,NJ(1984). 37. B.Wernerfelt,AResource-BasedView oftheFirm,Strategic Management JournalS,171- 180(1984). 38. C.K.PrahaladandR.A.Bettis,TheDominantLogic:ANewLinkagebetweenDiversity and Performance,StrategicManagement Journal7,485-501(1986). 39. D.J.Teece,G.Pisano,and A.Shuen,Firm Capabilities,ResourcesandtheConceptof Strategy:Four ParadigmsofStrategicManagement,CCCWorkingPaper,No90-8, CenterforResearchinManagement,UniversityofCaliforniainBerkeley(1990).

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