BUSI3188 STRATEGIC MANAGEMENT
1
STRATEGIC MANAGEMENT:
PERSPECTIVE, PROCESS AND PRACTICE
Module Outline
Academic Year 2022-2023
Module Code: BUSI3188
Credits and Level: 20 credits, Level 3
Pre-requisites: None
Co-requisites: None
Module Convenors,
lecturers & seminar
tutors:
Dr. Lei Li (Autumn Semester)
(Lei.Li@nottingham.edu.cn)
IEB 454, Phone: +86 (0)574 8818 0000 ext. 8852
Office hours:
Dr. Zhijing Zhu (Spring Semester)
(zhijing.zhu@nottingham.edu.cn)
IEB 447, Phone: +86 (0)574 8818 0000 ext. 8411
Office hours: 10:30-12:30, Mondays
Private study: 130 hours
Exam Preparation: 40 hours
Method of Assessment: Team-based Computer Simulation in Spring 2023 (50%)
3000-word individual coursework in Spring 2023 (50%)
IF YOU NEED A COPY OF THIS AND/OR SUBSEQUENTLY PUBLISHED
DOCUMENTS IN AN ALTERNATIVE FORMAT, PLEASE CONTACT THE MODULE
CONVENOR AND/OR THE DISABILITY OFFICER.
BUSI3188 STRATEGIC MANAGEMENT
MODULE AIMS
The objectives of this module are to provide you with the key tools, concepts and frameworks
of strategic analysis and develop your abilities of strategy implementation.
MODULE DESCRIPTION
The fundamental question in strategic management is: Why are some firms more successful
than others We will devote a fair amount of time discussing the drivers of firm and industry
performance in a variety of business contexts. The module will equip you with the concepts,
frameworks, and tools you will need to analyse and understand the sources of superior
performance.
This module also provides you with an opportunity to integrate the knowledge that you have
acquired from all the functional areas, and trains you to think and practice as corporate
strategists (i.e., upper level managers). Specifically, the module enables you to develop skills
in analyzing and managing strategic processes and practices with particular reference to the role
of organization in strategy development and execution, strategic leadership, strategic change,
internationalization, and stakeholder management in strategic management.
LEARNING OBJECTIVES AND OUTCOMES
Knowledge and understanding
This module develops a knowledge and understanding of:
x
The dynamic and changing nature of business and the consideration of the future of
organisations within the global business environment, including the management of risk.
x
The management of resources.
x
The development of appropriate policies and strategies within a changing environment
to meet stakeholder interests.
x
The need for individuals and organisations to manage responsibly and sustainably and
behave ethically in relation to social, cultural, economic and environmental issues.
x
The development of strategic priorities to deliver business at speed in an environment
where digital technology has reshaped traditional revenue and business models.
Intellectual skills
This module develops:
x
The ability to analyse facts and circumstances to determine the cause of a problem and
identifying and selecting appropriate solutions.
x
Conceptual and critical thinking, analysis, synthesis and evaluation.
Professional practical skills
This module develops:
x
Commercial acumen based on an awareness of the key drivers for business success,
causes of failure and the importance of providing customer satisfaction and building
customer loyalty.
Transferable (key) skills
This module develops:
x
Self-management and a readiness to accept responsibility and flexibility, to be resilient,
self-starting and appropriately assertive, to plan, organise and manage time.
x
Articulating and effectively explaining information.
x
Building and maintaining relationships.
2
BUSI3188 STRATEGIC MANAGEMENT
3
TEXTBOOK (REQUIRED)
Johnson, Whittington, Regnér, Scholes, Angwin. (2019): Exploring Strategy: Text & Cases,
12th Ed., Prentice Hall.
Note: Electronic version is available in UNNC library (see the screen snapshot below).
Recommend to download chapters.
METHODS OF MODULE DELIVERY
1. Lectures: Each student attends 21 * 1.5-hour lectures in total.
Lecture Lecture topic Semester
1 Introduction to Strategic Management
Autumn,
2022
2 External Analysis
3 Internal Analysis
4 Business Strategy & Positioning
5 Business strategy in the context of computer simulation
6 Corporate Strategy 1: Diversification and multi-business
7 Corporate Strategy 2: Vertical integration
8 Corporate Strategy 3: Multinational strategy
9 Scenario planning
10 Case analysis workshop I: GreenWood Resources
11 Revisiting essentials of strategic management
Spring,
2023
12 From case analysis to coursework preparation
13 Strategy implementation 1: Developing a strategy
14 Understanding a relatively unique corporate strategy (Coursework
design 1)
15 Competitive advantage: the Samsung Way (Coursework design 2)
16 Developing sustainable business (Coursework design 3)
17 Strategy implementation 2: Evaluating a strategy
18 Global challenges for emerging market/Chinese firms (Coursework
design 4)
19 Strategy implementation 3: Organizing the firm to execute a strategy
20 Strategy implementation 4: Strategic change
21 Module wrap-up & Coursework consultation
BUSI3188 STRATEGIC MANAGEMENT
2. Seminars: Each student is obliged to attend 5 * 2-hour seminars at the time and place
specified for your seminar group. In principles, no changes of the seminar groups are allowed
unless there is direct conflict with another class attendance.
METHOD OF ASSESSMENT
All work on this module will be marked in accordance with the marking guide included in
%XVLQHVV6FKRRO VVWXGHQWKDQGERRN_x005f
It is your responsibility to familiarise yourself fully with University Regulations concerning
plagiarism and other forms of unacceptable and unfair practice.
The assessment of this module will take place in the Spring semester in 2022.
The assessment of this module will consist of:
1. Team-based computer simulation (50%)
2. Individual coursework (50%)
Team-based Computer Simulation
Overview
The Capstone computer simulation (www.capsim.com) provides the students with an
RSSRUWXQLWWRJDLQ3KDQGV
-RQ′H[SHULHQFHLQUXQQLQJDEXVLQHVV 6WXGHQWVDUHRUJDQL]HGLQWR
PDQDJHPHQWWHDPVWKDW3UHSUHVHQWDQGPDQDJH′ _x0013_ PLOOLRQHOHFWURQLFVFRPSDQLHV
Each team
member should have specific decision-making responsibilities just like in a real company. For
example, you may have a Marketing VP, a Finance VP, an Operations VP, and a CEO.
0RUHRYHU HDFKPHPEHUZLOOKDYHWR3ZHDUPXOWLSOHKDWV′_x0011_)RUH[DPSOH W
he Marketing VP may
also be a product manager or a market segment manager.
$VDVHQLRUPDQDJHPHQWWHDP RXZLOOGHILQHWKHFRPSDQ VPLVVLRQDQGVWUDWHJLHV DSSOWR
the decision making processes the knowledge and analytical techniques you have acquired from
the fields of accounting, finance, marketing, operations, human resource management, and
strive for delivering the best performance. Capstone is a team-based simulation. Thus, good
coordination is extremely important. (Note: Teams will be formed within your seminar
group.)
Simulation results (30%)
We will begin with practice rounds to gain experience of working as a team. The results from
WKHSUDFWLFHURXQGVGRQ WFRXQWWRZDUGRXUSHUIRUPDQFH $IWHUWKHSUDFWLFHURXQGV_x000f_ZHZLOO
have eight rounds of forPDO VLPXODWLRQ $W WKH HQG RI WKH IRUPDO VLPXODWLRQ HDFK WHDP V
performance will be assessed based on the balanced scorecard score. The assessment will
accounts for 30% (thirty per cent) of the total mark for the module.
Team Presentation (20%)
Each team is required to conduct a presentation after formal simulation. The presentation
performance will account for 20% (twenty per cent) of the total mark for the module. The
presentation should cover, but not be limited to the following issues.
x
Overview of your FRPSDQ Vfinancial and operational performance
x
How do you describe your strategy
x
What were you best and worst strategic decisions
x
What really puzzled your team in the course of the simulation
x
Was there a turning point (for good or bad) for your team during the simulation
4
BUSI3188 STRATEGIC MANAGEMENT
5
x
:KRZDVWKH3KHUR′RQRXUWHDPZKRSODHGDYHUFULWLFDOUROH”
x
Who were your major competitor(s)
x
Any memorable moment(s)
Note: There might be free-riders on the teams, people who don’t carry their weight in
getting the work done. Capstone peer evaluations as well as the individual preparation
(introductory quiz, individual rehearsal, situation analysis etc.) will allow the module
convenors to adjust your individual mark when necessary.
If there is clear evidence that a studeQWKDVQ WPHDQLQJIXOOSDUWLFLSDWHGLQWKHWHDP -based
simulation, s/he would receive a severely reduced mark. In the extreme situation where a
VWXGHQWKDVQ WUHJLVWHUHGIRUWKH&DSVWRQHVLPXODWLRQ IRUH[DPSOH V KHZRXOGREWDLQ]HUR
for the simulation.
There will be three peer evaluations along the simulation process. ,IRXGRQ WVXEPLWRXU
peer evaluations according to the instructions, you would automatically lose 10% of your
team-based mark no matter how you might be evaluated by your teammates.
The module convenor reserves the right to deal with any unforeseen situations that may arise
with the teamwork in a manner s/he deems appropriate.
Individual Coursework
The individual coursework accounts for 50% (fifty per cent) of the total mark for the module.
The word limit is 3000 words including texts, tables, figures (and appendixes if any), excluding
the references.
The assignment for the individual coursework is as follows:
Choose one out of the five cases listed below, and conduct a thorough case analysis by
identifying the strategic problems/issues, making a powerful diagnosis with arguments and
evidence, and propose a solution with an action plan. In addition, search the information of
the case company 3-5 years down the road after the case was written to compare your solution
with what actually happened, and reflect on the differences.
The five cases are respectively:
(1) 3%RPEDUGLHU$HURVSDFH_x001d_7KH&6HULHV’LOHPPD′ ;
(2) 3 *UHHQ:RRG5HVRXUFHV $*OREDO6XVWDLQDEOH9HQWXUHLQWKH0DNLQJ′
(3) 3$OSKDEHW(HV1HZ)URQWLHUV′
(4) 36DPVXQJ(OHFWURQLFV′ DQG
(5) 3)27,/( %XLOGLQJD*UHDW&RPSDQ*XLGHGE&RQIXFLDQLVP′
Core requirements on the coursework are the following:
x
Maximum 30 students are allowed to choose one case. Students register the chosen case
FRPSDQ V
QDPHLQDQRQOLQHVKDUHGIRUPEDVHGRQWKHUXOHRI3ILUVWFRPHILUVWVHUYHG′
Whose registration is after the 30th will be invalid and required to choose another case.
x
EDFKVWXGHQW V written case analysis and reflection should be entirely based on individual
efforts 6LPLODUFRQWHQWDPRQJGLIIHUHQWVWXGHQWV FRXUVHZRUNRUDPRQJRXUFRXUVHZRUN
for different modules will adversely impact the competitiveness of your coursework and
even lead to plagiarism (see plagiarism below).
x
Please note that your thorough case analysis should be conducted before searching for the
more recent information of the case company. Otherwise, the exposure to additional
information would likely compromise the coherence of your case analysis.
BUSI3188 STRATEGIC MANAGEMENT
6
x
You have the latitude to decide on the coursework title which should match well with the
contents. $VLPSOH YDJXHWLWOHOLNH3FDVHDQDOVLVRQ6DPVXQJ(OHFWURQLFV′LVQRWDOORZHG .
x
You are expected to extensively draw on theories/concepts/frameworks learnt in this
module to support your analysis and reflection.
x
Make sure you provide references when you search additional information and build your
arguments upon the works of others.
Deadline of coursework submission: 15:00, 4th May, 2023 (Beijing time). You are required
to upload a digital copy onto Turnitin via Moodle by the deadline.
Note: Penalties will be applied for late submissions.
PLAGIARISM
Plagiarism is a serious academic offence. Nottingham University maintains zero tolerance over
plagiarism in any form. Your attention is drawn to University regulations and School guidelines
regarding plagiarism. All coursework submissions will go through a plagiarism check and if
plagiarism is detected, zero mark will be awarded for this module.
SCHEDULES & READINGS OF AUTUMN SEMESTER
1. Lectures (Small adjustments may be made during the semester)
Lecture Topic & Recommended readings Required
reading
Date
1 Introduction to Strategic Management Chapter 1 of
the textbook
Week 2
(23 Sep)
2 External Analysis: Macro-environment ±Industry Analysis
±
Competitive Dynamics ±Strategic Groups
Further readings:
