Module Code: |
H9GLENV |
Long Title
|
Strategic Management and the Global Environment
|
Title
|
Strategic Management and the Global Environment
|
Module Level: |
LEVEL 9 |
EQF Level: |
7 |
EHEA Level: |
Second Cycle |
Module Coordinator: |
DERMOT BRADFIELD |
Module Author: |
COLETTE DARCY |
Departments: |
School of Business
|
Specifications of the qualifications and experience required of staff |
|
Learning Outcomes |
On successful completion of this module the learner will be able to: |
# |
Learning Outcome Description |
LO1 |
Construct a theoretical framework which integrates the basic concepts and approaches to the strategic management of organisations |
LO2 |
Discriminate between the different effects that environmental factors and forces have on the organisation and the strategy process. |
LO3 |
Interpret the findings of level specific analytical tools when applied to a specific business situation |
LO4 |
Develop a reflective approach to analyse and evaluate strategic situations |
LO5 |
Synthesise different schools of thought in relation to the analysis of strategic issues faced by organisations. |
Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
|
No recommendations listed |
Co-requisite Modules
|
No Co-requisite modules listed |
Module Content & Assessment
Indicative Content |
Introduction to the Strategy Process
• Key concepts.
• Strategy formulation vs. Strategy formation.
• Strategy as a pattern, plot, plan, position and perspective.
• Strategic purpose
|
Strategic Context
• International context: globalisation vs. localisation.
• Industry context.
• Organisational context
|
Strategy Content
• Business level strategy and competitive advantage.
• Markets view vs. Resource Based View.
• Corporate level strategy and the issue of corporate configuration.
• Responsiveness vs. synergy from a global perspective.
• Network level strategy and the issue of inter-organisational relationships.
• Competition vs. Cooperation.
|
Assessment Breakdown | % |
Coursework | 100.00% |
AssessmentsFull Time
Coursework |
Assessment Type: |
Continuous Assessment (0200) |
% of total: |
100 |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4,5 |
Non-Marked: |
No |
Assessment Description: Students will be given 3 to 5 different assignments to work on a long case study (typically 20 to 40 pages) which covers a range of issues related to the process, content & context of strategy. In each assignment students will conduct their analysis from a specific viewpoint (business level strategy, network level strategy, industry context, international context, strategic capabilities, punctuated equilibrium, etc.) & will be asked to synthesise their own theoretical framework from the content of the course & to analyse the strategic situation in the case study using such theoretical framework. Discussion on the case study will take place at the class level, guided by the lecturer. |
|
No End of Module Assessment |
Reassessment Requirement |
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
|
NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
Module Target Workload Hours 0 Hours |
Workload: Full Time |
Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
Lecture |
30 hours of lectures delivered in block format for the MBA but delivered weekly for the Msc in Finance |
2.5 |
Every Week |
2.50 |
Independent Learning |
95 hours in total |
8 |
Every Week |
8.00 |
Total Weekly Contact Hours |
2.50 |
Workload: Part Time |
Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
Lecture |
30 hours of lectures delivered in block format for the MBA but delivered weekly for the Msc in Finance |
2.5 |
Per 15 week block |
0.17 |
Independent Learning |
95 hours in total |
8 |
Per 15 week block |
0.53 |
Total Weekly Contact Hours |
0.17 |
Module Resources
Recommended Book Resources |
---|
-
Thomas L. Wheelen,J. David Hunger,Alan N. Hoffman,Charles E. Bamford. (2017), Strategic Management and Business Policy, 15th. Pearson, p.832, [ISBN: 0134525779].
| Supplementary Book Resources |
---|
-
Gerry Johnson,Richard Whittington,Patrick Regner,Kevan Scholes,Duncan Angwin. (2017), Exploring Strategy Text and Cases, 11th. Pearson Education, [ISBN: 9781292145129].
-
Robert M. Grant. (2016), Contemporary Strategy Analysis, 9th. John Wiley & Sons, p.776, [ISBN: 1119120845].
-
Stephen Cummings,Duncan Angwin. (2015), Strategy Builder, 1st. John Wiley & Sons, p.336, [ISBN: 1118707230].
-
Henry Mintzberg,Joseph Lampel,James Brian Quinn,Sumantra Ghoshal. (2013), The Strategy Process, 5th. Pearson/Education, p.722, [ISBN: 9780273716280].
-
Mike W. Peng. (2013), Global Strategic Management, 3rd. Thomson South-Western, p.560, [ISBN: 1133953263].
-
Fred R. David. (2013), Strategic Management, 10th. Cengage Learning, [ISBN: 0273767607].
-
Charles Hill,Gareth Jones. (2012), Strategic Management: An Integrated Approach, 10th. Cengage Learning, p.960, [ISBN: 111182584X].
-
DeWit, B. & Meyer, R., 2010. Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage 3rd ed., Thomson Learning..
| Supplementary Article/Paper Resources |
---|
-
McKinsey Global Institute. (2019), Globalization in transition: The future
of trade and value chains,
-
McKinsey Quarterly. (2013), The art of strategy,
-
Harvard Business Review.
-
Academy of Management Perspectives.
-
MIT Sloan Management Review.
-
International Journal of Operations and
Production Management.
| This module does not have any other resources |
---|
|