Strategy and Management of Change

  • School: Federation Business School
    Course Title: Strategy and Management of Change
    Course Code: BUMGT5926
    Teaching Location: On-shore and Off-shore Locations
    Credit Points: 15
    Semester, Year: Semester 1, 2015.
    Prerequisite(s): Students must have completed 8 courses of the MBA to enrol in this course, unless a waiver is granted by the Graduate Course Co-ordinator
    Corequisite(s): Nil
    Exclusion(s): Nil
    ASCED Code: 080301
    Program Level:
    Level of course in Program AQF Level(s) of Program
    5 6 7 8 9 10
    Introductory
    Intermediate
    Advanced X

  • Organisation:
    Staff
    Lecturer Details Tutor Details
    (if relevant)
    Name John Bell
    Email Contact jbell@mit.edu.au
    Office Location & Campus MIT Melbourne, Level 6
    Phone Contact 86006700
    Consultation Hours By Appointment
    Prescribed Text
    No particular text book is followed in this course. The book used in Competitive Analysis – R Grant (2010) Contemporary Strategy Analysis (7th Edition), John Willey Publishing – will be a good support text. The other book we recommend is:
    The shorter book is:
    De Wit, B. and Meyer, R. (2010). Strategy synthesis: Resolving strategy paradoxes to create competitive advantage (4th ed.). London: South-Western (CENGAGE Learning)
    The longer book is:
    De Wit, B. and Meyer, R. (2010). Strategy: Processes, content, context (4th ed.). London: South-Western (CENGAGE Learning).
    Other recommended texts:
    Charles W. L. Hill; Gareth R. Jones (2012). Strategic Management: An Integrated Approach, 10th edition, Ohio: South-Western (CENGAGE Learning). [9th edition can be used in case 10th edition is not available]
    Further reading and alternative texts are provided elsewhere in this course description but a lighthearted and irreverent view of Strategy can be found in:
    Mintzberg, H., Ahlstrand, B., and Lampel, J. (2005). Strategy bites back: It is far more, and less, than you ever imagined. London: FT Prentice Hall.
    Important: In addition to these books, the course requires students to read other relevant materials for each workshop. The link to or copies of the reading materials are placed on the Moodle site.
    Student Responsibility
    It is the responsibility of every student to be aware of the requirements for this course, and understand the specific details included in this document.

  • 2-18
    For full details of programs and school procedures, please refer to the Federation Business School Programs Handbook available at http://federation.edu.au/faculties-and-schools/federation-business-school/student-resources/continuing-students/timetables
    Students should be aware of the content of the handbook, particularly:
    • Special Consideration process and forms
    • Assignment Coversheet
    • Submission of tasks and assignments
    • Grading codes
    • Appeal process
    • Unsatisfactory progress - Early Intervention
    It is emphasised that this course requires a significant commitment outside of formal class contact. The learning tasks in this course may include classes (lectures, tutorials or seminars), required reading, the preparation of answers to set questions, exercises and problems, and self-study. In addition, students may be required to complete an assignment, test or examination.
    The table below is an example of the suggested time allocations for this course.
    Classes (average of ) 3 hours per week 36 hours
    Required reading 3 hours per week 36 hours
    Other class preparation Average of 2 hour per week 20 hours
    Case study Reading, researching, writing 16 hours
    Preparation of assignment Researching, reading, writing 20 hours
    End of semester examination Study and revision 22 hours
    TOTAL 150 hours
    Attendance and Participation
    It is in students’ interest to make every effort to attend all the classes for this course and to complete all preparatory and assessment tasks. It is our experience that those students who do not attend class or carry out the associated activities are more likely to do poorly or to fail the course completely.
    Late Submission
    Assessment tasks submitted after the due date, without prior approval/arrangement, will be penalised at 10% of the available marks per day. Requests for extension of time must be made with the lecturer concerned and based on Special Consideration guidelines http://policy.federation.edu.au/student_services_and_administration/enrolment/special_consideration/ch01.php
    Moderation of Results
    Moderation refers to the practice of quality assurance of assessable tasks and marking carried out at any of the School’s Partner Providers’ locations. Moderation addresses the interests of students, staff, the School’s partners and external stakeholders. Moderation seeks to ensure that:
    • Good practice in assessment is being applied consistently across the institution and its programs;
    • Student performance is being properly, fairly and consistently judged for all students undertaking the same course of study; and
    • Standards expected of, and achieved by, students are appropriate, reliable and comparable to good practice at the University and nationally.
    Standardisation of assessment may result in a student’s mark being amended. This is your guarantee that your results are comparable to Federation University results in all locations.
    Course Evaluation
    We welcome feedback as one way to keep improving this course. Students are encouraged to provide course feedback through eVALUate, the University’s online student feedback system. eVALUate will be available to students during Weeks 10 and 11 by the Student Survey dashboard system using FedUni student user names and passwords.
    Moodle
    Moodle is used to host course resources for all courses. Students can download lecture and tutorial notes to support class participation. Students login to Moodle at https://moodle.federation.edu.au/login/index.php
    Generally, assessments are submitted online through Moodle. Should you need assistance, please use the available resources and support through the drop-down menus in Moodle.
    Plagiarism:
    Plagiarism is the presentation of the expressed thought or work of another person as though it is one's own without properly acknowledging that person.
    Students must not allow other students to copy their work and must take care to safeguard against this happening. In cases of copying, normally all students involved will be penalised equally; an exception will be if the student can demonstrate the work is their own and they took reasonable care to safeguard against copying.
    Plagiarism is a serious offence. Please refer to the following documents:
    • Statute 6.1: Student Discipline
    • Regulation 6.1: Student Discipline
    • Regulation 6.1.1: Plagiarism
    Adopted Reference Style:
    APA
    The link to the library website for more information is: FedUni Library - Referencing
    Learning Outcomes:
    Knowledge
    K1 Recognise the internal and external national and international factors influencing business competitiveness and the key roles of strategy, resources and capabilities to achieve sustained competitive advantage.
    K2 Identify the relationships between strategy content, context and process and how strategies can be developed and implemented in the context of a changing global and local environment.
    K3 Appraise the role played by the senior managers and company boards in diverse organisations and international settings and the importance of integrity
    K4 Evaluate the sources and routes to superior performance and judge the appropriateness of the tools and techniques for developing strategies that help businesses to grow and create shareholder value.
    Skills
    S1 Apply theoretical knowledge within diverse organisational and environmental contexts to prepare and present business strategies for achieving business competitiveness
    S2 Research and synthesise industry, macro and global environment related secondary data and interpret the findings to make informed strategic decisions, including within novel and complex settings
    S3 Recognise the limitations of theoretical and practical concepts in strategic management and explain the implications of those limitations
    S4 Cooperatively undertake critical and systematic evaluations of relevant theories, concepts and practices and communicate the findings with clarity to specialist and non-specialist audiences
    Application of knowledge and skills
    A1 Adapt and apply strategic management knowledge and skills in diverse and novel organisational settings.
    A2 Apply proprietary tools and techniques to develop strategic options that an enterprise can use to grow and create shareholder value in the context of a changing global and local environment.
    Course Content:
    This course includes the following topics:
    • Nature of strategy in the 21st century. Topics include:
    o internal and external drivers of strategic decisions, critical issues in strategy, and corporate governance, ethics and sustainable development
    • Generating Strategic options. Topics include:
    o strategy processes and approaches to choice of strategies, management of uncertainty in strategy and scenario planning
    • Corporate Strategy and the scope of the enterprise. Topics include:
    o the role of knowledge management and leveraging competences; mergers, alliances, networks and partnerships; and globalisation
    • Strategic failure, renewal and change. Topics include:
    o the challenge of the ‘new economy’, hyper-competition, and managing and leading change
    Topics and sub-topics may include:
    • The nature of strategy in the 21st century. (Two lessons).
    o The nature of strategy: strategizing and economizing. Internal and external drivers of strategic decisions. Critical issues in strategy.
    o Corporate governance, ethics and sustainable development
    • Generating Strategic options. (Three lessons)
    o Path dependencies, culture and organisational configurations. Strategy processes and approaches to choice of strategies
    o Management of uncertainty in strategy and scenario planning
    • Corporate Strategy and the scope of the enterprise. (Two lessons)
    o The role of knowledge management and leveraging competences.
    o Issues of scope: mergers, alliances, networks and partnerships
    o Globalisation
    • Strategic failure, renewal and change. (Three lessons).
    o The challenge of the ‘new economy’, hyper-competition, technology change and globalisation.
    o Technology and strategic innovation
    o Managing and leading change
    • Scenario workshops (two lessons)
    The course is made up of 12 lessons. Each lesson typically takes up to three hours. In block mode there are two or more lessons in a day. Attendance and participation in the lessons is a requirement of the course.
    Values:
    • Appreciate the importance of strategic management in the context of increasing uncertain and complex local and global business environments.
    • Appreciate the high level of critical thinking and the increasing requirement for ethical as well as commercial frameworks in strategy development and implementation.
    • Appreciate the need for continuous learning in order to maintain up-to-date skills and knowledge

  • Learning Tasks and Assessment:
    At the University a PASS is usually achieved at 50%. For courses listed below, a mark of at least 40% in the examination must additionally be achieved.
    BUACC1506, BUACC1507, BUACC1521, BUEBU1501, BUECO1507, BUECO1508, BUENT1531, BUHRM1501, BULAW1502, BULAW1503, BUMGT1501, BUMKT1501, BUMKT1503, BUTSM1501, BUTSM1502, BUACC5901, BUACC5930, BUACC5937, BUECO5903, BUHRM5912, BULAW5911, BULAW5914, BULAW5915, BUMGT5921, BUMKT5901, BUMKT5922.
    Students are strongly advised to attempt ALL assessment tasks. Students who do not submit a task(s) or fail a task(s) in the semester will be identified as a ‘student at risk’ of unsatisfactory academic progress (outlined in the School Handbooks) and will be directed to the School’s Intervention Program. Students who encounter difficulties or who are otherwise concerned regarding their progress should consult their lecturer.
    Assessment criteria set out the details by which performance in each task will be judged. This information will give a clear and explicit understanding of the expected standards to be achieved relative to the marks awarded.
    Graduate Attributes
    Graduate Attribute Brief Description Low Focus Medium Focus High Focus
    Continuous Learning Emphasis will be given to making students aware that the theories and tools of strategic management evolve to address the issue of sustained competitive advantage of business in different macro and international environmental settings and that conscious effort must be expended to ensure currency in the discipline. X
    Self Reliance Students will be provided with knowledge and tools that enable them to prepare independent and reliable business strategies in workplace. X
    Engaged citizenship This course will assist students to work in a team to undertake research, analysis and synthesis for the second assessment task. The course will also assist graduates to be able to pursue a senior level management career which requires them to interact with diverse group of stakeholders. X
    Social Responsibility The course will help students to understand and apply integrity and social responsibility principles in the development and implementation of strategies. X
    Assessment
    Learning outcomes assessed Assessment Task Assessment Type Weighting Week Due
    1. K1, K4
    S3
    A1 Individual Case Study requiring analysis of company’s internal and external environment, strategies, capabilities and competitiveness and the preparation of written responses. Essay 10%
    2. K2, K4
    S1, S2, S4
    A1, A2 Group work requiring development of a group charter that involves students from different cultural and professional backgrounds undertaking research and analysis of the external environmental trends and uncertainty and preparation of a scenario planning report. Written report and presentation 40%
    3. K1, K2, K3, K4
    S2, S3
    A1 Examination Exam 50%
    Assessment Task 1: Individual Case Analysis (10%)
    1) Assessment Details
    The objective of the assessment task is to develop your ability to:
    • analyse sources and routes to superior performance,
    • to apply strategic management theories and concepts to practical situations, and
    • develop skills in research, critical thinking and analysis
    Read the Case Study ‘Google Inc.: What’s the Corporate Strategy’ which is available in course Moodle site. Guided by issues in the case and your understanding of the principles of strategy and management of change, you are expected to provide written response to the following questions:
    Question 1: Analyse the competitive nature of the industry in which Google operates. Do you think Google’s resources and capabilities have the potential to create value in the future? How could Google sustain its competitive advantage?
    Question 2: Discuss the strategic challenges that Google experienced in implementing its corporate strategy. Based on previous experience of diversification, what criteria would you suggest Google should consider to guide its future diversification decisions?
    Length: 900-1000 words, Weight 10%
    Due: Friday, Week 4, 11:59 p.m.
    2) Criteria used to grade this task
    Criteria for assessment of the case analysis are given on the sample feedback sheet on the next page. The graded case analyses will be returned by week 5 (in block mode, 2 weeks after submission)
    Assessment 1: Individual Case Analysis Grading Criteria and Feedback
    Student Name: ________________________________________
    Student ID Number: ________________________________________
    Criteria HD D C P MF F
    The quality and completeness of response to the questions (6 Marks)
    ? The analysis demonstrates a knowledge and understanding of relevant strategic management theory.
    ? Evidence of critical thinking in preparing the answer
    ? The argument is incisive and includes a concise, relevant treatment of the issues. The answer is consistent with the question and critically analyses the topic.
    Evidence of appropriate reading (2 Marks)
    ? The topic is discussed using theoretical frames of strategic management, and these are supported by the use of at least 2 primary sources (e.g. refereed journal articles) and/or at least 1 high quality professional, company or media sources that are directly relevant to the topic chosen
    ? Makes limited use of textbook (or other text books), relying on primary sources to support their argument.
    Clarity of expression and Overall presentation (2 Marks)
    ? Sources are referenced consistently and comprehensively using the recommended referencing system as prescribed in the course description/outline
    ? Use of language appropriate to academic writing
    ? The answers are succinctly and clearly written
    ? Presentation is professional (e.g. spell and grammar checked, judicious use of headings, etc).

  • TOTAL (10 marks)
    Penalties
    ? Poor presentation (up to 2 marks)
    ? Late: Date received (5% of the possible mark, per day)
    ? Failure to adequately reference is plagiarism. Plagiarism will be dealt with in line with university policy.
    TOTAL MARKS OBTAINED FOR ASSESSMENT
    Grade
    Comments:
    Graded by: Date:
    3) Task Assessor
    Lecturer
    4) Suggested time to devote to this task
    A suggested minimum of sixteen hours revision time
    5) Submission details
    Written response to the assignment must be submitted to the lecturer by the due date. Take note that late submission will be subjected to a 5% deduction of the possible mark per day.
    6) Feedback and return of work.
    Marked assignment with feedback by the assessor will be returned to the students within two weeks after submission.

  • Assessment Task 2: Group Assignment (Scenario Planning) (40%)
    1) Assessment Details
    Presentation: On the 11th and 12th weeks (in Block mode, 5th workshop day).
    Weight: 10% to be marked individually.
    Written Report due: 11th Week (in Block mode, 5th workshop day). Weight: 30% to be marked as a Group.
    Length of report: 3000-3200 words, excluding the reference list and appendix,
    The objective of the assignment is to develop your ability in a group setting to:
    • develop knowledge of strategic management theory,
    • reflect on the use of strategic management theory,
    • apply high level of strategic thinking and strategic foresight,
    • integrate multiple perspectives of strategy making, and
    • strategy making in the context of increasing uncertainty in local and global business environments
    Students will form groups of around 3 to 4. Each group will select an organisation or a strategic business unit, ideally one that is personally familiar to at least one team member. Whichever organisation you select, it is imperative that you have enough information available in order to undertake this analysis.
    Scenario planning:
    Paul J.H. Schoemaker states that among the many tools a manager can use for strategic planning, scenario planning stands out for its ability to capture a whole range of possibilities in rich detail. In fact, Paul J.H.Schoemaker’s following article must be consulted when working on this exercise: Schoemaker, P.J.H. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, Winter Issue. pp.25-40. You are also strongly advised to use other references to enrich your understanding of the scenario planning process and to prepare your reports. One such useful resource is “ICL's Experience of Building Scenarios for Strategic Planning” taken from the book of “Scenario Planning: Managing for the Future” written by Ringland G (2006).This is available in course’s Moodle site.
    In this exercise you do not need to develop a change strategy based on your decision scenarios. Following the process of scenario planning, you are required to develop two to three decision scenarios, describe in a short story format how each scenario unfolds and what the implications are for your organisation or strategic business unit.
    The length of the scenario report is 3000-3200 words, excluding the reference list and appendix. The report must be word-processed with 1.5 line spacing, 3 cm left margin, 2.5 cm right margin, 3 cm top and bottom margins. The scenario planning report is worth 30%. Each of the group members will be awarded the same mark unless the lecturer is convinced that some of the members did not contribute adequately to prepare the report. Marks may then vary among the group members depending on their degree of contributions.

  • An oral presentation of the report will take place in weeks 11 and 12. The content of presentation must be sequenced and shared by the group members and each of the members will present his/her part for up to 10 minutes. The lecturer will inform you in advance of the exact session and time in which each group will present its oral report. The oral report is marked individually (largely) and is worth 10%. A one page summary of the oral report must be distributed to all the class members before commencing the presentation.
    2) Criteria used to grade this task
    Criteria for assessment of the case analysis are given on the sample feedback sheet on the next page.
    3) Task Assessor
    Lecturer
    4) Suggested time to devote to this task
    A suggested minimum of twenty hours revision time
    5) Submission details
    The written report is to be handed to the lecturer in the beginning of the presentation session.
    6) Feedback and return of work.
    Marked assignment with feedback by the assessor will be returned to the students within two weeks after submission.
    Assessment 2: Group Report (Scenario Planning) Marking Criteria
    Group Name: ________________________________________
    Student Names: ________________________________________
    Criteria HD D C P MF F
    The quality and completeness of response to the topic (18 Marks)
    ? The report shows knowledge of relevant strategic management theory, in particular it covers the followings:
    o Identification and justification for a range of the future trends
    o Identification and justification for the future uncertainties
    o Explanation of the scope of the exercise
    o Identification of stakeholders
    o Use of a correlation matrix to determine any influences between the uncertainties; if there are no such influences, an explanation for this effect
    o Development of a vivid picture of the two or three contrasting scenarios
    o Explanation of consistency and plausibility of the scenarios
    o Implication for the business organisation under each the scenarios
    ? The argument is incisive and includes a concise, relevant treatment of the issues.
    ? The depth and clarity of analysis
    ? The conclusion demonstrates a plausible, insightful, and rationally persuasive point at which to end the argument.
    Evidence of appropriate reading (8 Marks)
    ? The topic is discussed using theoretical frames of strategic management.
    ? The discussions are supported by the use of at least 2 primary sources (e.g. refereed journal articles) and at least 3 high quality professional, company or media sources that are directly relevant to the topic chosen
    ? Makes limited use of textbook (or other text books), relying on primary sources to support their argument.
    Clarity of expression and Overall presentation (4 Marks)
    ? The report is succinctly and clearly written
    ? Sources are referenced consistently and comprehensively using the recommended referencing system as prescribed in the course description/outline
    ? Use of language appropriate to professional/academic writing
    Presentation is professional (e.g. spell and grammar checked, judicious use of headings, etc).
    TOTAL (30 marks)
    Penalties
    ? Poor presentation (up to 5 marks)
    ? Late: Date received (5% of the possible mark, per day)
    ? Failure to adequately reference is plagiarism. Plagiarism will be dealt with in line with university policy.
    TOTAL MARKS OBTAINED FOR ASSESSMENT
    Grade
    Assessment Two: Group Presentation Marking Criteria
    Group Name: ________________________________________
    Student Name: ________________________________________
    Student ID Number: ________________________________________
    Response needs to improve.
    Review relevant material F MF P C D HD Excellent
    response
    No handout or too brief† Detailed and comprehensive handout
    Overheads or Powerpoint hard to read† Clear overheads or powerpoint, detailed and organised
    No overview of individual learning experiences or limited overview In-depth analysis of learning experiences and consideration of issues raised
    Limited educational value to class Exceptional and beneficial educational value to class
    No or few arguments used or developed Strong and considered arguments developed
    Limited audience involvement Strong interaction between presenters and audience
    Evidence of limited research Strong evidence of research and context
    Limited analysis Thorough and detailed analysis
    Limited evaluation Thorough and considered evaluation
    Inappropriate content or focus Highly focussed and appropriate content
    Lack of creativity and innovative presentation Creative and innovative presentation
    Unable to accurately respond to questions Excellent reflection and response to questions
    No questions asked of audience or questions not well developed Questions asked of audience designed to target key issues
    TOTAL (10 Marks)
    TOTAL MARKS OBTAINED FOR ASSESSMENT
    † Group Report is marked as a group; Presentation is marked individually.

  • Assessment Task 3: Written Examination (50%)
    1) Assessment Details:
    Due: Exam Week, Weight 50%
    A three-hour examination based on a pre-sighted case study will be held in the week following the last week’s session. Attending all classes, particularly all workshops and undertaking the week-by-week reading are excellent ways to prepare for the examination.
    The objectives of the examination are to:
    • Develop and test your knowledge and understanding of strategic management concepts, models and theories.
    • Develop and demonstrate your ability to apply strategic management concepts, models and theories to practical situations in order to sustain competitive advantage.
    • Develop and demonstrate your ability to strategically think and write logically and coherently in a limited time frame.
    The case study will be provided in the last workshop week. In the examination, you will be given six (6) questions on the case and you will need to attempt 4 questions under time constrained examination conditions. Each question is of equal weight.
    You will be allowed to take one copy of the case study and a text book inside the examination hall. You may, highlight or underline the contents of the case as well as write short notes (NOT more than 8 words) on the case provided.
    2) Criteria used to grade this task;
    You will be assessed on
    ? Depth of analysis of the issues raised in the case
    ? Ability to apply conceptual models and empirical knowledge of strategic management to construct arguments to address the issues identified in practical situations
    ? Completeness and relevance of response
    ? Quality of recommendations
    Your answer will not be judged on word length as such, but expect to write between 600 and 800 words per question. You are not expected to cite or reference.
    3) Task Assessor;
    Lecturer
    4) Suggested time to devote to this task;
    A suggested minimum of twenty two hours of study and revision time
    5) Submission details
    The examination will be held during the exam period following the end of the semester. Normal exam conditions will apply.
    6) Feedback and return of work.
    Students will be advised of grades.
    Sequence:
    As semesters and contact hours vary between teaching locations, delivery is usually scheduled across three hours a week for 12 weeks. As the University offers many programs in a variety of formats please contact local lecturers for further information about the schedule.
    Please note that the sequence and content of lectures and tutorials may need to be changed and the following information should be used as a guide only.
    Workshop Session Topic Required Readings **
    1 The Nature of Strategy in the 21st Century – The Strategy Paradigm Page Competitive Advantage
    Strategy paradigms
    Dynamic Capability
    Resource Based View (RBV)
    Rumelt’s New View of Strategy
    Case Study: GE
    Lecture Slides Week 1
    2 The Nature of Strategy in the 21st Century – Challenges to Capitalism – Ethics, Sustainability and Governance Corporate Governance – Economist – Does CG pay?
    Corporate Governance – Economist – Future of Boards
    Sustainability BCG
    Bower – Future of Capitalism
    Why Firms Pursue Sustainability
    Sustainability Survey
    Future of Capitalism
    Case Study: New York Botanic Garden
    Corporate Governance – Economist 1
    Corporate Governance – Economist 2
    Lecture Slides Week 2
    3 Where Do Good Strategies Come From? Strategy Process in Practice Rivkin – Strategy Process 1
    Ghemawat and Gilbert – Competitive Advantage
    Collis – Strategy Process 2
    Mintzberg and Lampel
    Case Study: LYCOS
    Analogical Reasoning and Strategy
    Lecture Slides Week 3
    4 Generating Strategic Options: Gap Analysis, Analogical Reasoning, Options Analysis, Scenario Planning Page Scenarios Reconsidered – HBSP – Harvard
    Garvin D – Scenario Planning
    Wilburn et al., - Abbreviated Scenario Planning
    Options
    Case Study – Wind Energy
    Gavetti and Rivkin – Analogical Reasoning
    Lecture Slides Week 4
    5 Scenario Workshop Scenario Cases – ICL
    Scenario Cases – for class
    Case Study: United Parcels
    Lecture slides Week 5
    6 Corporate Strategy – Vertical and Horizontal Diversification Page Collis and Montgomery – Coprorate Strategy Overview
    Is Virtual Virtuous?
    Related Diversification 2
    Unrelated Diversification
    Case Study – BERKSHIRE HATHAWAY
    Anand (2005) – Corporate Strategy Overview
    Lecture Slides Week 6
    7 Corporate Strategy and the Scope of the Enterprise: Global Strategy Page Case Study: News Corporation
    International Strategy
    Born Global 1
    Born Global 2
    Lessard – Frameworks for International Strategy
    Ghoshal Global Framewoek
    Ghemawat on International
    How to Become Global
    Multi-Polar World
    Lecture Slides Week 7
    8 Strategic Failure and Renewal Page Decline and Failure – Note
    Disruptive 2
    Disruptive 2
    Entrepreneurial Failure
    Learning From Failure
    Case Study – GUARDIAN
    Lecture Slides Week 8
    9 Strategic Renewal Case: Revitalising Dell
    Strategic Renewal – Note
    Countering Disruption
    Lecture Slides Week 9
    10 Implementing Strategic Change Case Study: Renault – Nissan
    Johnson – Managing Change
    Ambidextrous Organisation
    Ambidextrous or Stuck in the Middle
    Lecture Slides Week 10.
    11 Presentation
    12 Presentation
    ** The detail of the sessions and workshops can be accessed on the Moodle site for this course.
    Additional Resources:
    Additional useful references
    Books:
    Barney, J. (2011). Gaining and Sustaining Competitive Advantage, 4th edition. Pearson
    Gopinath, C. and Siciliano, J. I. (2010). Strategize!: Experiential Exercises in Strategic Management. 3rd Edition, Cengage Learning.
    Grant, R.M. (2010). Contemporary strategic analysis. 7th Edition, Wiley.
    Hamel, G. and Prahalad, C. K. (1996). Competing for the future. Boston: Harvard Business School Press.
    Hitt, M. A., Ireland, R. D., and Hoskisson, R. E. (2011). Strategic Management: Concepts and Cases: Competitiveness and Globalization, 9th Edition, Cengage Learning.
    Hubbard, G and Beamish, P. (2011). Strategic management- thinking, analysis, action. 4th Edition, Pearson.
    Johnson, G., Scholes, K., and Whittington, R. (2008). Exploring corporate strategy (8th ed.). London: Prentice Hall.
    Mintzberg, H. (1994). The rise and fall of strategic planning. London: Prentice Hall.
    Mintzberg, H., Lampel, J., Quinn, J.B. and Ghoshal, S. (2003). The strategy process (global 4th ed.). Pearson Education International.
    Morgan, G. (1997). Images of organisation. California: SAGE Publications.
    Pascale, R. (1990). Managing on the edge: How successful companies use conflict to stay ahead. London: Penguin.
    Pettigrew, A. and Whipp, R. (1991). Managing change for competitive success. Cambridge: Blackwell.
    Ringland, G (2006). Scenario Planning: Managing for the Future, New Jersey: Wiley
    Thomas, H., O'Neal, D., White, R. and Hurst, D. (1994). Building the strategically-responsive organisation. Chichester: John Wiley & Sons Ltd.
    Volberda, H.W. (1998). Building the flexible firm. Oxford: Oxford University Press.
    Williamson, O.E. (1996). The mechanisms of governance. New York: Oxford University Press.
    Academic Journals:
    1. Journal of Management & Organization, published by eContent Management Pty Ltd, www.jmanorg.com (ISSN 1833-3672)
    2. Harvard Business Review, published by Harvard Business School Publication Corp., www.hbr.org (ISSN 0017-8012)
    3. Academy of Management Journal, Published by Academy of Management, www.aom.pace.edu/amj/ (ISSN 0001-4273)
    4. Strategic Management Journal, Published by Strategic Management Society, http://smj.strategicmanagement.net/ (ISSN 0143-2095)
    5. Journal of Business Ethics, Springer, ISSN: 0167-4544 (print version) ISSN: 1573-0697 (electronic version)
    6. Mckinsey quarterly – available on-line at www.Mckinsey.com
    7. Sloan Management Review
    8. Web sites of consultants –www.Bain.com; www. www.booz.com (for the publication Strategy and Business); http://hbswk.hbs.edu/ for Harvard Business School working papers
    The link to the library website for more information is:
    http://www.federation.edu.au/current-students/assistance,-support-and-services/academic-support/learning-and-study/resources/general-guide-for-the-presentation-of-academic-work

Comments