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Advanced Strategic Management
The course involves students in debating multiple perspectives on each of the major strategy issues faced by managers. The debate draws on papers by leading strategic thinkers, and applies their ideas to contemporary business cases. The cases are international in scope, reflecting contemporary global business connectedness. The course covers strategy process, content, context and purpose.The course has the dual objectives of preparing students to undertake strategy activity as reflective practitioners and providing the conceptual background needed for research in the strategy field.This is one of three courses that comprise the Strategy and International Business core within the Honours programme. The other courses are MGMT441 Entrepreneurship and MGMT474 International Business. Previous study of MGMT320 would be helpful but is not essential for this course.
Subject to approval of the Head of Department.
Lectures: Com. 340, Wednesday 10-12 noon (9-11am some weeks), Semester 1
Paul Knott
David Stiles
PresentationsEach student is to make two presentations during the course: a ‘case presentation’ and a ‘dialectic presentation’ as detailed below. Guidance on these presentations will be given when required.Each presentation (case or dialectic) should last around 20 minutes. Additional time will be spent on questions and discussion. The presenter is to post a brief but well structured report on Learn by the morning after the presentation. The report must be in MS Word format and include images of the main presentation slides plus accompanying explanation. Full referencing must be included so that sources may be followed up.Assessment criteria:Credibility of contentClarity and deliveryTimingHandling of questionsQuality of Learn submissionDialectic presentationRefer to the notes on the dialectical approach in DW&M p.17-18. The objective is to present what you believe are the salient features of the thesis and antithesis of the specified dialectic, drawing on the relevant chapter and readings, leading to your suggestions to achieve synthesis. Presentations should assume audience familiarity with the basic topic introduction in the chapter. It will help to use illustrative cases so that the presentation does not become too dry.Case presentationRefer to the notes on using the cases in DW&M p.18-19. The objective is to analyse the case from the opposing viewpoints in the chapter, then to present an innovative solution that moves ‘beyond the trade-off line’ as shown in Figure 1.8. The text presents cases at a point in time and with a view to illustrating the dialectic themes. The presentations should extend the analysis of the dialectic themes to cover additional, updated material. They should avoid descriptive reporting of results and strategies.Final testThis will be a 3-hour invigilated test and will consist of discursive essay questions. These will invite dialectical treatment of specified topics and cases from the classes. The paper will consist of seven questions of which four must be answered. The best answers will reflect the student’s own reasoning as well as demonstrating knowledge and understanding from the course. Past papers will be available to provide sample questions.
Wit, Bob de. , Meyer, Ron; Strategy synthesis : resolving strategy paradoxes to create competitive advantage : text and readings ; 2nd ed; Thomson Learning, 2005 (There will also be a WebCT/Blackboard page for the course).
Departmental Academic Policies If you want a hard copy of this document, please ask the course co-ordinator. The Department assumes that you have read this document. You should also read the “Information related to courses and assessment” on page 372 of the Enrolment Handbook 2009 (also in UC Calendar under “General Course and Examination Regulations”).
Domestic fee $470.00
International Postgraduate fees
* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.
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