Strategic Management B&M

Faculteit Economie en Bedrijfskunde
Jaar 2017/18
Vakcode EBB649C05
Vaknaam Strategic Management B&M
Niveau(s) bachelor, uitwisseling
Voertaal Engels
Periode semester II b
ECTS 5
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Uitgebreide vaknaam Strategic Management B&M
Leerdoelen Upon completion of the course the student is able to:
1. Recognize the correct definitions of key terms and demonstrate understanding of the concepts relevant to strategic management.
2. Use strategic management models and theories as tools for thinking about business problems.
3. Identify strategic issues in a business case.
4. Select a set of the most appropriate theories and models given the identified strategic issues in that case.
5. Search on Internet to find the data that is required to apply those strategic management models.
6. Integrate the (potentially incommensurate or conflicting) results obtained from the selected strategy models into one holistic, integrative list of recommendations (strategic advice) for the firm.
7. Evaluate the validity of the integrative, holistic advice that they generated in terms of internal consistency, consonance with the environment, feasibility, and the likelihood of it achieving the specified objectives.
8. Present case analyses and advice (using PowerPoint slides) both virtually via Nestor and face-to-face during workshops.
9. Provide constructive criticism to peers regarding their case analyses and presentations during the workshops.
10. Engage in a verbal debate about the applications of theories and models to the cases and the relative merits of strategic recommendations.
Omschrijving This course examines a wide range of theoretical perspectives relevant to strategic management at several levels. For example, at the business level, a resource-based view is presented to complement Porter’s industry analysis associated with IO economics. At the corporate level, a variety of roles are considered for the headquarters that would allow them to add value. Corporate strategies are also considered for changing and managing the mix of SBUs within the corporation. Notably, strategy is not confined to the boundaries of a single organization; network-level strategies are also considered. In addition to these diverse content areas, attention is given to process-related issues. The characteristics of the organization and the nature of the decision itself are considered. Several methods are discussed as aids for decision-making processes, such as scenario analysis and game theory.
Uren per week 4
Onderwijsvorm hoorcolleges, werkcolleges, zelfstudie
(Attendance in tutorials is required for groups but not necessarily for every student in each group)
Toetsvorm opdracht(en), presentatie(s), schriftelijk tentamen met meerkeuzevragen
(The MC exam assesses goals 1 and 2. Group assignments/presentations assess goals 2-10.)
Vaksoort bachelor
Coördinator dr. C. Carroll
Docent(en) T. Bakker ,dr. C. Carroll , H.J. Kok, MSc. ,prof. dr. J. Surroca ,prof. dr. ir. J.M.L. van Engelen
Verplichte literatuur
Titel Auteur ISBN Prijs
Contemporary Strategy Analysis 9th edition

Grant, R.M. 9781119120841 €  65,00
Entreevoorwaarden
Opmerkingen Meer informatie bij de coördinator: c.carroll@rug.nl, 050 3633626 of het secretariaat: 050 3633453
Opgenomen in
Opleiding Jaar Periode Type
BSc Bedrijfskunde/Bdk  ( Business & Management/B&M) 2 semester II b verplicht
Courses open to Exchange Students (BSc)  ( Courses open to Exchange Students (BSc) without limited access) 2 semester II b keuze
Pre-MSc-programma’s FEB  (Pre-MSc BA Organizational & Management Control/O&MC) 1 semester II b verplicht
Pre-MSc-programma’s FEB  (Pre-MSc BA Small Business & Entrepreneurship/SB&E) 1 semester II b verplicht
Pre-MSc-programma’s FEB  (Pre-MSc Marketing) 1 semester II b verplicht
Pre-MSc-programma’s FEB  (Pre-MSc BA Strategic Innovation Management/SIM) 1 semester II b verplicht
Pre-MSc-programma’s FEB  (Pre-MSc BA Change Management) 1 semester II b verplicht
Pre-MSc-programma’s FEB  (Pre-MSc Human Resource Management/HRM) 1 semester II b verplicht