BUSN9261 Strategic Management

2019

4.5

On campus Semester 1
1 x 3.5-hour workshop weekly

On campus Non-Semester 2
1 x 4-hour workshop daily for 2 weeks

1 BUSN9226 - Accounting for Managers
2 BUSN9230 - Economics for Business
3 BUSN9228 - Strategic Marketing
4 ^ BUSN9231 - Global Business Context: An Asian Pacific Focus
Must Satisfy: (1 and 2 and 3 and 4)

Master of Business Administration

This unit examines the major theories and practices in the discipline of strategy. Using a team based approach, contemporary strategic issues are examined using the perspectives of the most appropriate frameworks and concepts, and problem solving techniques. Students will learn strategic leadership capabilities and practices for the formulation and implementation of strategy within dynamic environments and that lead to sustainable competitive advantage.

An understanding of tools for strategic management and the appropriate application of those tools in a business context is an expectation of MBA graduates and their potential employers. This capstone topic aims to provide students with the knowledge and skills to assess and select relevant strategic frameworks and apply them to the analysis of industry structures and the positioning of firms within industries or sectors. In addition students will apply the knowledge gained throughout their course to identify and explain how internal resources in each functional area of a business can be aligned with the current and future external environments via effective strategy. Students will develop an understanding of the relationship between strategy formulation and implementation and the role of leadership in achieving strategic change within an organisation and an industry (or sector).

On successful completion of this topic students should be able to:

• Discuss the specific role of leadership in successful strategy, assess leadership style and change management and the impact a change in leadership has on strategy
• Explain the evolution of strategy and its drivers, and how it has evolved to become a key factor in determining organisational performance
• Explain and apply a range of industry and firm analysis tools including PESTEL and Porter’s 5 Forces model, frameworks from the Resource Based View (RBV) of the firm and value chain analysis
• Compare and contrast hypercompetition with other strategic frameworks and outline implications of hypercompetition in world markets and its ability to disrupt competitors in the factor and/or product markets
• Conduct a strategy simulation exercise
• Apply different strategy approaches and models to craft and analyse firm strategic profiles
• Identify barriers to entry and critique alternative strategies for entering an industry.
• Explain growth and diversification strategies and the characteristics of and strategic implications of mergers & acquisitions
• Explain how corporate governance relates to competitive advantage, how the structure of boards affects corporate governance and compare and contrast corporate governance practices around the world
• Incorporate into the formulation and execution of strategy the concepts of resilience, ethics and sustainability
• Work both individually and collaboratively to apply the knowledge and skills developed in the topic to existing firms, industries and/or sectors and communicate the results both orally and in writing