Strategic Management PG (6277.6)
| Available teaching periods | Delivery mode | Location |
|---|---|---|
| View teaching periods | ||
| EFTSL | Credit points | Faculty |
| 0.125 | 3 | Faculty Of Business, Government & Law |
| Discipline | Study level | HECS Bands |
| School Of Management | Post Graduate Level | Band 4 2021 (Commenced After 1 Jan 2021) Band 4 2021 (Commenced After 1 Jan Social Work_Exclude 0905) Band 5 2021 (Commenced Before 1 Jan 2021) |
Learning outcomes
1. develop and extend their understanding of corporate and industry business models and strategies.2. demonstrate familiarity with relevant public policies, professional codes of business conduct and issues of corporate social responsibility, and expand their capability to monitor developments and apply these principles in relevant policies, codes and issues.
3. develop their capability to plan for implementation of business models and strategies, to analyse the applicability of these models and strategies for a particular business context, and to revise these as required by changing circumstances.
4. develop their capacities and capabilities in analysis and business report writing.
Graduate attributes
1. UC graduates are professional - communicate effectively1. UC graduates are professional - display initiative and drive, and use their organisation skills to plan and manage their workload
1. UC graduates are professional - employ up-to-date and relevant knowledge and skills
1. UC graduates are professional - take pride in their professional and personal integrity
1. UC graduates are professional - use creativity, critical thinking, analysis and research skills to solve theoretical and real-world problems
1. UC graduates are professional - work collaboratively as part of a team, negotiate, and resolve conflict
2. UC graduates are global citizens - adopt an informed and balanced approach across professional and international boundaries
2. UC graduates are global citizens - behave ethically and sustainably in their professional and personal lives
2. UC graduates are global citizens - communicate effectively in diverse cultural and social settings
2. UC graduates are global citizens - make creative use of technology in their learning and professional lives
2. UC graduates are global citizens - think globally about issues in their profession
2. UC graduates are global citizens - understand issues in their profession from the perspective of other cultures
3. UC graduates are lifelong learners - adapt to complexity, ambiguity and change by being flexible and keen to engage with new ideas
3. UC graduates are lifelong learners - be self-aware
3. UC graduates are lifelong learners - evaluate and adopt new technology
3. UC graduates are lifelong learners - reflect on their own practice, updating and adapting their knowledge and skills for continual professional and academic development
Skills development
The graduate attributes will be developed through in class discussion, written assessment and where appropriate, teaching of specific attributes through the unit content. The graduate attributions are given above.
Prerequisites
Accounting for Managers G, Organisational Behaviour G, Marketing G, International Business G, Economics for Managers G, Business Finance PG and Statistical Analysis for Decision Making G.| Year | Location | Teaching period | Teaching start date | Delivery mode | Unit convener |
|---|
Required texts
Lists of required texts/readings
Prescribed Textbook
You must have ready access to the prescribed textbook listed below, which is available from the bookshop on the University campus.
You must have ready access to the prescribed textbook listed below, which is available from the bookshop on the University campus.
Hitt, M.A., Ireland, R.D. & Hoskisson, R.E. 2011. The Management of Strategy (Concepts) (9th ed.), China Machine Press, China.
Two other (Chinese language) Strategic Management texts you may find useful are:
Hill, C.; Jones, G. & Changhui Zhou (2007). Strategic Management. Chinese Version. Beijing: China Market Press.
Peng, M. (2008). Global Strategy (Chinese-only translation). Beijing: Posts and Telecom Press.
Recommended Reading
Aaker, D.A. 2005, Strategic Market Management, John Wiley & Sons; New York. Ch. 14
Acemoglu, D. & Robinson, J. 2012, Why nations fail: The origins of power prosperity and poverty. Crown Business: New York, NY.
Atkinson, H. 2006, Strategy implementation: a role for the balanced scorecard? Management Decision, Vol. 44 No. 10, pp. 1441-1460
Baker, D. 1999, Strategic human resource management: performance, alignment, management, Librarian Career Development, Vol. 7, No. 5, pp. 51-63
Barney, J. & Hesterly, W. 2006, Strategic management and competitive advantage, Pearson: New Jersey.
Bart, C.K., Bontis, N. and Taggar, S. 2001, 'A model of the impact of mission statements on firm performance', Management Decision, vol. 39, no. 1, pp. 19-35.
Bender, J. 2010 Lego: A love story. John Wiley &Sons: New Jersey.
Birch, D.J. & Burnett-Kant, E. 2001, 'Unbundling the Unbundled', The McKinsey Quarterly, vol. 2001, no. 4, pp. 103-111.
Cadbury, D. 2011, The chocolate Wars: From Cadbury to Kraft, 200 years of sweet success and bitter rivalry. Harper Press: London.
Chandler, A., Hagstrom, P, & Solvell, O. 2000, The dynamic firm, Oxford UP: USA.
Coll, S. 2012, Private Empire: Exxon Mobil and American power. Allen Lane: New York, NY.
Davies, W. 2000, 'Understanding Strategy', Strategy & Leadership, vol. 28, no. 5, pp. 25-30.
Decoene, V. & Bruggeman, W., 2006, Strategic alignment and middle-level managers' motivation in a balanced scorecard setting, International Journal of Operations & Production Management, Vol. 26 No. 4, pp. 429-448
De Rond, M. 2006, Strategic alliances as social facts, Cambridge UP, Cambridge UK.
De Wit, B, & Meyer,R. 2010, Strategy: process, content, context, 4th edn, Thompson, London.
Demick, B. 2010, Nothing to envy: life love and death in North Korea, Harper Collins, Melbourne.
Dickson, T. (Ed), 2000, Mastering Strategy, Financial Times/Prentice Hall: London.
Elmuti, D. & Kathawala, Y. 2001, 'An overview of strategic alliances', Management Decision, vol. 39, no. 3, pp. 205-217.
Fahey, L. 2003, How corporations learn from scenarios, Strategy & Leadership, Vol. 31 No. 2, pp. 5-15.
Fishman, T. 2006, China, inc: the relentless rise of the next great superpower, Pocket Books: Sydney.
Fitzroy, P, Hulbert, J.M. & Ghobadian, A., 2012, Strategic Management The Challenge of Creating Value, Routledge: Abingdon, Oxon.
Foster, F. 2006, Interview with David Norton, Measuring Business Excellence, Vol. 10, No. 4, pp. 102-105
Garratt, B. 1996, The fish rots from the head, Harper Collins: London.
Grant, A., Butler, B., Orr, S. & Muray, P. 2014, Contemporary Strategic Management An Australian Perspective (2nd ed.), Wiley: Milton, Qld.
Hamel, G. & Prahalad, C.K. 1989, 'Strategic Intent', Harvard Business Review, vol. 67, no. 3, p. 63.
Hammond, J.S., Keeney, R.L. & Raiffa, H. 1998, The hidden traps in decision making. Harvard Business Review, Vol. 76, No. 5, pp. 47 – 54
Harrison, F.E., & Pelletier, M.A. 1995, A paradigm for strategic decision success, Management Decision; Volume: 33, Issue: 7; pp. 53-59
Harrison , F.E., & Pelletier, M.A. 1998, Foundations of strategic decision effectiveness, Management Decision, Volume: 36, Issue: 3; pp. 169-179
Harrison , F.E., & Pelletier, M.A. 2001, Revisiting strategic decision success, Management Decision, Volume: 39, Issue: 3; pp. 169-179.
Helfat, C. E., 2007, Dynamic capabilities : understanding strategic change in
Organizations, Blackwell Pub: Malden, MA.
Hill, C.W., Jones, G.R. & Schilling, M. 2015, Strategic Management an Integrated Approach (5th ed.), Cengage: Stamford, CT.
Hilmer, F. & Donaldson, L., 1996, Management Redeemed, The Free Press: Sydney, Australia.
Hubbard, G. & Beamish, P., 2010, Strategic Management (4th ed.) Pearson: Sydney, Australia
Hubbard, G., 2004, Strategic Management: Thinking, Analysis and Action (2nd ed.), Pearson: Sydney, Australia.
Hughes, R.L. & Beatty, K.C. 2005, Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success, Jossey-Bass: San Francisco, CA.
Joyce, P 2000, Effective strategic change in the public sector, Wiley: London.
Kaplan, R. 2012, The revenge of geography, Randon House: New York, NY.
Kaplan, R.S. & Norton, D.P. 1996, 'Using the Balanced Scorecard as a Strategic Management System', Harvard Business Review, vol. 74, no. 1, pp. 75-85.
Kotter, J.P. 1995, 'Leading change: why transformation efforts fail', Harvard Business Review, vol. 73, no. 2, pp. 59-68.
Levitt, T. 1960, Marketing Myopia, in Marketing Management and Strategy: A Reader, P. Kotler, and K. Cox, eds., Prentice Hall: Englewood Cliffs, NJ, pp. 3-20.
Levy, S. 2011, In the Plex: how Google thinks, works and shapes our lives. Simon and Schuster: New York, NY.
Linder, J. 2000, 'Paying the personal price for performance', Strategy & Leadership, vol. 28, no. 2, pp. 22-25.
Magnus, G. 2009, The age of ageing, John Wiley: Singapore.
Marsh, I. 1999, 'Program Strategy and Coalition Building as Facets of New Public Management', Australian Journal of Public Administration, vol. 58, no. 4, pp. 54-67.
McKiernan, P. (Ed) 1996, Historical Evolution of Strategic Management, Volumes 1 & 2, Dartmouth: Sydney.
Mintzberg, H. 1996, Five Ps for Strategy, in The Strategy Process: Concepts, Contexts, Cases, H. Mintzberg, & J. B. Quinn, eds., Prentice Hall: Upper Saddle River, NJ, pp. 12-19.
Mintzberg, H. 1994, The Rise and Fall of Strategic Planning, The Free Press: New York, NY.
Mintzberg, H., Ahlstrand, B. & Lampel, J. 1998, Strategy Safari, FT Prentice Hall: Sydney.
Mintzberg, H & Quinn, B. (eds.) 1998, Readings in the strategy process, 3rd edn, Prentice Hall: Sydney.
Mullane, J.V. 2002, 'The mission statement is a strategic tool: when used properly', Management Decision, vol. 40, no. 5, pp. 448-455.
Nikolenko, A. & Kleiner, B.H. 1996, 'Global trends in organizational design', Work Study, vol. 45, no. 7, pp. 23-26.
Obuchowski, J. 2006, The Strategic Benefits of Managing Risk, MIT Sloan Management Review, Vol. 47 No. 3
Pearce, F. 2010, Peoplequake: Mass migration, ageing nations and the coming population crash. Transworld: London.
Pearce II, J.A. & Robinson, Jr, R.B. 1994, Strategic Management: Formulation, Implementation and Control, Irwin: Burr Ridge, Il.
Peng, M. 2014, Global Strategy. Cengage, USA.
Porter, M. 2004, Competitive strategy, The Free Press: New York, NY.
Porter, M. 1990, Competitive advantage of nations, MacMillan: London.
Porter, M. 1985, Competitive advantage, The Free Press: New York, NY.
Porter, M.E. 1979, 'How Competitive Forces Shape Strategy', Harvard Business Review, vol. 57, no. 2, pp. 137-145.
Porter, M., Taeuchi, H. & Sakakibara, M. 2000, Can Japan Compete? MacMillan, Hampshire.
Reich, R. 2008, Supercapitalism, Scribe: Melbourne.
Roberto, M.A. 2005, Why making the decisions the right way is more important than making the right decisions, Ivey Business Journal, September/October 2005, pp. 1-7
Rühli, E. & Sachs, S. 1997, Challenges for Strategic Competitive Intelligence at the Corporate Level, Competitive Intelligence Review, Vol. 8, No. 4, pp. 54–64
Segal-Horn, S. 1998, The strategy reader, Blackwell: Oxford.
Snowden, D. 2002, 'Complex acts of knowing: paradox and descriptive self-awareness', Journal of Knowledge Management, vol. 6, no. 2, pp. 100-111.
Stace, D. & Dunphy, D.C. 1994, Beyond the Boundaries, Sydney: McGraw-Hill.
Thompson, P. & Macklin, R. 2009, The big fella: the rise and rise of BHP Billiton, Heinemann: Melbourne.
Tokhi, M., 2009, A Case Study on Classic Airlines: Practical marketing Solutions, Journal of Business Studies Quarterly, 1, 1:16-25/
Toombs, K. & Bailey, G. 1995, 'How to redesign your organization to match customer needs', Managing Service Quality, vol. 5, no. 3, pp. 52-56.
Walters, D. & Buchanan, J. 2001, 'The new economy, new opportunities and new structures', Management Decision, vol. 39, no. 10, pp. 818-833.
Wann-Yih Wu, Chih Hsiung Chou & Ya-Jung Wu 2004, A study of strategy implementation as expressed through Sun Tzu's principles of war, Industrial Management & Data Systems, Volume 104, Number 5, pp. 396–408
Wheelen, T.L., Hunger, J.D., Hoffman, A.N. & Bamford, C.E., 2014, Strategic Management and Business Policy: Globalization, Innovation and Sustainability (14th ed.), Pearson: Sydney, Australia.
Wysocki, R. K., 2010, Adaptive project framework : managing complexity in the face of
Uncertainty. Addison-Wesley: Upper Saddle River, NJ.
Journals
Apart from books, you will find it valuable to get into the practice of reading relevant articles from journals.
Academy of Management Review
Asia Pacific Journal of Management
Australian & New Zealand Academy of Management Journal
California Management Review
Harvard Business Review
Journal of General Management
Journal of Management Studies
Long Range Planning
Sloan Management Review
Strategic Management Journal
Strategic Organisation
In addition to scholarly journals, it is recommended that you read The Australian Financial Review and magazines which generally report management issues in a serious way. Fortune, Business Week and Business Review Weekly are examples of relevant magazines.
Submission of assessment items
Special assessment requirements
Special assessment requirements
Students must complete and submit each piece of assessment. All assessment items must be submitted via the Moodle drop box. Students must receive at least 50 per cent overall to pass this unit. Assignments must be the student's own work and all sources must be referenced according to the Unit-specific requirements for referencing as set forth in the Companion to the Unit Outline. When submitting assignments students must sign a declaration stating that all work is the student's own and that all sources are acknowledged and referenced.
Supplementary assessment
Supplementary assessment
No resubmission of assignments. Normally no supplementary examination is given. However, students who are eligible for supplementary assessment according to the University’s Assessment Policy (see below) may make an application to Student Administration on the required UC form.
The UC policy on supplementary examinations states that students who have failed a single unit in their final semester with a final mark between 45-49%, where the unit is required for course completion, are eligible for supplementary assessment. Additional information is available from the UC Supplementary Assessment Policy. If a supplementary examination is granted, it will be a closed book, three hour examination in the formal UC supplementary exam period.
Academic integrity
Students have a responsibility to uphold University standards on ethical scholarship. Good scholarship involves building on the work of others and use of others' work must be acknowledged with proper attribution made. Cheating, plagiarism, and falsification of data are dishonest practices that contravene academic values. Refer to the University's Student Charter for more information.
To enhance understanding of academic integrity, all students are expected to complete the Academic Integrity Module (AIM) at least once during their course of study. You can access this module within UCLearn (Canvas) through the 'Academic Integrity and Avoiding Plagiarism' link in the Study Help site.
Use of Text-Matching Software
The University of Canberra uses text-matching software to help students and staff reduce plagiarism and improve understanding of academic integrity. The software matches submitted text in student assignments against material from various sources: the internet, published books and journals, and previously submitted student texts.
Participation requirements
None, other than the submission of all pieces of assessment. However, it is highly recommended that students attend all classes.
Required IT skills
Required IT skills
Students must become familiar with on-line learning via Moodle and with the library electronic databases and E-Journals from the outset of the teaching period. Students will need these resources to prepare for lecturers, tutorials and assessment items. The library provides a range of training opportunities throughout the year to assist students to use the University's resources efficiently and effectively.
Work placement, internships or practicums
Not applicable.
Additional information
Additional information
Full details of topics covered in this unit along with assessment details and recommended reading are provided in the Companion to the Unit Outline.
