Universitat Internacional de Catalunya
Strategic Management
Other languages of instruction: Catalan, English
If the student is enrolled for the English track then classes for that subject will be taught in the same language.
Teaching staff
By appointment sending an e.mail to ainetskaya@uic.es
By appointment sending an e.mail to carlosrey@uic.es
Introduction
This course presents the main concepts, models and paradigms of strategic management. In addition, students are offered the basic theoretical and practical knowledge to use different tools for the analysis, design, implementation and control of the strategy and thus, in the future, be able to make the best decisions.
Pre-course requirements
Knowledge of basic strategic management concepts: competitive advantage and market forces
Objectives
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Reach a general understanding of the concept of strategy and its main theories.
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Know the main techniques and trends in the discipline of strategic management.
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Work interchangeably with both oral, written and other materials in English.
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Be able to present the ideas in public, convincingly.
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Competences/Learning outcomes of the degree programme
- 13 - To be familiar with and understand the terms and processes of company management.
- 36 - To interpret quantitative and qualitative data and apply mathematical and statistical tools to business processes.
- 37 - To be able to apply managerial methods, tools and techniques.
- 38 - To be able to connect the main variables (both formal and informal) which influence human behaviour in an organisation.
- 39 - To acquire the ability to solve problems and make decisions based on relevant information, applying the appropriate methods and situating the problem within the organisation as a whole.
- 50 - To acquire the ability to relate concepts, analyse and synthesise.
- 54 - To be able to express one’s ideas and formulate arguments in a logical and coherent way, both verbally and in writing.
- 56 - To be able to create arguments which are conducive to critical and self-critical thinking.
- 59 - To skilfully use software and ICTs.
- 63 - To be able to analyse business related behaviour and decisions and evaluate them from an economic, social and ethical point of view.
- 67 - To be able to express oneself in other languages.
Learning outcomes of the subject
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The student will be able to explain and define the concept of strategy and the main types and related theories.
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The student will be able to apply the main techniques and strategic analysis (both internally and externally) in a company.
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The student will be able to extract the relevant information from the company to identify and analyze the different sources of competitive advantages.
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The student will be able to state and evaluate the different types of strategy formulation.
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The student will be able to explain and put into practice the elements of the strategy implementation process in companies.
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Syllabus
1. Introduction (concept of strategy, industry analysis, challenges and key elements, strategic thinking, formulation and design, implementation, strategic management process)
2. Strategic analysis (external and internal analysis)
3. Analysis of competitive advantage (business value, transition of strategy, sources of competitive advantage, cost advantages, differentiation advantage, competitive advantage and industry evolution)
4. The choice of strategy ( technology and innovation paper in strategic choices, strategy in the corporate and international sphere, legal, ethical and sustainable concerns in strategic management, decision making)
5. Strategy put into action (organizing for success, strategy development and implementation, strategic change management and role of leader)
Teaching and learning activities
In person
- Lectures
- Case studies
- Presentations by ‘practitioners’ (CEOs / entrepreneurs)
- Articles and their discussion
- Business Challenge, presentation and discussion
- Role play
Evaluation systems and criteria
In person
The final grade is given by the following calculation:
Final Grade =
- 50% Written exam (mid-term & final) +
- 20% Articles +
- 20% Business Case (grade Prof. Carlos Rey)+
- 10% Challenges Oral Presentation
Exam: The exam grade is individual and made up of the mid-term grade for the first part (out of 5 points) and the exam final grade for the second part (out of 5 points).
The evaluation of the article is done in groups based on the quality of the abstract presented and the answers on the questions given.Non-attendance to class the day the article is worked on is a 0.
The evaluation of the cases is done through the corporate intranet. Class participation will also be valued. The professor responsible for the note of the cases is Professor Carlos Rey.
The attendance, participation and involvement of the students in the subject and in particular in the sessions with the Invited Speakers will be valued. For monitoring the involvement and understanding of the course, three challenges are designed and will be provided by professor in class for a group resolution and oral presentation. The resolution will be exposed in class in groups assigned by professor and assistance is mandatory.
In case of failing the subject in the first call, the mark of the recovery exam will have a weight of 70% and the mark of the continuous evaluation obtained 30%. The content of the exam will be the theory seen in class and the academic articles (cases will not enter). The maximum mark in the second call is a 7.
Bibliography and resources
Handbook
Grant, R. (2015). Contemporary strategy analysis: Concepts, techniques, applications. 9th ed. Wiley. (Text only)
Suggested books on strategy
- Henderson, R. (2020). Reimagining Capitalism in a World on Fire. Hachette UK.
- Mauborgne, R., & Kim, W. C. (2017). Blue ocean shift: Beyond competing-Proven steps to inspire confidence and seize new growth. Macmillan.
- Reeves, M, Haanaes, K, Sinha J., (2015) Your strategy needs a strategy. HBR Press.
- Lafley, Martin (2013) Playing to Win: How Strategy Really Works. Harvard Business review press.
- Gunther McGrath, R. (2013) The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business Harvard Business review press.
- Ricart, J.E., Llopis, J. y Pastoriza, E. (2012) Qué hacen los buenos directivos. Deusto, Barcelona.
- Rumelt, R. (2011) Good Strategy Bad Strategy: The Difference and Why It Matters. Crown Business.
- Hitt, M.A., Ireland, R.D., Hoskisson, R.E. (2010). Strategic Management: Concepts: Competitiveness and Globalization. South-Western College Pub, 9th ed.
- Osterwalder, A. (2010) Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Wiley.
- Moss Kanter, R. (2009). SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good. Crown Business.