Strategic Management - MB25C12

MB25C12:

Strategic Management

Course Objectives:

This course equips students with a comprehensive understanding of strategic management frameworks and their application across dynamic Business environments. It focuses on strategic thinking, environmental analysis, corporate governance, competitive advantage, and Business model innovation. Students will learn to formulate, implement, and evaluate strategies that align with organizational goals in global and local contexts. Emphasis is placed on real-world case analysis, ethical decision-making, and adapting to technological and global disruptions.

Strategic Foundations and Stakeholder Analysis

Concept of strategy and strategic management - Strategic management process and hierarchy of strategy - Mission, vision, objectives and goal setting - Stakeholder analysis – Corporate governance and social responsibility - Strategic intent and ethical -considerations – Case analysis

Environmental and Competitive Analysis

External environment: PESTEL and SWOT framework - Porter's Five Forces and strategic group mapping - Globalisation and industry structure – Role of national advantage - Internal analysis: Resources, capabilities, core competencies - Sustainable competitive advantage and barriers – Case analysis

Strategic Formulation at Corporate and Business Levels

Corporate-level strategies: Stability, expansion, retrenchment, combination - Business-level strategies: Cost leadership, differentiation, focus - Strategic alliances, mergers and acquisitions, vertical integration - Tools: ETOP, Strategic Advantage Profile, BCG matrix, GE 9 Cell, McKinsey 7S, Gap Analysis - Balanced Scorecard for strategic alignment – Case analysis

Strategy Implementation and Organizational Design

Strategy implementation framework – Role of structure and systems - Resource allocation – Strategic control systems - Leadership, power, and politics in strategy execution - Organizational design: structure-culture fit - Managing strategic change and resistance – Case analysis - Conflict techniques in strategic evolution.

Innovation, Disruption, and Strategic Technology Management

Strategic innovation and technology adoption - Business models in the digital era – Platform economy and gig models - Strategic issues in non-profit and social enterprises - Innovation ecosystems and open innovation models - New economy strategies and global innovation – Case analysis

Emerging Trends and Challenges in Strategy

Strategic management in uncertain and volatile environments - Cultural alignment and organizational development - Change management strategies - Strategic agility, foresight, and scenario planning - Strategic management in a post-pandemic global economy

References:

1. Hill, Schilling & Jones, Strategic Management: An Integrated Approach, Cengage, 14th Ed., 2024

2. Azhar Kazmi, Strategic Management and Business Policy, Tata McGraw-Hill, 5th Ed., 2024

3. John A. Parnell, Strategic Management: Theory and Practice, Biztantra,

4. Lawrence G. Hrebiniak, Making Strategy Work, Pearson, 2nd Ed., 2013

5. Lafley A. G. & Martin R. L., Playing to Win: How Strategy Really Works, HBR Press, 2013

6. Gupta, Gollakota & Srinivasan, Business Policy and Strategic Management, PHI, 2005

7. John Pearce & Richard Robinson, Strategic Management, McGraw Hill, 14th Ed., 2019

Course Outcomes

By the end of the course, students will be able to: 

● CO1: Demonstrate conceptual knowledge of strategic management, environmental and competitive analysis, corporate and business-level strategies, strategy implementation, innovation management, and emerging trends and challenges in strategy.

● CO2: Interpret and relate the concepts of strategy, competitive advantage, corporate and business-level strategies, organizational design, innovation, and strategic agility to understand the strategic management process.

● CO3: Apply strategic frameworks, analytical tools (e.g., PESTEL, Porter's Five Forces), and strategic alternatives to formulate and implement strategies at both corporate and business levels.

● CO4: Analyze the internal and external environments, different strategic alternatives, and organizational design models to evaluate competitive advantage, manage change, and ensure effective strategy implementation.

● CO5: Evaluate corporate and business-level strategies, innovation models, and change management approaches to make informed decisions and address strategic challenges in dynamic environments.

● CO6: Develop a comprehensive strategic plan by integrating knowledge of strategic analysis, formulation, implementation, innovation, and emerging trends to foster a culture of strategic agility and competitive advantage in a global context.