Department of Marketing,

Leadership and
Management

Executive MBA

Strategy
BMG758 CRN 7037
Semester 3, 2020/21
Level 7 (20 Credit points)

Room 103 Holborn Centre Campus

Module Co-ordinator: Clara Ogunmilade

[email protected]

Teaching staff: Atul Sethi

[email protected]
Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

Strategy consists of the analysis and decisions an organisation undertakes in order to create
and sustain advantage. Understanding these strategic processes and decisions is crucial for
business improvement activities to ensure alignment with overall organizational strategy.
This module is designed to develop strategic awareness and skills to analyse strategic
decisions in a range of contemporary perspectives and contexts

AIMS AND OBJECTIVES

The purpose of this module is to provide an in-depth understanding of the processes of

strategy development and how they create and sustain competitive advantage. It aims to
provide participants with the opportunity to develop extensive understanding of their
organisational context and competitive environment and from this explore alignment with
business improvement activities and alternative approaches to create and sustain
advantage.

LEARNING OUTCOMES
A successful student will be able to:

KNOWLEDGE AND UNDERSTANDING

K1 Critically evaluate current theory and practice on strategy.

K2 Know and understand the process of strategic analysis and formulation from several
perspectives and contexts.
K3 Critically appreciate the interrelationships between key strategy processes and decisions and
their alignment with business improvement initiatives.
K4 Critically evaluate the key issues associated with strategy implementation.

INTELLECTUAL QUALITIES

I1 Critically evaluate a range of literature and theoretical frameworks relating to strategy.

I2 Construct and defend a reasoned argument in class presentation.
I3 Think critically and creatively to analyse the processes of strategic management across several
organizational contexts.
I4 Learn from others’ experiences of working in different organisations across sectors and
markets.

PROFESSIONAL/PRACTICAL SKILLS

P1 Complete coursework in a way that demonstrates systematic information gathering, critical

evaluation and synthesis of contemporary strategy literature.
P2 Discuss concepts from a wide range of sectoral and industrial perspectives.
P3 Understand how concepts can relate to a wide range of situations and circumstances, across
industry sectors.

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Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

TRANSFERABLE SKILLS

T1 Demonstrate proficiency in written communication.

T2 Be self-directed and act autonomously in planning and implementing the assessment
requirements for the module.
T3 Deal with complex issues rigorously and creatively.
T4 Learn and develop knowledge through critical reflection on contemporary strategy practice,
both locally and internationally.
T5 Demonstrate an ability to learn and reflect on theory and practice to inform personal and
organizational approaches to strategy. Participate in formal and informal discussions and
feedback presentations.

TEACHING AND LEARNING METHODS

The module is delivered over one whole semester. The mode of delivery is designed to raise
awareness of key theories, processes and practices surrounding strategy. Prior to the
module participants will be asked to select a strategic context that they would like to
consider during the module.

The programme will comprise an integrated framework of discussions, seminars aligned

around the three major themes of the module. Discussions will focus on developing
knowledge and understanding of key theories and concepts. Case studies and other group
activities will also be used to develop strategy awareness and skills. Participants will be
asked to present their chosen strategic context for the module and they will be encouraged
to consider the relevance of the module themes and concepts to this context throughout the
module. During the module participants will also form learning sets based on their area of
interest and these will be used to support deeper consideration of this area which can then
be applied to coursework.

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Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

CONTENT – Teaching Schedule

Key  Participants will be able to discuss current perspectives on
Learning strategy
Outcomes  Participants will discuss strategic management in various contexts
 Participants will be able to discuss an organisation’s competitive
position in terms of fundamental forces and the competitive
analysis of rivals (external environment)
 Participants will be able to discuss the foundations of strategic
capability; such as the unique resources and core competences
required to achieve sustainable competitive advantage
 Participants will consider appropriate ways to express the
strategic purpose of an organisation (statements of purpose,
values, vision, mission or objectives)
 Participants will discuss Corporate governance issues and the role
of Corporate Social Responsibility from a strategy perspective
 Participants will consider Shareholder v. Stakeholder theory and
discuss stakeholder analysis as a means of identifying the
influence of different stakeholder groups in terms of their power
and interest
 Participants will receive a practical illustration of the role of
strategy (& strategic challenges) from a cross-border business
development body perspective
 Participants will examine strategy in small firms from a theoretical
and practical perspective
 Participants will consider how an organisation chooses to position
itself in relation to competitors (Porter’s Generic Strategies;
Bowman’s Strategy Clock)
 Participants will discuss the choices of strategic direction (i.e.
which products, industries & markets to pursue)
 Participants will consider a range of strategic issues in this
context, including should the organisation be focused on few
products/markets or should it be broader in scope (diversified in
products/markets)?
 Participants will be given direction and guidance about how to
approach and answer a case study effectively
 Participants will review and consolidate their learning of the key
concepts and theories around strategy
 Participants will be given appropriate help and guidance in order
to complete the module assessment as effectively as possible and
prepare them for the examination

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Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

ASSESSMENT

This module is assessed entirely by coursework (100%).

Coursework Details:

“Use the models and frameworks explored in this module to critique the approach to
strategy in an organisation of your choice”.

Your completed report should contain the following:

 A contextual overview of the organisation, current strategic approaches and

rationale for conducting the analysis and choice of models (20 %)

 Detailed evidence-based application of relevant models of strategy to the

organisation and critique of models (50%)

 Based on the above, present recommendations for future strategy development

in the chosen organisation (20%)

 A reflective statement highlighting your learning experiences from the module

(to be included in the Appendices) (10%)

The final submission should be no longer than 4,000 words (excluding appendices,
tables and charts). The main body of the report should be no longer than 3500 words
and the reflective statement should be no longer than 500 words. The final report
should be completed and submitted via Turnitin to the Blackboard Learn Module area no
later than 23.59pm on TBC.

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Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

STRATEGY COURSEWORK
NOTES
A contextual overview of the organisation, current strategic approaches
and rationale for conducting the analysis and choice of models (20 %)

Type of Organisation
Context (industry/company/market data – Keynote etc)
Industry if appropriate
Industry Lifecycle if appropriate
Size of organisation
Structure of organisation
Current markets if appropriate
Current Financial position: basic details, turnover gross profit, net profit,
trend over time
Current strategy i.e. Mission, Vision, Goals, Objectives – if available
The process of strategy development in the organisation
Why you are looking at this context
What models have you chosen and why (rationale & justification).

Detailed evidence based application of relevant models of strategy to

the organisation and critique of models (50%)

Section should:
Description of models
Application of the model(s)
Critique the models used (benefits/limitations), generally and specifically
to your chosen organisation

Based on the above, present recommendations for future strategy

development in the chosen organisation (20%)

Show how the theory can be applied in practice to the chosen

organisation in a meaningful and valuable way
Based on the analyses, what strategic recommendations could you make
to help the business with its strategic development
How could the organisation improve its strategy in the future (strategy
development)

A reflective statement highlighting your learning experiences (both

personal and professional) from the module and the assignment (to be
included in the Appendices) (10%)

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Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

READING LIST

Required:
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regnér, P. (2017) Exploring Strategy,
Text and Cases, 11th Edition, Harlow, Financial Times, Prentice Hall.

Recommended (books):
Barney, J.B. & Hesterley, W.S (2011) Strategic Management and Competitive Advantage;
concepts and cases. 4th ed. New Jersey: Pearson Education.

David, F.R (2012) Strategic Management: concepts and cases. 14th ed. Upper Saddle River,
New Jersey: Pearson Education

Hill, C. (2012) International Business: Competing in the Global Marketplace. 9th ed. London:
McGraw-Hill.

Lynch, R. L (2012) Corporate strategy. 6th ed. New Jersey: Pearson Education

McIvor, R. (2010). Global Services Outsourcing. Cambridge University Press.

Mintzberg, H., Ahlstrand, J. and Lampel, J (2008) Strategy Safari: A Guided Tour through the
Wilds of Strategic Management. 2nd Ed. Harlow: FT Prentice Hall.

Rugman, A.M. and Collinson, S. (2012) International Business. 6th ed. New Jersey: Pearson
Education.

Thompson, A. A. (2013) Crafting and Executing Strategy: The Quest for Competitive
Advantage. Concepts and cases. 19th ed. London : McGraw-Hill/Irwin

Wheelen, T.L. and Hunger, J. D (2012) Strategic management and business policy :
cases.13th ed. Upper Saddle River, New Jersey : Pearson Education .

Recommended (journal articles)

Andriani et al. (2006). The Cluster Effect: How Clusters Policies can make the UK More
Effective, AIM Executive Briefing

Ansoff, I. (1991) Critique of Henry Mintzberg’s ‘The Design School: Reconsidering the Basic
Premises of Strategic Management’, Strategic Management Journal, 12, 449-461.

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Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

Barney, J. (1991) Firm Resources and Sustained Competitive Advantage, Journal of

Management, 17, 1, pp. 99-120.

Bartkus, B.R. and Glassman, M. (2008) Do Firms Practice What They Preach? The
Relationship Between Mission Statements and Stakeholder Management, Journal of Business
Ethics, 83:207–216.

Chan Kim, W. and Mauborgne, R (2004) Blue Ocean Strategy, Harvard Business Review, Vol.
82, Iss. 10, pp. 76-84.

Christensen, C. (2001) The Past and Future of Competitive Advantage. MIT Sloan
Management Review, Vol. 42, No. 2, pp. 105-109.

Collins, J.C. and Porras, J.I. (1996) Building Your Company’s Vision, Harvard Business Review,
Vol. 74, Iss. 5, pp. 65-77.

Collis, D.J. and Montgomery, C.A. (2008) Competing on Resources, Harvard Business Review,
Vol. 86, Iss. 7/8, pp. 140-150.

Collis, D.J. and Rukstad, M.G. (2008) Can you say what your strategy is?, Harvard Business
Review, Vol. 86, Iss. 4, pp. 82-90.

D’Aveni, R.A. (2007) Mapping your Competitive Position, Harvard Business Review, Vol. 85,
Iss. 11, pp. 110-120.

Frery, F. (2006) The Fundamental Dimensions of Strategy, MIT Sloan Management Review,
Vol. 48, No. 1, pp. 71-75.

Hamel, G. and Prahalad, C.K. (2005) Strategic Intent, Harvard Business Review, Vol. 83, Iss.
7,8, pp. 148-161.

Harrington, R.J. and Tjan, A.K. (2008) Transforming Strategy One Customer at a Time,
Harvard Business Review, Vol. 86, Iss. 3, pp. 62-72.

Hill, T. and Westbrook, R. (1997) SWOT Analysis: It’s Time for a Product Recall, Long Range
Planning, Vol. 30, No. 1, pp. 46-54.

Jacoby, S. (2005) Corporate Governance and Society, Challenge, vol. 48, no. 4, pp. 69-87.

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Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

JOURNALS
A range of articles will be taken from selected journals, including:

 Academy of Management Journal

 British Journal of Management
 Business Week
 Harvard Business Review
 Journal of Business Strategy
 Journal of Strategic Marketing
 MIT Sloan Management Review
 Strategic Management Journal
 Strategy and Leadership

WEBSITES
As well as the library databases, the following websites may be useful:

Harvard Business Review: http://hbr.org/

Financial Times: http://www.ft.com/home/uk

Booz & Co.: http://www.booz.com/

Wall Street Journal: http://europe.wsj.com/home-page

Bain & Company: www.bain.com

McKinsey & Company: www.mckinsey.com

Boston Consulting Group: www.bcg.com

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Department of Marketing, Leadership and Management
Ulster University Business School
Ulster University

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