IB819-10 Strategy and Practice
Introductory description
This module examines the issues involved in putting strategy into practice.
Module aims
As such, the module is concerned to a large extent with the problems of implementation. How are strategies put into practice and what opportunities and obstacles might be in the way? How might we
characterise the processes of implementation and what do we know about any relationships there may be with organisational performance? These are the central concepts of implementation, or “acting” strategically.
However, this course is also about thinking strategically, so it is not just concerned with implementation. When organisations and individuals think strategically, they are not simply looking at how to gain competitive advantage from efficiency gains (for example) but are also looking ahead to both the implementation of that strategy and other associated strategies in the organisation. Thinking strategically is about developing both in-sight and foresight at the same time.
IN order to achieve this, we must understand what it is that managers do when they act strategically. What actions do they take and what skills and knowledge do they need to develop in-sight and foresight? In addition, we have to understand the context in which these managers operate. This ranges from the context of individual organisation to the contexts of sector, ownership and governance.
In all of these respects, Strategy and Practice emphasises the process approach to strategy, rather than the positioning approach (which examines the competitive position of a firm in relation to its competitors). Intellectually, the course draws primarily upon the subdisciplines of strategic management, macro-organisational theory and the management of strategic change.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
Strategy in Practice.
Corporate Character.
Living Strategy.
Future-focused Strategy.
Classic and New Forms of Organising.
Acquisition-based Strategy.
Process Analysis for Strategic Decision-making.
Strategy as Corporate Governance.
Strategies for Managing Change.
Conclusion.
Learning outcomes
By the end of the module, students should be able to:
- Develop a thorough knowledge of the main theories around the topic of strategy as practice.
- Recognise the strengths and weaknesses of traditional macro level strategy theories and studies.
- Recognise the strengths and weaknesses of recent micro level strategy theories and studies.
- Develop a sound understanding of the complexities of real-life issues that strategy professionals are dealing with in organisations.
- Critically analyse and reflect on academic papers in the area of strategy.
- Analyse, evaluate and discuss cases in order to learn how to develop appropriate action plans.
Indicative reading list
Core texts:
Paroutis, S., Heracleous, L. & Angwin, D. (2012) Practicing Strategy: Text and Cases. Sage: London.
Heracleous, L.; Wirtz, J. and Pangarkar, N. (2009) Flying High in a Competitive Industry: Secrets of the World’s Leading Airline(2nd edn) Singapore: McGraw-Hill Education.
Sample academic journals:
Angwin, D.; Paroutis, S. and Mitson, S. (2009) ‘Connecting Up Strategy: Are Senior Strategy Directors a Missing Link?’ California Management Review, 51, 3, Spring, pp. 74–94.
Charitou, C.D. and Markides, C.C. (2003) ‘Responses to Disruptive Strategic Innovation’ MIT Sloan Management Review, 44, 2, Winter, pp. 55–63.
Heracleous, L. and Wirtz, J. (2010) ‘Singapore Airlines’ balancing act’ Harvard Business Review, 88, 7/8, July-August, 145–9.
Un, C.A. and Cuervo-Cazurra, A. (2004) ‘Strategies for Knowledge Creation in Firms’ British Journal of Management, 15, 1, pp. S27–S41.
Watkins, M.D. and Bazerman, M.H. (2003) ‘Predictable Surprises: The Disasters You Should have Seen Coming’ Harvard Business Review, 81, 3, pp. 72–85.
Subject specific skills
Enhance the critical thinking and creativity by developing awareness of the practices utilised by strategists.
Develop further skills in critical thinking by discussing and analysing complex strategic issues.
Transferable skills
Written and oral communication skills.
Problem solving and critical reflection skills.
Team work and team management skills.
Study time
| Type | Required |
|---|---|
| Online learning (scheduled sessions) | 10 sessions of 1 hour (10%) |
| Online learning (independent) | 20 sessions of 1 hour (20%) |
| Private study | 28 hours (28%) |
| Assessment | 42 hours (42%) |
| Total | 100 hours |
Private study description
Private Study to include preparation for lectures. Teaching session lengths are subject to change.
Costs
No further costs have been identified for this module.
You do not need to pass all assessment components to pass the module.
Assessment group A6
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
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| Individual Assignment 1 (10 CATS) | 30% | 13 hours | Yes (extension) |
|
Max 4 pages including diagrams, figures and charts. |
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Reassessment component is the same |
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Assessment component |
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| Individual Assignment 2 (10 CATS) | 70% | 29 hours | Yes (extension) |
|
Max 7, pages including diagrams, figures and charts. |
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Reassessment component is the same |
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Feedback on assessment
Assessments are graded using standard University Postgraduate Marking Criteria and written feedback is provided. Feedback for individual essays includes comments on a marksheet.
Pre-requisites
Caveat: For students on TIBS-N1PW of the DLMBA, there may be the opportunity to take Strategic Advantage alongside Strategy and Practice if doing the five-day DLMBA version of Strategic Advantage and it falls within the first month of Strategy and Practice.
To take this module, you must have passed:
Courses
This module is Optional for:
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TIBS-N1Q1 Postgraduate Business Administration (Executive) London
- Year 1 of N1Q1 Business Administration (Executive) London
- Year 3 of N1Q1 Business Administration (Executive) London
- Year 1 of TIBS-N1Q4 Postgraduate Business Administration (Executive) London
- Year 1 of TIBS-N1PW Postgraduate Taught Business Administration (Distance Learning)
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TIBS-N1Q2 Postgraduate Taught Business Administration (Distance Learning)
- Year 1 of N1Q2 Business Administration (Distance Learning)
- Year 2 of N1Q2 Business Administration (Distance Learning)
- Year 1 of TIBS-N1P9 Postgraduate Taught Business Administration (Executive)
- Year 1 of TIBS-N1Q3 Postgraduate Taught Business Administration (Executive)