STRATEGIC MANAGEMENT. Course Syllabus

Transcription

1 LUCIO CASSIA Professor of Strategic Management and Entrepreneurship Director of CYFE Research University of Bergamo ALFREDO DE MASSIS Director of the Centre For Family Business, Lancaster University Management School and Professor University of Bergamo STRATEGIC MANAGEMENT Course Syllabus Lesson STR T01E - Course Number Fall 2013 / Spring 2014

2 Course name Strategic Management (code 37133) Faculty Prof. Lucio Cassia (Theory) Prof. Tommaso Minola Prof. Andrea Calabrò (WiXen Universitaet) ing. Giovanna Campopiano (course assistant Theory module) Prof. Alfredo De Massis (PracZce) ing. Paolo Pressiani (course assistant PracZce module) Course page hxp:// Facebook Global Strategic Course terms Theory (former Basic) (6 ECTS) Sep,19 th Dec,19 th 2013 PracZce (former Advanced) (6 ECTS) Feb,27 th Jun,05 th 2014 Class hours 8:30-12:30 Thursday 2

3 Trying the Apple strategy? IntegraZng Nokia's handset business will bring valuable synergies and faster growth in a market in which Windows Phone currently lags behind Google's Android and Apple's ios operazng systems, though is now ahead of BlackBerry. Sep,3 rd 2013: Microsof will acquire Nokia's handset business in a deal valued at $7.2 billion. Some 32,000 Nokia staff will join Microsof. The deal also gives a potenzal successor to Steven Ballmer, Microsof s chief execuzve, who will rezre within 12 months: Stephen A. Elop, a former Microsof execuzve who was running Nokia unzl the deal was signed, will rejoin Microsof afer the transaczon closes. Source: Thomson Reuters 3

4 Strategy The success of a company over Zme is described by its Strategy. The future stands on the ability to find the direczon to recreate the condizons for growth, even under uncertainty and a rapidly global changing environment. Strategic Change and Complexity Management are the main issues of the new millennium both for economics and business. InnovaZon and Change are described as entrepreneurial opportunizes to create new businesses and to develop exiszng enterprises. Emphasis is put on the strategic evoluzon driven by technological innovazon. Strategy is concerned with answering some main queszons: How does a company become successful and stay successful? How facing the disrupzve forces and seismic shifs that are impaczng the global economy and reconfiguring the landscape in crizcal ways for business? How managing the rise of complexity affeczng the way businesses are conducted? We believe that Zme has come to change the tradizonal way of doing business. 4

5 Strategic Management Strategic Management is the set of managerial decision and aczon that determines the long- run performance of a corporazon. It has now evolved to the point that its primary value is to help the organizazon to operate successfully in a dynamic, complex and unpredictable environment. CorporaZons must develop a flexible approach shifing from one dominant strategy to another. Strategic Flexibility demands a long term commitment to the development and nurturing of crizcal resources. The company should act as a Learning OrganizaZon skilled at creazng, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights. Learning organizazons avoid stability through conznuous self- assessment and experimentazons. 5

6 Strategy and Change COMPANY + - Δ Difference & CorrecZon Organiza2onal dimension OrganizaZon & aczon (t) Measure Economic dimension Measure & feedback Market Demand (t) MARKET Market Supply (t) Strategic dimension is related to Change and therefore to the Zme (t) 6

7 Case studies In addizon to theories, many industry and business case studies are discussed during the classes. Case studies are powerful tools to inveszgate a topic on which you want to focus combining a qualitazve and a quanztazve way. A main issue is the relazonship between strategy, evoluzon and long- term performance. You will learn analyzcal techniques to check the compezzve posizon of a firm, evaluate business strategies, and idenzfy and analyze specific business opzons. These concepts and frameworks will help you to face complex and unstructured problems in business strategy, in order to provide a solid foundazon for managerial decision making. 7

8 ProacZve parzcipazon This course is structured to be interaczve with the class. AcZve parzcipazon is greatly appreciated. ContribuZons to the discussion (in class and/or through Facebook) and ideas from the students are encouraged. Informed and engaged parzcipazon is an essenzal part of this class and is expected from everyone. AcZve engagement means that you listen carefully to the comments of your peers and seek opportunizes to make comments that move the class discussion forward. You are also encouraged to crizque the argument, to experiment with new ideas, to propose links to real cases. AXending the course is strongly recommended for all students. You are encouraged to parzcipate to every class. 8

9 Course topics Compe22ve Strategy Strategy fundamentals Sustainable compezzve advantage Corporate life- cycle growth paxerns Linking learning to strategy formazon Beyond compezzve strategy Global Strategy Redesign strategy in the GlobalizaZon Age Facing complexity in a global environment Managing strategic change and uncertainty Entrepreneurial Strategy Entrepreneurial strategies and start- ups Small Business Enterprises strategies 9

10 Reference texts Entrepreneurial Strategy Lucio Cassia, Michael FaXore, Stefano Paleari Edward Elgar, ISBN , 2006 Contemporary Strategy Analysis Robert M. Grant Blackwell Publishing, ISBN , 2010 Strategic Management and Compe22ve Advantage Jay Barney, William Hesterly Pearson, ISBN , 2011 Strategie per il Family Business Lucio Cassia, Alfredo De Massis Este, ISBN , Prof. Lucio Cassia University of Bergamo Center for Young and Family Enterprise

11 Online educazon resources Online educazon resources are available to the students enrolled on the course (STR + hex thousands code- d) Lessons Industry and case studies ScienZfic papers, reports, podcasts, interviews Lectures by visizng execuzves (entrepreneurs, managers, etc.) The online material doesn t replaces texts and lessons. The resources guide to study, select the bibliographic material and track for further inveszgazons. Students are required to join the Facebook Group Global Strategic InformaZon about lessons, invited execuzves guests conferences, discussions, events, etc. will be Zmely provided. 11

12 Exam: axending students on sessions June to September The exam will cover both Theory and PracZce module and require you to demonstrate your mastery of the topics, tools and frameworks covered in this course. For the first three sessions (Jun to Sep) the exam will be organized as follows: SecZon Module Who Grading plan Theory Theory Individual 35% ParZcipaZon Add 0 to +2 Project work PracZce Group 40% Essay (1- page) Individual 25% Project work and theory exams will be separately kept valid only for the first three sessions (Jun to Sep). For the next exam sessions both parts of the exam must be passed within the same session. AXending students only are allowed to take the theory exam at the end of the first term. It will be kept valid Zll the September session. 12

13 Exam: axending students on sessions Nov to Apr and not axending students The exam will cover both Theory and PracZce module and require you to demonstrate your mastery of the topics, tools and frameworks covered in this course. The exam will be organized as follows: SecZon Module Who Grading plan Theory Theory Individual 35% Project work PracZce Individual 40% Essay (1- page) 25% Students are required to contact the faculty to be assigned a project work on individual basis. Theory exam requires the study of the reference texts as well as the online material. Both parts of the exam must be passed within the same session. 13

14 a. Theory The assessment of theories, models, methods refers to the knowledge of theorezcal topics discussed during the course, including scienzfic papers, reports, podcasts, interviews and lectures by visizng ExecuZves. Oral and/or wrixen (mulzple choice test and extended answers) exam 14

15 b. Project work The project work analyzes an industry, a company or a set of companies, a strategic inizazve undertaken (e.g. a merger or an acquisizon), a strategic situazon faced by a company or industry (e.g. a change in market demand or technology) or a global trend (e.g. a compezzon shif). You are required to apply tools and knowledge of strategy covered in this course to the real economic environment. The project consists of a wrixen report (English) and a final 30 in- class presentazon. Includes sources, references, papers and other material. InnovaZve ways of presentazon, presentazon skills, original ideas, clarity, focus onto the topic will be appreciated. A link to download the project work package (Dropbox, WeTransfer, etc.) must be sent to the faculty one week before the discussion. 15

16 c. ParZcipaZon AcZve parzcipazon at the Theory module may be granted on an individual basis with an addizonal grade. Ground PreparaZon: Knows basic case or reading facts, but does not show evidence of trying to interpret or analyze them. Offers straighworward informazon without elaborazon. Does not offer contribute to discussion > final grade +0 Good preparazon: Knows case or reading facts well, has thought through implicazons of them. Offers interpretazons and analysis of case material to class. Contributes well to discussion in an ongoing way: responds to other students' points, queszons others in a construczve way> final grade +1 Excellent preparazon: has analyzed case excepzonally well. Offers analysis, synthesis, and evaluazon of case material, e.g., puts together pieces of the discussion to develop new approaches that take the class further. Contributes in a very significant way to ongoing discussion: responds very thoughwully to other students' comments, suggests alternazve ways of approaching material > final grade +2 16