MGMT3010 Strategic Management Semester 1, 2016ctl.curtin.edu.au/teaching_learning_services/unit_outline_builder/pdf... · Unit Outline MGMT3010 Strategic Management Semester 1, 2016

Unit study package code: MGMT3010

Mode of study: Internal

Tuition pattern summary: Note: For any specific variations to this tuition pattern and for precise information refer to the Learning Activities section.

Seminar: 1 x 3 Hours Weekly

This unit does not have a fieldwork component.

Credit Value: 25.0

Pre-requisite units: Nil

Co-requisite units: Nil

Anti-requisite units: Nil

Result type: Grade/Mark

Approved incidental fees: Information about approved incidental fees can be obtained from our website. Visit fees.curtin.edu.au/incidental_fees.cfm for details.

Unit coordinator:

Title: DrName: Bella ButlerPhone: +618 9266 3091Email: [email protected]: Building: 408 - Room: 3016Consultation times: TBA via Blackboard

Teaching Staff:

Administrative contact: Name: Cheryl TienPhone: Please e-mailEmail: [email protected]: Building: Please e-mail - Room: Please e-mail

Learning Management System: Blackboard (lms.curtin.edu.au)

Unit Outline

MGMT3010 Strategic Management Semester 1, 2016

Curtin Business School (CBS)School of Management

MGMT3010 Strategic Management Bentley Campus 25 Feb 2016 School of Management, Curtin Business School (CBS)

Page: 1 of 14CRICOS Provider Code 00301J

The only authoritative version of this Unit Outline is to be found online in OASIS

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Acknowledgement of Country We respectfully acknowledge the Indigenous Elders, custodians, their descendants and kin of this land past and present.

Syllabus This unit focuses on the practice and concepts of strategic management through the introduction of appropriate theoretical models and frameworks. The central issue of the unit is the achievement of competitive advantage: internal and external drivers of competitive advantage, the link between strategy formulation and implementation, the role of strategic leadership in formulating and implementing strategy.

Introduction Strategic Management today is a complex process requiring advanced skills. International expansion, network advantage and resource optimisation pervade every aspect of this critical aspect of management. Successful managers need up-to–date guidance on the creation and implementation of a effective strategies. This unit is specifically designed to meet these requirements. The design, content, concepts and supportive reading material all reflect current issues and the latest perspectives. As the unit coordinator, I am confident that any manager or aspiring manager will find this unit valuable and relevant to the real business setting. Interactive class activities and unit assignments are designed to create an engaging and rewarding experience for students.

Unit Learning Outcomes All graduates of Curtin University achieve a set of nine graduate attributes during their course of study. These tell an employer that, through your studies, you have acquired discipline knowledge and a range of other skills and attributes which employers say would be useful in a professional setting. Each unit in your course addresses the graduate attributes through a clearly identified set of learning outcomes. They form a vital part in the process referred to as assurance of learning. The learning outcomes tell you what you are expected to know, understand or be able to do in order to be successful in this unit. Each assessment for this unit is carefully designed to test your achievement of one or more of the unit learning outcomes. On successfully completing all of the assessments you will have achieved all of these learning outcomes.

Your course has been designed so that on graduating we can say you will have achieved all of Curtin's Graduate Attributes through the assurance of learning process in each unit.

Curtin's Graduate Attributes

On successful completion of this unit students can: Graduate Attributes addressed

1 Apply analytical tools of strategic management to competitive situations in a variety of industries

2 Identify strategic issues, evaluate a company's competitive position and synthesise recommendations for the future based on the analysis

3 Critically analyse a company's competitive position

4 Analyse the role of strategic leadership in formulating and implementing strategy

Apply discipline knowledge Thinking skills (use analytical skills to solve problems)

Information skills (confidence to investigate new ideas)

Communication skills Technology skillsLearning how to learn (apply principles learnt to new situations) (confidence to tackle unfamiliar problems)

International perspective (value the perspectives of others)

Cultural understanding (value the perspectives of others)

Professional Skills (work independently and as a team) (plan own work)

Find out more about Curtin's Graduate attributes at the Office of Teaching & Learning website: ctl.curtin.edu.au

Curtin Business School (CBS) School of Management




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Learning Activities Learning activities in this unit are focused around activities conducted in class in the weekly online lectures and tutorials. Engaging class discussions and activities have been planned. You will get the most value from these if you prepare beforehand and actively participate in these activities and discussions. The assessment tasks are also designed to be learning activities in their own right. For example, in completing Assignment 1, you will engage in both clarifying and applying your learning of key theories and concepts.

Learning Resources Essential texts

The required textbook(s) for this unit are:

l Grant, R., B. Butler, Orr, S. and Murray, P. 2014, Contemporary Strategic Management. An Australasian Perspective. 2nd edition. Brisbane: Wiley and Sons.

(ISBN/ISSN: 9.78111836256E+012)

Recommended texts

You do not have to purchase the following textbooks but you may like to refer to them.

l Hanson, D., Hitt, M., Ireland, R. D., Hoskisson, R. E. 2014. Strategic Magement. Competiveness and Globalisation. Asia-Pacific 5th edition. Cengage Learning.

(ISBN/ISSN: 9780170186285)

Other resources

You do not have to purchase the textbooks listed above but you may like to refer to them. You may also use the following resources:

Selected Articles

A selection of articles related to strategic management topics has been placed in the Online Reserve Collection of the Curtin library. These articles have been chosen for their contemporary relevance and can be used to increase your understanding of strategy concepts and applications.

Journal Articles

In addition, there are a large number of academic journal articles that you will find useful. These contain case study examples of strategy in practice, models and theories of particular aspects of strategic management, the impact of new developments in the field of strategy and reports of research projects that investigate competitive strategies and their implementation in successful companies.

Learning how to find and use relevant information from journals is an important skill that is valued by lecturers and employers. You should ensure that you develop your skills in how to access and use such information. The Curtin Library provides access to a number of databases (e.g., ABI-Inform and the Business Source Premier database) that contain many useful, full-text articles. These can be found via the library website http://lisweb.curtin.edu.au.

The following titles are a selection of some of the major journals relevant to your study of Strategic Management available in the library. These should become familiar reading, and be consulted frequently:

1. Academy of Management Journal 2. Academy of Management Review 3. Administrative Science Quarterly 4. Business Strategy Review 5. Business Strategy and the Environment 6. California Management Review 7. European Management Journal 8. Harvard Business Review

1. Journal of World Business 2. Journal of Business Research 3. Journal of Business Ethics 4. Research in Global Strategic Management 5. Strategic Management Journal 6. Strategy and Leadership 7. The Journal of Business Strategy 8. Industrial Marketing Management





http://lisweb.curtin.edu.au/

Recommended Texts

Carpenter, M.A., W.M. Gerald, J.R. Sanders, and N. Martin. 2010, Strategic Management: A Dynamic Perspective. Concept and Cases. Sydney: Pearson.

Kaplan, R. S. and D.P. Norton. 2002, The Strategy-Focused Organisation: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston: Harvard Business School.

Johnson, G., K. Scholes, and R. Whittington. 2008, Exploring Corporate Strategy. 8th Edition. Harlow: Prentice Hall

Online Resources

Online resources can be found on the Blackboard site at http://oasis.curtin.edu.au.

Assessment Assessment schedule

Detailed information on assessment tasks

1. News Critique counts for 15% of your overall mark and requires you to link theoretical concepts of the unit to current events publicized in the business news media. Throughout the semester, each student will present a brief oral presentation demonstrating how strategic management concepts and theories are applied in a real business context. Students will be assigned one of the weekly topics in weeks 1 and 2. You will then find a current news item (released in the business media within a two weeks window prior to your presentation date) that you can demonstrate how that week’s ‘strategy topic’ is operationalized and applied in the business world. In your allocated week, your News Critique needs to be presented to the class in the form of a very short oral presentation (5 minutes maximum), AND to your lecturer as an 800 word written summary (typed,12 pt., Times New Roman, double spaced). A soft copy of your summary should be submitted via Blackboard/Turnitin before the class when your assignment is due. You can select a business news item from anywhere in the world as long as it is current news and has been published in the two weeks prior to your due date.

Task Value % Date DueUnit Learning Outcome(s)

Assessed

1

News Critique 15 percent Week: various – as allocated in class. Day: various – as allocated in class. Time: various – as allocated in class.

1,3

2

Project 35 percent Week: presentation seminar 8, 9, 10 ; report 27 May Day: presentation seminar 8, 9, 10 ; report - 27 May Time: Presentation - in class, report - 1 p.m. 27 May

2,3,4

3

Final Examination 50 percent Week: Formal examination period Day: Refer to examination timetable Time: Refer to examination timetable

1,2,3





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The following guidelines may assist you to think critically about your chosen topic and news item:

1. Which source or sources published the news item? A brief summary of the strategic event in focus (e.g. an acquisition was announced or a new product was launched or a company is going through structural changes or a change of leadership in a company was announced etc.).

2. How might the market respond to this situation in both the short term and in the long term? How would it affect certain companies or markets?

3. How does the news item illustrate the topic assigned for your presentation? 4. What can be learnt from the event? How does this event (a news item) contribute to a better

understanding of the topic assigned for your presentation? 5. How is this news linked to the previously studied topics in the course? 6. Can you predict the further development of the situation? What might happen next?

Marking criteria

Your mark for this assessment item will be based on both your oral presentation and the written report. The key marking criteria:

l Your ability to use the concepts and tools of strategic analysis in a competent fashion (e.g. illustrate selected concepts of the assigned topic by applying it to the real world setting);

l Your ability to identify, access and appropriately report a business news media report; l Evidence of thorough knowledge of the news item being reported; l Evidence of preparation, professionalism, and presentation skills; l The quality and adequacy of supporting materials ( e.g. visual aids etc.) l You can have a poster or up to two power point slides to illustrate your news. This visual aid can be

used to display relevant illustrations such as a company’s logo, statistics, maps, photograph of a product etc.

An example of a summary of this assignment can be found on Blackboard.

2. Project. This assignment is undertaken in teams of 4 or 5. Teams will be formed in your tutorial classes in week 1. You should not attempt to prepare this project individually as the workload will be too great. All of the guidance your team needs to develop proposed cases and all other material for team management (e.g. Contracts, Team meeting evaluation sheets, Self- and peer-evaluation sheets) can be found on Blackboard following the ‘Assessment’ link.

Please choose members of your team wisely so as to balance skills, knowledge, expertise, logistics, availability and experience. One way of selecting team members in the past has been to look for students with similar aims in the unit. For example, some students are interested in just making sure that they pass the unit (given work commitments or for other reasons), whereas other students are aiming for distinction level grades. Conflict has been eliminated in the past when students have been aiming for the same results and therefore there is consistency in the amount of work expected.

If you do have problems that cannot be resolved within the group, you should discuss them with your tutor and the unit coordinator. This will need to occur early in the project: reporting team problems two weeks before the assignment is due or later does not give us much opportunity to help you in this situation.

Each team member has to submit a draft of his or her assigned part to their lecturer one week before the day of their team presentation (seminar 8, 9 and 10 for projects 1, 2 and 3 respectively as outlined in Study Guide).

Your team should choose one of the following three projects:

Project 1. Airbnb –disruptive innovator but how to sustain operations? Airbnb (AirBed & Breakfast) was founded in 2008 as a website to assist people with finding, listing or renting accommodation. The alternative accommodation offered by Airbnb soon became popular and the company demonstrated the fastest growth by disrupting the traditional lodging industry. Airbnb functions as a marketplace where it links hosts and travelers and empowers transactions without ownership of any accommodation itself. The business model adopted by Airbnb challenges traditional industries by new value creation. Unlike traditional industry players, Airbnb adds customer value by increasing the operations between the other market players, namely the hosts and travelers, and by matching their needs. The company started its international operations in 2011 and now it operates in 34000 cities and in 190 countries.





How would you define the industry in which Airbnb operates? Who are the other players operating within that industry? What are the key success factors in this industry in Australia and globally? Explain the strategy and capabilities of Airbnb. What strategies could incumbent firms adopt to counter this threat? What the major challenges which Airbnb faces? How should Airbnb satisfy the needs of their stakeholders as well as being more socially responsive and sustainable? What is the future for Airbnb?

References

Nusca, A. (2014). Airbnb raises $1.5 billion, valuing it at an eye-popping $25.5 billion. Fortune. Retrieved 22 February, 2016.

Airbnb: From Y Combinator To $112M Funding In Three Years. (2011). Wall Street Journal. 25 July 2011. Retrieved 22 February, 2016.

Nakamura, Y. and Takahashi, M. (2016). Fastest-growing Airbnb market at risk as Japan cracks down. The Sydney Morning Herald, February 19, 2016. Retrieved 22 February, 2016.

Project 2. Uber – growing fast but what is the future? Since its launch in 2009 as a mobile ride hails company, Uber (Uber Technologies Inc.), became a massive disruptor of the transportation industry. The company produces, markets and operates the Uber mobile app, which enables consumers with smartphones to submit a trip request which is then transferred to Uber drivers who use their own cars. While the company was initially established in the United States and expanded internationally only in 2012, by now it became a confident global player with operations in more than 50 countries and 300 cities. Although by the end of 2015, Uber was estimated to be worth $62.5 billion, its legality and safety had been continuously questioned by governments and traditional taxi companies alike.

How would you define the industry in which Uber operates? Who are the other players operating within that industry? What are the key success factors in this industry in Australia and globally? Explain the strategy and capabilities of Uber. What strategies could incumbent firms adopt to counter this threat? What the major challenges which Uber faces? How should Uber satisfy the needs of their stakeholders as well as being legitimate, safe and socially responsive? What is the future for Uber? References:

Goode, L. (2011). Worth It? An App to Get a Cab. The Wall Street Journal, 17 June 2011. Retrieved on 22 February 2016.

Rusli, E. (2014). Uber Dispatches trips. Wall Street Journal, 6 June 2014, Retrieved 22 February, 2016.

Project 3. Safran – focus on ongoing innovations and global growth The Safran Group was created on May 11, 2005, with the merger of Snecma and Sagem SA, the respective leaders in engines and telephone and transmission markets. Today Safran is a high technology group with core businesses in airspace, defense and security. The group has 69000 employees working in 60 countries. Safran’s LEAP engines power major jets of Airbus, Boeing and Comac. The company is highly committed to research and development to ensure ongoing innovations: 70 per cent of Safran’s R&D budget is dedicated to reducing the environmental impact of the air transport. In 2014, the company allocated on R&D 2 billion euros or 13 per cent of its revenue. R&D employs 21 per cent of the group’s workforce. Ongoing innovations result in regular patents, for example, in 2014 alone the company filed nearly 900 patents. In 2015, Safran launched its new Research and Technology Center, Safran Tech, with the aim develop disruptive technologies, including “more electric” aircraft, new propulsion architectures and advanced information and communications. By 2017, some 300 employees will be working on these major research programs as part of Safran Tech. Strong commitment to future innovations and technological leadership requires skilful coordination of resources, development of new capabilities and attracting the top talent from around the world. Safran is open to collaboration with the key market players. Its focus on strategic partnerships is rooted in a long-term partnership of Snecma with General Electric (from 1974) which was renewed in 2008 by Safran. Other strategic partners include Airbus, Boeing, Rolls-Royce.

Choose one of the markets where Safran operates, e.g. Australia and New Zealand, Europe, North America, China, India etc. Conduct comprehensive market and industry analysis of this market. What are the main challanges that Safran faces on this market? What makes this market attractive for Safran? Who are the main players on the chosen market and globally that Safran competes with? What is the nature of competitive advantage in this industry? How does Safran collaborate with other companies to sustain its competitive advantage? What is the future for Safran? References





http://fortune.com/2015/06/27/airbnb-raises-1-5-billion/

http://blogs.wsj.com/venturecapital/2011/07/25/airbnb-from-y-combinator-to-112m-funding-in-three-years/

http://blogs.wsj.com/digits/2011/06/17/worth-it-an-app-to-get-a-cab/

http://ottawacitizen.com/news/local-news/uber-ride-sharing-program-seeks-ottawa-drivers

Safran Group. Official site http://www.safran-group.com/ Retrieved on 22 February 2016.

Safran Magazine. (2015). The magazine for Safran’s customers and partners. April, 2015, N. 17.

Safran. An International High Technology Group (2016). A corporate presentation at the head quarter on 15 February 2016, Paris, France.

The format of the report should be as follows:

Executive summary (objectives, method, limitations and findings of the report – one page only, no bullet points; no repetition of the introduction).

Introduction (main strategic issues which (see the questions to each given project – in Italic) the company is facing and which you intend to study in your report; what parts are included in your report and what analytical tools will you use to investigate the company’s competitive position in order to prepare recommendations with regards to the main strategic issues?). Remember, you are expected to introduce your report, not the company.

Main strategic issues which the management has to address (these issues should be identified based on company background information)

In this section you should provide a brief outline of the company, what it does and how it has developed, and any other information you consider relevant to understanding the current situation. The outcome of this section is to identify main strategic issues (e.g., see main strategic issues given you in each of the three projects – in Italic - for your preparation and class discussion). In the following two sections you will analyse the external and internal environment in order to resolve the main strategic issues.

External analysis

In this section you should outline what you think are the main opportunities and threats facing the organisation. You should analyse the general, industry and competitors' environment of the company. Do not attempt to analyse all elements of the external environment equally: it is important that you concentrate on a few main elements and explain why they are significant. You have to support the most significant elements of the external environment by references from the business media, industry publications and other relevant websites.

Internal analysis

In this section you should outline what you think are the main strengths and weaknesses of the organisation. As with the external analysis, you need to try to identify and explain the main issues rather than list a wide variety of factors. You should explain what resources and capabilities contribute into a competitive advantage of the company. Your analysis should be supported by relevant information from the case study, a company’s web site and the media.

Strategy evaluation and recommendation

In this section you should outline a range of strategic actions for the company: where to from now to re-solve the main strategic issues identified in section 1. You should recommend one of these alternative actions and justify your choice in terms of the company’s SWOT analysis. To link together the results of the external and internal environmental analysis, you should use the TOWS matrix which will be introduced in section 4 of the semester (see Study Guide).

Conclusion (major results of your analysis and recommendations with regards to the main strategic issues identified in Introduction)

The team project includes a presentation of recommendations for the company held in seminars 8, 9 and 10 for projects 1, 2 and 3 respectively and the written report which is due by 1 p.m. on Friday 27 May. Reports should be submitted via Assignment Submission on black Board. In addition to the submission of a soft copy of the report your class lecturer also might request you to submit a hard copy to him or her in class or via their mail box. The final mark for the report will be given to each team during the third week after report submission at the latest.

Presentations consist of 10 minutes presentation of recommendations (What should be done? Where the company/companies should go from now?) followed by a 5-minutes question-answer session. Alternatively, each team which is working on the project presents their recommendations first and then the class discusses them and compares asking presenters to defend their position. All team members are expected to make





http://www.safran-group.com/

roughly equal contributions to the presentation and the following facilitation of class discussion.

The presentations should be concise and provide the summary of recommendations rather than all the analysis of the company. All presentations would benefit from the use of attractive, effective resources such as one-two pages handouts. Guidelines for Students Presentation (what to do or not to do) can be found on the Blackboard at http://oasis.curtin.edu.au.

A strict time limit of 10 minutes will be placed on each presentation. Each extra minute will be penalized (one mark will be taken off for an extra minute).

Follow the Assessment link on blackboard for further Assessment information and marking criteria.

Assignment 2 (Task 1 - presentation) Marking Criteria (out of 10):

l Your ability to use the concepts and tools of strategic analysis in a competent fashion, l The depth of supporting arguments, l The degree of preparation, professionalism, energy, enthusiasm and skills demonstrated in delivering

the presentation, l Your ability to answer questions after the presentation.

Please note that the interpretation of the company situation and recommendations will vary from team to team, and should be your group's original ideas. Marks will not be allocated for the best or better recommendations in comparison with other teams. Marks rather will be allocated for your skills to diagnose and analyze the company and justify your recommendations.

The written report is to be submitted on Friday 27 May by 1 p.m. to the Assignment Submission via Blackboard. In addition, your class lecturer might ask you to submit a hard copy of your report. This enables your team to incorporate the results of the discussion of your recommendations during the tutorial, feedback from the tutor and conduct additional research if required. The report length is 6500 words, excluding appendices. Double spaced, 12 point font, 2.5 cm margins.

The report should be prepared in a professional manner. This means that the papers should be concise, incisive, and literate and include appropriate supporting tables, charts, and exhibits. There must be clear evidence of consultation of academic literature – at least 5 academic journals articles, two books and three web sites must be used, and appropriately referenced in accordance with the Chicago referencing guide (see: http://lisweb.curtin.edu.au/referencing/chicago.html). Summarizing and rehashing facts published about the company is discouraged – except where factual restatement is an integral part of evaluation. More information about report writing can be found using the following links:

http://startup.curtin.edu.au/study_skills/report.html Curtin’s Study Skills Report Writing guide site. This is a comprehensive and user-friendly guide.

http://www.arbld.unimelb.edu.au/students/essay/essaytech.html The University of Melbourne Essay and Report Writing Guide.

Assignment 2 (Task 2 - report) Marking Criteria (out of 25):

l Executive Summary, l Introduction of the report: what are your going to find out about the company and how are you going

to approach this study, l Use of appropriate analytical techniques such as the Porter five forces model, value chain analysis,

strategic map, the Boston Consulting Group matrix, The industry Attractiveness matrix etc., including the use of charts and tables where appropriate, please remember: analytical tools do not matter for their own sake, rather they should help you to analyse the company,

l The depth and breadth of your team’s analysis of the company’s situation (evidence of using the industry information),

l Evaluation of alternative solutions and justification for selection the case solution, l Presenting realistic, well supported by the analysis recommendations for action, l Layout, grammar, spelling, l References.

Both presentation and report will be assessed as a team mark. If all team members did not equally contribute to the project then differentiated marks may be awarded as appropriate.





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http://lisweb.curtin.edu.au/referencing/chicago.html

http://startup.curtin.edu.au/study_skills/report.html

http://www.arbld.unimelb.edu.au/students/essay/essaytech.html

3. Final examination gives you the chance to integrate and demonstrate your learning from throughtout the semester. The final exam will be a two-hour paper in two sections. First section will have three short theoretical questions and you can earn maximum 30 marks by answering in a comprehensive manner all three questions. Second section will have a short case. Your consistent, weekly work during the semester will make you sufficiently prepared for the final exam.

Pass requirements

Students must obtain an overall mark of 50/100 (50%) and attempt all assessments to pass this unit.

Fair assessment through moderation

Moderation describes a quality assurance process to ensure that assessments are appropriate to the learning outcomes, and that student work is evaluated consistently by assessors. Minimum standards for the moderation of assessment are described in the Assessment and Student Progression Manual, available from policies.curtin.edu.au/policies/teachingandlearning.cfm

Late assessment policy

This ensures that the requirements for submission of assignments and other work to be assessed are fair, transparent, equitable, and that penalties are consistently applied.

1. All assessments students are required to submit will have a due date and time specified on this Unit Outline. 2. Students will be penalised by a deduction of ten percent per calendar day for a late assessment submission

(eg a mark equivalent to 10% of the total allocated for the assessment will be deducted from the marked value for every day that the assessment is late). This means that an assessment worth 20 marks will have two marks deducted per calendar day late. Hence if it was handed in three calendar days late and given a mark of 16/20, the student would receive 10/20. An assessment more than seven calendar days overdue will not be marked and will receive a mark of 0.

Assessment extension

A student unable to complete an assessment task by/on the original published date/time (eg examinations, tests) or due date/time (eg assignments) must apply for an assessment extension using the Assessment Extension form (available from the Forms page at students.curtin.edu.au/administration/) as prescribed by the Academic Registrar. It is the responsibility of the student to demonstrate and provide evidence for exceptional circumstances beyond the student's control that prevent them from completing/submitting the assessment task.

The student will be expected to lodge the form and supporting documentation with the unit coordinator before the assessment date/time or due date/time. An application may be accepted up to five working days after the date or due date of the assessment task where the student is able to provide an acceptable explanation as to why he or she was not able to submit the application prior to the assessment date. An application for an assessment extension will not be accepted after the date of the Board of Examiners' meeting.

Deferred assessments

If your results show that you have been granted a deferred assessment you should immediately check your OASIS email for details.

Deferred examinations/tests will be held from 15/07/2016 to 31/07/2016 . Notification to students will be made after the Board of Examiners’ meeting via the Official Communications Channel (OCC) in OASIS.

Supplementary assessments

Supplementary assessments are not available in this unit.

Referencing style

The referencing style for this unit is Chicago.





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http://students.curtin.edu.au/administration/

More information can be found on this style from the Library web site: http://libguides.library.curtin.edu.au/referencing.

Copyright © Curtin University. The course material for this unit is provided to you for your own research and study only. It is subject to copyright. It is a copyright infringement to make this material available on third party websites.

Academic Integrity (including plagiarism and cheating) Any conduct by a student that is dishonest or unfair in connection with any academic work is considered to be academic misconduct. Plagiarism and cheating are serious offences that will be investigated and may result in penalties such as reduced or zero grades, annulled units or even termination from the course.

Plagiarism occurs when work or property of another person is presented as one's own, without appropriate acknowledgement or referencing. Submitting work which has been produced by someone else (e.g. allowing or contracting another person to do the work for which you claim authorship) is also plagiarism. Submitted work is subjected to a plagiarism detection process, which may include the use of text matching systems or interviews with students to determine authorship.

Cheating includes (but is not limited to) asking or paying someone to complete an assessment task for you or any use of unauthorised materials or assistance during an examination or test.

From Semester 1, 2016, all incoming coursework students are required to complete Curtin’s Academic Integrity Program (AIP). If a student does not pass the program by the end of their first study period of enrolment at Curtin, their marks will be withheld until they pass. More information about the AIP can be found at: https://academicintegrity.curtin.edu.au/students/AIP.cfm

Refer to the Academic Integrity tab in Blackboard or academicintegrity.curtin.edu.au for more information, including student guidelines for avoiding plagiarism.

Information and Communications Technology (ICT) Expectations Curtin students are expected to have reliable internet access in order to connect to OASIS email and learning systems such as Blackboard and Library Services.

You may also require a computer or mobile device for preparing and submitting your work.

For general ICT assistance, in the first instance please contact OASIS Student Support: oasisapps.curtin.edu.au/help/general/support.cfm

For specific assistance with any of the items listed below, please contact The Learning Centre: life.curtin.edu.au/learning-support/learning_centre.htm

l Using Blackboard, the I Drive and Back-Up files l Introduction to PowerPoint, Word and Excel

Additional information Enrolment

It is your responsibility to ensure that your enrolment is correct - you can check your enrolment through the eStudent option on OASIS, where you can also print an Enrolment Advice.





http://libguides.library.curtin.edu.au/referencing

https://academicintegrity.curtin.edu.au/students/AIP.cfm

http://academicintegrity.curtin.edu.au/

https://oasisapps.curtin.edu.au/help/general/support.cfm

http://life.curtin.edu.au/learning-support/learning_centre.htm

Student Rights and Responsibilities It is the responsibility of every student to be aware of all relevant legislation, policies and procedures relating to their rights and responsibilities as a student. These include:

l the Student Charter l the University's Guiding Ethical Principles l the University's policy and statements on plagiarism and academic integrity l copyright principles and responsibilities l the University's policies on appropriate use of software and computer facilities

Information on all these things is available through the University's "Student Rights and Responsibilities" website at: students.curtin.edu.au/rights.

Student Equity There are a number of factors that might disadvantage some students from participating in their studies or assessments to the best of their ability, under standard conditions. These factors may include a disability or medical condition (e.g. mental illness, chronic illness, physical or sensory disability, learning disability), significant family responsibilities, pregnancy, religious practices, living in a remote location or another reason. If you believe you may be unfairly disadvantaged on these or other grounds please contact Student Equity at [email protected] or go to http://eesj.curtin.edu.au/student_equity/index.cfm for more information

You can also contact Counselling and Disability services: http://www.disability.curtin.edu.au or the Multi-faith services: http://life.curtin.edu.au/health-and-wellbeing/about_multifaith_services.htm for further information.

It is important to note that the staff of the university may not be able to meet your needs if they are not informed of your individual circumstances so please get in touch with the appropriate service if you require assistance. For general wellbeing concerns or advice please contact Curtin's Student Wellbeing Advisory Service at: http://life.curtin.edu.au/health-and-wellbeing/student_wellbeing_service.htm

Recent unit changes Students are encouraged to provide unit feedback through eVALUate, Curtin's online student feedback system. For more information about eVALUate, please refer to evaluate.curtin.edu.au/info/.

Recent changes to this unit include:

We welcome feedback as one way to keep improving this unit. Students are encouraged to give unit feedback through eVALUate, Curtin’s online student feedback system (see http://evaluate.curtin.edu.au/info/index.cfm). Recent changes to this unit include:

1. The new projects were introduced in 2016. All three companies are regarded for their disruptive innovations and market leadership. This enables students to learn about strategies to counter the threat of desruption of the traditional industries and bring the most-up-todate market knowledge in the class room environment.

2. The new, the most up-to–date, textbook was introduced in 2014 and an alternative textbook was suggested. 3. The final exam will be simplified in 2016.

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Program calendar 2016, Semester 1. Program calendar

Begin Date Topic

/Seminar Pre-readings

Questions for preparation and class discussion

Assessment Due

22 February Orientation week

29 February 1. Introduction

Strategy: Concepts and Perspectives

Ch.1 in Grant text[i] 2nd or

Ch. 1 in Hanson text

[ii]

Assignment of topics for the assessment item 1 “News

Critique”

Forming teams and assignment of projects for

team project

7 March

2. Evaluating a Firm’s External and Industry

Environment

Ch. 4 in Grant text 2nd or


Hamel, G. Strategy as revolution (on e-reserve)

What is the difference between planning and

strategizing?

Why reconceiving a product or service is important?

Why redefining market space is important?

Topic 1, Ch. 1 (here and below Grant text). Self-study

questions 3, 5, 6. Discussions questions 1, 4.

News critique on topic 1

14 March 3. Analysing Resources and Capabilities

Ch. 5 in in Grant text

2nd or


Topic 2, Ch. 4, Self-study questions 2, 6, 7.

Discussions questions 2, 4, 5.


21 March 4.The Nature and Sources

of Competitive Advantage


2nd or


An action Plan for

Robin Hood. The TOWS

Matrix (in e-reserve)

Topic 3, Ch. 5, Self-study questions 2, 3, 4, 5.

Discussions questions 4, 5.

Exercise An action Plan for Robin Hood. The TOWS

Matrix (e-reserve)


28 March Tuition Free Week





Begin Date

Topic

/Seminar Pre-readings Questions for preparation

and class discussion Assessment Due

4 April 5.Business-Level Strategies


2nd or


Topic 4, Ch.6, Self-study questions 1, 2, 4.

Discussions question 3, 5.


18 April Tuition Free Week

21 April 6.Corporate- Level Strategies


2nd or



Discussions questions 2, 3, 4. Exercise 2 (page 244).


25 April 7. Mergers and Acquisitions


2nd or


Topic 6, Ch. 8, Self-study questions 1, 2, 5. Discussion questions 3, 4, 5. Exercises 2,

6 (page 286).


2 May 8.Alliances, Partnerships and Networks



Topic 7, Ch. 8, Self-study questions 4, 6. Discussion questions 1, 2. Exercise 4

(page 286).

Team discussions of

recommendations for Project 1


9 May 9.International Strategy

Ch. 11 in Grant text

2nd or


Topic 8, Ch. 9, Self-study questions 2, 3, 5. Discussion

questions 1, 2. Exercise 1 (page 311).

Team discussions of



16 May 10. Corporate governance

Ch. 11 in Grant text

2nd or


Topic 9, Ch.11, Self-study questions 3, 4, 5.

Discussions questions 2, 4 and 7.

Team discussions of



23 May

11. Strategy Evaluation



Topic 10, Ch. 2. Self-study questions 1, 2, 3.

Discussions questions 3, 4.

Assessment item “Strategic Audit of

a company” (report) is due on Friday 27

May by 1 p.m






Thank you for studying Strategic Management!

[1] Grant, R., Butler, B., Hung, H. and Orr, S. 2014. Contemporary Strategic Management. An Australasian Perspective. Second edition. Wiley and sons.

[1] Hanson, D. Dowling, P. Hitt, M. A. Ireland, R. D. Hoskisson, R. E., 2014, Strategic Management: Competitiveness and Globalisation. Pacific Rim Fifth Edition. Cengage.

Begin Date

Topic

/Seminar Pre-readings Questions for preparation

and class discussion Assessment Due

30 May Revision

Kaplan, R. (2005) How

the Balanced Scorecard

Complements the McKinsey

7-S Model?

(e-reserve)

Slides will be posted on

black Board


Discussions questions 1, 2 and 3.

The Exercise Monitoring Strategy Implementation

Through Balanced Scorecard (e-reserve)


6 June Study Week

13 June Exams Week 1

20 June Exams Week 2





Documents

MGMT3010 Strategic Management Semester 1, 2016ctl.curtin.edu.au/teaching_learning_services/unit_outline_builder/pdf... · Unit Outline MGMT3010 Strategic Management Semester 1, 2016