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Corporate Strategy

Corporate Strategy






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    Corporate Strategy Corporate Strategy Document Transcript

    • NATIONAL UNIVERSITY OF SINGAPORE School of Business Department of Business Policy MBA 5013 Corporate Strategy Instructor : Assoc Prof Loizos Heracleous Office: BIZ 1, #04-16 e-mail: bizhlt@nus.edu.sg Session : Semester II, 2003/4 Synopsis Strategic management is an integrative capstone course that is concerned with the effective long-term direction of the organization. We will address several areas that are important for achieving this, including internal and external analysis, strategy at the business, corporate and global levels, strategy implementation, strategic leadership, corporate governance, and corporate entrepreneurship and innovation. The course will emphasize application of concepts to actual competitive situations and strategic issues. It will be carried out in an interactive fashion where you are encouraged to debate your point of view and support your positions through sound analysis and judgement. Course Objectives Examine the concept of strategy in both theoretical and applied terms. Understand the roots of success and failure in firms. Allow students the opportunity to apply holistically what they have learnt in the functional business disciplines to complex business problems. Develop conceptual and analytical skills necessary for leading and managing effectively. Textbooks Hitt, M. A., Ireland, R. D. and Hoskisson, R. E. 2003. Fifth Edition. Strategic Management: Competitiveness and Globalization. South-Western College Publishing. Concepts version (required). Singh, K., Pangarkar, N. and Heracleous, L. 2004. Business Strategy in Asia: A Casebook. Thomson Learning (required). Heracleous, L. 2003. Strategy and Organization: Realizing Strategic Management. Cambridge University Press (recommended). Assessment  Group case study analysis & presentation 20% The class will be divided into groups of 5 members each. Each group will analyse and present one of the cases during weeks 5 to 10 to the class (except week 8 which is a video case), as well as to hand in a typed group report up to 2,500 words long (excluding appendices and bibliography). This report should be handed in by 12:00 p.m. on the Monday of the week in which the case is discussed, at my office (BIZ 1, #04-16). A soft copy of both your report and presentation slides should also 1
    • be e-mailed to me before the deadline at bizhlt@nus.edu.sg. Please ensure that the cover of all your submissions includes your names, e-mail addresses and word count. The class presentation should be around 20 minutes in order to allow sufficient discussion time. The case analysis should be factually and conceptually accurate, and the recommendations should be realistic and implementable. Marks will also be awarded for creativity in presentation, analysis, and recommendations. All group members will receive the same grade on the group case unless it is brought to my attention that a certain member has not contributed adequately to the project. In this case each group member will be peer-evaluated on their contribution to the project using a prescribed form and I will then interview each group member individually to determine an appropriate marks allocation.  Group presentation and report on a current strategic issue 25% Your group should select a current strategic issue that an organisation is facing in Singapore, in the region or globally, and analyse it using the concepts and frameworks discussed in the course. It should be an original choice, bearing no substantial similarity to case studies discussed in this or other subjects. You should prepare a 20 minute presentation which will take place in weeks 11 and 12. Your presentation should include the following: 1. clear statement of what the issue is, and why it is of strategic importance, 2. an analysis of the issue using strategic management concepts and frameworks 3. recommendations on what the organisation concerned should do about it, and 4. an outline of what lessons we can learn from this analysis. You should hand in a 2,500-word report (excluding appendices and bibliography), by Monday 12:00 p.m. of the week of your presentation. A soft copy of both your report and presentation slides should also be e-mailed to me before the deadline at bizhlt@nus.edu.sg. Please ensure that the cover of all your submissions includes your names, e-mail addresses and word count. As with the case analysis, all group members will receive the same grade unless it is brought to my attention that there was uneven contribution, in which case the procedures described above will be used. The purpose of these projects is to allow you to work as a team to apply strategic management concepts to actual situations and to make reasoned recommendations.  Quiz 35% The Quiz will involve short answer questions, true or false questions and multiple choice questions based on the readings and lecture materials. These will aim to test your understanding of theoretical concepts and principles, and their applications. This will take place in week 13 during the lecture time slot. The venue will be announced nearer the time.  Class participation 20% You will be evaluated based on your contribution to case discussions during tutorials. The quality, as opposed to quantity, of your contributions will be the determining factor. Your comments should reflect an understanding of the issue under discussion and the concepts and frameworks that apply to it. You should also build on other students’ comments and avoid repetition. In order to score well in class participation you should come prepared by reading the relevant case studies and textbook chapters, and other recommended materials before coming to class. 2
    • Course Outline Session 1 Introduction to Strategic Management Required: Chapter 1, Strategic management and strategic competitiveness. Case study: Software exchange, case 26 in Business strategy in Asia. Additional: Porter, M. 1996. What is Strategy? Harvard Business Review. Christensen, C. 2001. The past and future of competitive advantage. Sloan Management Review. Heracleous, L. 2003. The strategic management field. Chapter 1 in L. Heracleous, Strategy and Organization, Cambridge University Press. Session 2 Industry and Environmental Analysis Required: Chapter 2, The external environment: Opportunities, threats, industry competition, and competitor analysis. Case study: Singapore Telecom, case 1 in Business strategy in Asia. Additional: Zahra, S. & Chaples, S. 1993. Blind spots in competitive analysis. Academy of Management Executive. Shoemaker, P. 1992. How to link strategic vision to core capabilities. Sloan Management Review. Session 3 Internal Analysis Required: Chapter 3, The internal environment: Resources, capabilities and core competencies Case study: The Singapore Airlines Group, case 4 and Singapore Airlines: Reacting to the crises, case 24 in Business strategy in Asia. Additional: Duncan et al., 1998. Competitive advantage and internal organizational assessment. Academy of Management Executive. Heracleous, L. 2003. Organization culture and strategic change processes. Chapter 6 in L. Heracleous, Strategy and Organization, Cambridge University Press. Session 4 Business-level Strategy Required: Chapter 4, Business-level strategy Chapter 5, Competitive dynamics Case study: Giordano, case 5 in Business strategy in Asia. Additional: Hill, C. 1988. Differentiation versus low cost or differentiation and low cost: A contingency framework. Academy of Management Review. Hax, A. & Wilde, D. 1999. The delta model: Adaptive management for a changing world. Sloan Management Review. Markides, C. 1999. A dynamic view of strategy. Sloan Management Review. Session 5 Corporate-level Strategy Required: Chapter 6, Corporate-level strategy Chapter 7, Acquisition and restructuring strategies Chapter 9, Cooperative strategy 3
    • Case study: NOL and APL (A) and (B), cases 15 and 21 in Business Strategy in Asia. Additional: Bower, J. 2001. Not all M&As are alike – and that matters. Harvard Business Review. Burgelman, R. and Doz, Y. 2001. The power of strategic integration. Sloan Management Review. Dyer, J., Kale, P. and Singh, H. 2001. How to make strategic alliances work. Sloan Management Review. Heracleous, L. 2001. The urge to merge in the pharmaceutical industry. European Management Journal. Session 6 International Strategy Required: Chapter 8, International strategy Case study: SingTel: Venturing to the region, Case 11 in Business Strategy in Asia. Additional: Thomas, H. et al. 1999. Global strategic analyses: Frameworks and approaches. Academy of Management Executive. Hitt, M. et al. 1998. Navigating in the new competitive landscape. Academy of Management Executive. Session 7 Corporate Governance Required: Chapter 10, Corporate governance Case study: The cleanup at Waste Management (to be distributed) Additional: Lawler, E., Finegold, D., Benson, G. and Conger, J. 2002. Corporate boards: Keys to effectiveness. Organizational Dynamics. Heracleous, L. 2003. Does corporate governance make a difference to organizational performance? Chapter 10 in Heracleous, L. Strategy and Organization, Cambridge University Press. Week 8 Video Case: The Hard Rock Café In this session we will apply several of the concepts we have discussed relating to internal analysis, industry analysis, business level strategy, functional strategies, corporate level strategy, and international strategy. The focus will be a video case of the Hard Rock Café. Session 9 Strategy Implementation Required: Chapter 11, Organizational structure and controls Case study: Nissan Motor Co. (to be distributed) Additional: Kaplan, R. and Norton, D. 2000. Having trouble with your strategy? Then map it. Harvard Business Review. Heracleous, L. 2003. The complexities of strategy implementation, (chapter 5) and Strategic change processes: An organization development approach, (chapter 8). In L. Heracleous, Strategy and Organization, Cambridge University Press. Session 10 Strategic Leadership and Innovation Required: Chapter 12, Strategic leadership Chapter 13, Corporate entrepreneurship and innovation Case study: Sony corporation: The vision of tomorrow. Case 8 in Business Strategy in Asia. Additional: Hamel, G. 1996. Strategy as revolution. Harvard Business Review. 4
    • Porter, M. 2001. Strategy and the internet. Harvard Business Review. Heracleous, L. 2003. Strategic thinking or strategic planning? (chapter 3) and Organizing for the future (chapter 12). In L. Heracleous, Strategy and Organization, Cambridge University Press. Session 11 Project presentations and discussion The presentations should last for 20 minutes, followed by 20 minutes question and answer session. These presentation sessions will give you the opportunity to apply the course concepts to current strategic issues that corporations are facing, to debate with other participants their nature, their significance as well as the strategic actions that should be taken. Everyone should be prepared to participate actively in the discussions following the presentations. Session 12 Project presentations and discussion Session 13 Quiz 5