Close

This course will introduce the students to the field of strategy and familiarize students with the domain and boundary of strategic management, concepts, frameworks and approaches in the field.

2. Student Learning Outcomes
· Be able to understand the role of leaders in the strategy formulation,
· Be able to understand the process of articulation of an organization’s goals,
· Be able to plan the strategy of an organization by way of understanding the dynamics of both the internal as well as external environment of a firm,
· Be able to identify the competencies and resources at the disposal of the organization,
· Be able to appreciate the basic premise that goes through the above exercises and thus be able to help an organization be better prepared for strategy formulation and execution.
3. Reference Text Books and Courseware

Either one of the following two text books (B1 and B2) would be issued to each student. Students are requested to go through the additional reading list suggested in the course outline for better understanding of the subject. The articles suggested can be found through EBSCO.

Book 1 (B1): Strategic Management: A South Asian Perspective (9th Edition) by HITT, IRELAND, HOSKISSON, AND MANIKUTTY (Cengage Learning)

Book 2 (B2): Crafting and Executing Strategy: The Quest for Competitive Advantage by THOMPSON, PETERAF, GAMBLE, STRICKLAND, AND JAIN (McGraw Hill)

4. Tentative Session Plan

Session & Date	Instructor	Topics/ Key Learning	Reading/ Case list, etc.
		OVERVIEW
1	AT	INTRODUCTION TO STRATEGY The need of Strategy in an Organization and the role of Strategy Makers. Landscape of Strategic Management and Boundaries of Strategic Thinking.	B2: Chapter 1 Additional Reading: What Is Strategy by Michael E. Porter
2	AT	TYPOLOGIES OF STRATEGY DEVELOPMENT Deliberate Strategies and Emergent Strategies.	Compulsory Reading: Of Strategies, Deliberate and Emergent by Henry Mintzberg and James A. Waters
		INPUTS FOR STRATEGY FORMULATION
3	AT	STRATEGIC INTENT Elements of a Strategy Statement, Mission, Values, Vision, and Strategy Continuum.	B1: Chapter 1 B2: Chapter 2 Additional Reading: Can You Say What Your Strategy Is by David J. Collis and Michael G. Rukstad Optional Reading (s): Developing the Strategy - Vision, Value Gaps, and Analysis by Robert S. Kaplan and David P. Norton with Edward A. Barrows Jr
4	AT	MACRO ANALYSIS OF EXTERNAL CONTEXT Understand the forces that shape the Business Environment and tracking the evolution of India’s Business environment since independence.	B1: Chapter 2 B2: Chapter 3 Additional Reading: The Business Environment of India - A New Mandate for Reform
5	AT	MICRO ANALYSIS OF EXTERNAL CONTEXT Understanding how to influence competitive forces in favour of the organization.	B1: Chapter 4 & 5 Additional Reading: The Five Competitive Forces That Shape Strategy by Michael Porter
6	AT	ANALYSIS OF INTERNAL CONTEXT How organizations built their Strategic Plan and different frameworks used in Strategy Literature. The case discussion demonstrates how organizations align different blocks while framing Corporate Strategy.	B1: Chapter 3 Additional Reading: Develop the Strategy - The Starting Point for Strategy Execution by Robert S. Kaplan and David P. Norton Case Study: A diversified media and communication company
7	AT	FRAMEWORKS FOR STRATEGY FORMULATION Different frameworks for Strategy Analysis and Orientation. The case discussion provides opportunity to the students to use different frameworks learned in the course.	B2: Chapter 5 Case Study: Strategy for Toy manufacturing company
		DISTINCTIVENESS AND SUSTAINING ADVANTAGE
8	AT	DYNAMIC CAPABILITIES: CORE COMPETENCE, RESOURCE BASED VIEW, ETC	B1: Chapter 3 B2: Chapter 4 Additional Reading: Dynamic Capabilities and Strategic Management by David J. Teece; Gary Pisano; Amy Shuen Additional Reading: The Core Competence of the Corporation by C.K. Prahalad and Gary Hamel Additional Reading: A Resource-Based View of the Firm by Birger Wernerfelt
9	AT	DYNAMICS OF AN ORGANIZATION	B2: Chapter 10 and 11 Case Study: British American Tobacco
10	AT	BLUE OCEAN STRATEGY	Compulsory Reading: Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne* Case Study: Nintendo
11	AT	VALUE CHAIN	Case Study: A Footwear Company
12	AT	TRANSACTION COST ANALYSIS	Compulsory Reading: The Economics of Organization - The Transaction Cost Approach by Oliver E. Williamson
		STRATEGIC ACTIONS
13	AJK	STRATEGY & SOCIETY Importance of taking Society into consideration by Strategists. The case discussion exposes students to how a company manages to successfully survive in the world by selling a product harmful to health.	B2: Chapter 9 Additional Reading: Strategy and Society - The Link Between Competitive Advantage and Corporate Social Responsibility by Michael E. Porter and Mark R. Kramer Optional Reading (s): Socially Responsible Distribution - Strategies for Reaching the Bottom of the Pyramid by Sushil Vachani and N. Craig Smith
14	AT	DIVERSIFICATION	Additional Reading: New Kids on the Block - Multinationals from Transforming Economies by Carl F. Fey, Amar K.J.R. Nayak, and Changqi Wu Case Study: A V Birla Group
15	AT	HORIZONTAL INTEGRATION, VERTICAL INTEGRATION, AND OUTSOURCING	B1: Chapter 6 and 7 B2: Chapter 8
16	AT	CORPORATE GOVERNANCE, CULTURE, AND LEADERSHIP	B1: Chapter 10, 11, and 12 B2: Chapter 12 Case Study: Shree Mahila Griha Udyog
17	AT	STRATEGY EXECUTION Organizations in and from the emerging markets. The case discussion exposes students to behaviour of Emerging Market Multinationals in emerging economies and International Diversification.	Case Study: A Leading Electronics company Optional Reading (s): How Local Companies Keep Multinationals at Bay by Arindam K. Bhattacharya and David C. Michael
		EVALUATION OF STRATEGY AND ISSUES
18	AT	STRATEGY ARCHITECTURE	B1: Chapter 11 Compulsory Reading: Having Trouble with your Strategy - Then Map it by Robert S. Kaplan and David P. Norton
19	AT	STRATEGY EVALUATION	Case Study: Pharmaceutical Industry
20	AT	ISSUES IN STRATEGY Issues that strategists face. The case discussion exposes students how to an organization manages Strategic Dilemmas.	Compulsory Reading: Strategy as a Wicked Problem by John C. Camillus Optional Reading (s): Marketing Myopia by Theodore Levitt

5. Evaluation
· Project Report: 30%
· Quiz: 20%
· Class Participation: 20%
· End Term: 40%

Project Report (30)

Each student will select a firm and an industry and write a 20-25 page report that should give an idea of the complexity of that particular firm and the industry. The student should also demonstrate his/ her ability to apply theories and concepts to analyze the real life situations in organizations.

Surprise Quiz (20)

6 quizzes of 5 marks would be conducted and the scores of the best 4 would be taken.

Class Participation (20)

This will include class preparation and motivation as well as involvement of the student during class discussions.

End Term (30)

At the end of the course an end term examination will be conducted to assess the learning level of the students.
6. Academic Integrity
The academic integrity would be followed as per the norms laid down in the Student Handbook of the Xavier Institute of Management, Bhubaneswar.

Created By: Alora Kar on 12/09/2014 at 11:23 AM
Category: MBA-I T-3 Doctype: Document