Strategic Issues in Management (STRIM): Outline

PGCBM Programme
XIMB (Intranet)

Strategic Issues in Management

Updated: Dec 16, 2008

Bulletin Board

Course Outline

OBJECTIVES

1. To achieve an integration of the various topics of management learnt in different courses
2. To learn some basic concepts and tools of strategic management and develop the capacity to analyse management issues from a strategic angle
3. To appreciate the nature of senior management responsibilities and start developing the capability for taking up such responsibilities in the future

COURSE CONTENTS/SESSION PLAN

Session/Topic	Prescribed Readings	Remarks
1. Strategic Leadership	The wisdom of the mountain Management and strategy thinkers Michael Porter's big ideas What senior leaders do
2. Managing Uncertainty	Competing for the future Strategy under uncertainty Planning as learning
3. Competitive Advantage	What is strategy? What in the world is competitive advantage? Strategic thinking
4. Strategic Failure	How can great firms fail? Avoiding or delaying failure
5. Strategic Analysis	The environment How to find "structure" The Indian software industry British Airways	http://world.std.com/~rkarash/structure/
6. Strategic Capabilities	The resource-based view
7. Strategic Choice	Gramophone Company of India Ltd
8. Business Models	Business model	http://en.wikipedia.org/wiki/Business_model
9. New Logic of Value	From value chain to value constellation Do value constellations supersede value chains?
10. Acquisition/Alliance	Post-merger integration: How IBM and Lotus work together Changing the mind of the corporation

EVALUATION

Formal

Online Quiz 1 (25%)
Online Quiz 2 (25%)
End-Term Examination (50%)

Informal

One-to-one interactions (e-mail, video conference)
Interactions in the electronic forum
Various forms of self-assessment

READING LIST

1. Harvard Business Review. (1992). The wisdom of the mountain.
2. Koch, R. (2000). Management and strategy thinkers. [Excerpts]
3. Hammonds, K. H. (2001). Michael Porter's big ideas.
4. Applebaum, L., & Paese, M. (2003). What senior leaders do: The nine roles of strategic leadership.
5. Hamel, G., & Prahalad, C. K. (1994). Competing for the future.
6. Courtney, H., Kirkland, J., & Viguerie, P. (1997). Strategy under uncertainty.
7. Geus, A. P. de. (1988). Planning as learning.
8. Porter, M. E. (1996). What is strategy?
9. Rumelt, R. P. (2003). What in the world is competitive advantage?
10. Robert, M. (1999). Strategic thinking: The essence of competitive advantage.
11. Christensen, C. M. (1997). How can great firms fail? Insights from the hard disk drive industry.
12. Makridakis, S. G. (1990). Avoiding or delaying failure.
13. Johnson, G., & Scholes, K. (2002). The environment [chap. 3].
14. Karash, R. (1996). How to find "structure."
15. Arora, A., Arunachalam, V. S., Asundi, J., & Fernandes, R. (1999). The Indian software industry.
16. Moyer, K. (1996). British Airways.
17. Foss, N. (1997). The resource-based view: Original concepts.
18. Das, S. (1993). Gramophone Company of India Ltd.
19. Wikipedia. (2008). Business model.
20. Normann, R., & Ramírez, R. (1993). From value chain to value constellation: Designing interactive strategy.
21. Kippenberger, T. (1997). Do value constellations supersede value chains?
22. Rifkin, G. (1998). Post-merger integration: How IBM and Lotus work together.
23. Martin, R. (1993). Changing the mind of the corporation.

STRIM Front Page

Xavier Institute of Management
Xavier Square, Bhubaneswar 751013, India
http://www.ximb.ac.in/~dpdash/

dpdash[at]ximb.ac.in