Strategic management involves the formulation and implementation of value-generating activities. In this subject, you will learn fundamental aspects of environmental, competitive and internal analysis that will help you understand key determinants of firm success. You will also develop a critical perspective on the significance and interrelated nature of the ‘process’, ‘context’ and ‘content’ of strategy, and the importance of ethical decision-making in determining action and planning implementation. Consideration of an organisation’s strategic outlook and capabilities will help you integrate knowledge from other disciplines and help you develop a comprehensive and holistic understanding of organisational success.
|Academic unit:||Bond Business School|
|Subject title:||Concepts of Strategy|
Delivery & attendance
|Attendance and learning activities:||Attendance at all class sessions is expected. Students are expected to notify the instructor of any absences with as much advance notice as possible.|
|Prescribed resources:|| |
|[email protected] & Email:||[email protected] is the online learning environment at Bond University and is used to provide access to subject materials, lecture recordings and detailed subject information regarding the subject curriculum, assessment and timing. Both iLearn and the Student Email facility are used to provide important subject notifications. Additionally, official correspondence from the University will be forwarded to students’ Bond email account and must be monitored by the student.|
To access these services, log on to the Student Portal from the Bond University website as www.bond.edu.au
|Restrictions: ?|| This subject is not available to|
Assurance of learning
Assurance of Learning means that universities take responsibility for creating, monitoring and updating curriculum, teaching and assessment so that students graduate with the knowledge, skills and attributes they need for employability and/or further study.
At Bond University, we carefully develop subject and program outcomes to ensure that student learning in each subject contributes to the whole student experience. Students are encouraged to carefully read and consider subject and program outcomes as combined elements.
Program Learning Outcomes (PLOs)
Program Learning Outcomes provide a broad and measurable set of standards that incorporate a range of knowledge and skills that will be achieved on completion of the program. If you are undertaking this subject as part of a degree program, you should refer to the relevant degree program outcomes and graduate attributes as they relate to this subject.
Subject Learning Outcomes (SLOs)
On successful completion of this subject the learner will be able to:
- Describe the determinants of strategic management.
- Analyse a firm’s external environment and internal capabilities.
- Develop innovative solutions to strategic problems.
- Formulate a professional, implementable and value-creating strategic plan.
- Apply ethical decision-making to the pursuit of sustainable competitive advantage.
- Deliver a clear, professional presentation appropriate for senior managers of an organisation.
|*Class Participation||Participation in class discussions and case studies||20%||Ongoing||1, 2, 3, 5.|
|*In-Class Quiz - Individual||Quiz on key elements of strategy formulation||20%||Week 5||1, 2, 3.|
|*In-Class Quiz - Individual||Quiz on key elements of strategy implementation||20%||Week 9||1, 2, 3.|
|Project Plan §||Development of Strategic Plan||30%||Week 12||1, 2, 3, 4, 5.|
|Project §||Presentation of Strategic Plan||10%||Week 12||1, 2, 3, 5, 6.|
- § Indicates group/teamwork-based assessment
- * Assessment timing is indicative of the week that the assessment is due or begins (where conducted over multiple weeks), and is based on the standard University academic calendar
- C = Students must reach a level of competency to successfully complete this assessment.
|High Distinction||85-100||Outstanding or exemplary performance in the following areas: interpretative ability; intellectual initiative in response to questions; mastery of the skills required by the subject, general levels of knowledge and analytic ability or clear thinking.|
|Distinction||75-84||Usually awarded to students whose performance goes well beyond the minimum requirements set for tasks required in assessment, and who perform well in most of the above areas.|
|Credit||65-74||Usually awarded to students whose performance is considered to go beyond the minimum requirements for work set for assessment. Assessable work is typically characterised by a strong performance in some of the capacities listed above.|
|Pass||50-64||Usually awarded to students whose performance meets the requirements set for work provided for assessment.|
|Fail||0-49||Usually awarded to students whose performance is not considered to meet the minimum requirements set for particular tasks. The fail grade may be a result of insufficient preparation, of inattention to assignment guidelines or lack of academic ability. A frequent cause of failure is lack of attention to subject or assignment guidelines.|
For the purposes of quality assurance, Bond University conducts an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
Students must check the [email protected] subject site for detailed assessment information and submission procedures.
Policy on late submission and extensions
A late penalty will be applied to all overdue assessment tasks unless an extension is granted by the subject coordinator. The standard penalty will be 10% of marks awarded to that assessment per day late with no assessment to be accepted seven days after the due date. Where a student is granted an extension, the penalty of 10% per day late starts from the new due date.
Policy on plagiarism
University’s Academic Integrity Policy defines plagiarism as the act of misrepresenting as one’s own original work: another’s ideas, interpretations, words, or creative works; and/or one’s own previous ideas, interpretations, words, or creative work without acknowledging that it was used previously (i.e., self-plagiarism). The University considers the act of plagiarising to be a breach of the Student Conduct Code and, therefore, subject to the Discipline Regulations which provide for a range of penalties including the reduction of marks or grades, fines and suspension from the University.
Feedback on assessment
Feedback on assessment will be provided to students within two weeks of the assessment submission due date, as per the Assessment Policy.
If you have a disability, illness, injury or health condition that impacts your capacity to complete studies, exams or assessment tasks, it is important you let us know your special requirements, early in the semester. Students will need to make an application for support and submit it with recent, comprehensive documentation at an appointment with a Disability Officer. Students with a disability are encouraged to contact the Disability Office at the earliest possible time, to meet staff and learn about the services available to meet your specific needs. Please note that late notification or failure to disclose your disability can be to your disadvantage as the University cannot guarantee support under such circumstances.
Additional subject information
A peer-evaluation system will be used in this subject to help determine the individual marks for all group assessments. As part of the requirements for Business School quality accreditation, the Bond Business School employs an evaluation process to measure and document student assessment as evidence of the extent to which program and subject learning outcomes are achieved. Some examples of student work will be retained for potential research and quality auditing purposes only. Any student work used will be treated confidentially and no student grades will be affected.
An introduction to the concept of strategic management, competition, and the development of value-creating strategies.
An overview of how to conduct analysis of the external environment, which is comprised of the macro environment (major societal forces) and the industry environment (the operating domain of the firm).
An overview of how to conduct analysis of the firm’s resources, capabilities and competencies, and how these aspects contribute to the development of competitive advantage.
An introduction to strategy formulation and overview of how organisations integrate and coordinate activities to generate advantage in specific markets.book ch. 4 - How to compete in a specific industry. Cost leadership, differentiation, and other business level strategies.
An introduction to competitive rivalry (the ongoing activity between competing firms) and competitive dynamics (the nature of competitive behaviour within a specific market).
An introduction and overview of the strategic role of diversification in multi-business management, and the significance of risk in determining strategic activity.
An introduction to the role and types of strategic alliances at both the business and corporate level.
An introduction to the role of ethics in strategic decision-making, and to the importance of sound corporate governance measures in the implementation of strategic plans.
A more detailed examination of the strategy-structure relationship, considering different models of structure and their implications for the implementation of strategy.
An introduction to the relationship between leadership and strategy, and the role and function of top-management-teams in determining and implementing strategic activity.
A more detailed examination of an entrepreneurial strategy and how innovation through the company contributes to growth and the strengthening of internal capabilities and competitive positioning.