Strategic Management

This course is designed to allow students to develop their skills of strategic analysis and their ability to think about the selection and implementation of appropriate strategies in different industry contexts and in different types and styles of organizations, including non-profit and public sector organizations. Students will learn what actions employees can pursue in order to attain superior performance for their organization relative to their competitors.

Part I discuss the issues, facets and factors that affect and influence organizations into their quest for developing and managing their strategies. This part encompasses considerations on the organizational environment, the capabilities, resources and assets, the purposes, vision and organizational mission and the culture.

Part II focuses on the choices that eventually organizations are bound to take. It illustrates the available strategies at the business level whereas one of the sections moves its attention to corporate level. To respond to the disciplinary needs, one section is introduced and reflects on the International aspects of Strategies and strategic development. There is one section portrays the increasing academic interest on Innovation and Entrepreneurship. Finally, the following section goes on to consider the methods and ways that companies pursue in order to materialize their strategies.

Part III draws on the well-known debate of deliberate vs. emergent approaches that has dominated the discipline for the last 30 years. The lesson in this part of the book analyzes and review issues related to strategy development, planning, organizational configuration and the fundamental business resources: people, information, finance and technology. Change and the management of change are also examined within part III leading to the identification of key roles and stakeholder in strategy practicalities.