To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets. The way in which organisations attempt to develop such competitive advantage constitutes the essence of their strategy. The module examines the main concepts, approaches and tools of strategic management in the contemporary business environment. The module identifies tools of strategic analysis, discusses strategic choice available to a firm, examines elements and complexities involved in strategy formulation and implementation. The module also introduces the principal concepts of strategy in the public sector.
The aims of this module are to provide the student with: the fundamentals of how a business firm can create and sustain a competitive advantage; and what strategic options are available in the public sector.
By the end of this module the student should be able to:
1. Assess strategic choices and formulate a strategy of a firm;
2. Critically identify and apply tools of strategic analysis of a firm that seeks growth and sustainable competitive advantage;
3. Evaluate concepts and theories of business strategy and competitive advantage and their implications for contemporary business practice;
4. Assess strategic choices facing the public sector organisations, investigate options for strategy formulation and implementation;
5. Critically assess the concept of public-private partnerships by evaluating their advantages and shortcomings.
1 Introduction to strategic management
What is strategy; strategic analysis; classical and emergent schools; strategic thinking; levels of strategy.
2 Strategy context. Competitive advantage of a firm
Defining the business environment. Industry analysis: turbulences and dynamics. Porter¿s five forces; new dynamics in the 21st century.
3 Business level strategy: Sources of competitive advantage
Competitive stance, business level strategy, corporate level strategy; generic strategies; hybrid strategy; value chains.
4 Beyond competition
The nature of competition; co-operation; co-opetition; strategic alliances and joint ventures; mergers and acquisitions.
5 Strategy in the public sector.
Public-private partnership as strategic tool of public sector management.
Teaching and Learning Work Loads
For session 2020/21 the expectation is that the teaching and learning hours stated in this descriptor will form a mix of synchronous and asynchronous student/staff activity, with the majority of this being online. The exact pattern of this activity is likely to vary from the standard face-to-face hours listed below but the overall student effort remains the same. Up-to-date information on the delivery of the module can be found on the relevant module MLS site and on your student timetable.
|Teaching and Learning Method||Hours|
SCQF Level - The Scottish Credit and Qualifications Framework provides an indication of the complexity of award qualifications and associated learning and operates on an ascending numeric scale from Levels 1-12 with SCQF Level 10 equating to a Scottish undergraduate Honours degree.
Credit Value – The total value of SCQF credits for the module. 20 credits are the equivalent of 10 ECTS credits. A full-time student should normally register for 60 SCQF credits per semester.
We make every effort to ensure that the information on our website is accurate but it is possible that some changes may occur prior to the academic year of entry. The modules listed in this catalogue are offered subject to availability during academic year 2020/21 , and may be subject to change for future years.