MODULE SPECIFICATION

  1. Title of the module

Corporate and Business Strategy (CB679)

  1. School or partner institution which will be responsible for management of the module

Kent Business School

  1. The level of the module (e.g. Level 4, Level 5, Level 6 or Level 7)

6

  1. The number of credits and the ECTS value which the module represents

15

  1. Which term(s) the module is to be taught in (or other teaching pattern)

Autumn

  1. Prerequisite and co-requisite modules

Prerequisite: CB676 Strategy Analysis and Tools

  1. The programmes of study to which the module contributes

BBA and associated programmes

BA Business and Management with a Year in Industry

BSc Marketing and associated programmes (for cohort entering programme September 2015)

BSc International Business and associated programmes (for cohort entering programme September 2016)

  1. The intended subject specific learning outcomes.
    On successfully completing the module students will be able to:

On successfully completing this module, students will be able to:

8.1 Understand the implications of different organisational and environmental contexts for the successful implementation of strategy

8.2 Use an extended range of tools and frameworks to conduct a full strategic analysis of a real-life organisation/business

8.3 Propose a future strategy for the organisation/business and provide an implementation plan

8.4 Appreciate the effects of complexity and uncertainty on strategy formation / implementation

8.5 Assess alternative theories and incorporate theoretical developments into strategic analysis, thereby linking theory and practice

8.6 Work with others effectively and efficiently to analyse and evaluate pertinent company, business and environmental data to produce a strategic report

  1. The intended generic learning outcomes.
    On successfully completing the module students will be able to:

On successfully completingthis module students will be able to:

9.1 Plan and work to a schedule and deliver output in a timely fashion

9.2 Select, organise and synthesise complex information from a variety of sources, including company data

9.3 Draw on concepts, theories and frameworks from a range of contexts to analyse situations, identify problems and formulate solutions

9.4 Communicate effectively within a group and organisational context and contribute to group and organisational decision-making

9.5 Demonstrate interpersonal skills for interacting in groups and small teams

9.6 Write coherently and effectively / persuasively

9.7 Communicate to different audiences using appropriate media and style

  1. A synopsis of the curriculum

This module will extend students’ knowledge and understanding of strategic management and strategic issues. It will introduce a range of contemporary issues associated with the formulation and implementation of corporate and business strategies with an emphasis on identifying and implementing strategic change within the organisation, building dynamic capabilities and developing coherent strategies. Issues might include strategies for a recession, global strategies, knowledge-based strategies, firms and industries, strategies where profit is of secondary (or no) importance. The module will also extend students’ theoretical knowledge by presenting contemporary debates and issues in strategic thinking. The module will use a project in which students identify and suggest possible strategic solutions to a strategic issue in a real organisation to develop students’ ability to link theory and practice in real-life situations.

  1. Reading List (Indicative list, current at time of publication. Reading lists will be published annually)

Bethell, E. & Milsom, C. (2014), Posters and Presentations, Basingstoke: Palgrave Macmillan

Grant, (2013), Contemporary Strategy Analysis, 8th edition, Oxford: Blackwell

Haberberg, A.Rieple, A.(2008), Strategic Management: Theory and Application, Oxford: Oxford University Press

Helfat, C., Finkelstein, S., Mitchell, W,Peteraf, M, Singh, H., Teece, D.Winter, S.(2007), Dynamic Capabilities, Oxford: Blackwell Publishing

G. Johnson, R. Whittington, K. Scholes, D. Angwin P. Regnér2013, Exploring Corporate Strategy, 10th edition, London: Pearson

Macintosh, R. & MacLean, D. (2015). Strategic Management Strategists at Work, London: Palgrave

McGee, J., Thomas, H. & Wilson, D.(2010), Strategy Analysis and Practice, 2nd Edition, Maidenhead: McGraw Hill Education

Thompson, J. & Martin,F.(2010), Strategic Management: Awareness and Change, 6th edition, Andover: South-Western Cengage Learning

Students are also expected to read the business press and to be familiar with a range of business and strategy journals e.g., Harvard Business Review, British Journal of Management, Strategic Management Journal, Long Range Planning

  1. Learning and Teaching methods

Contact hours comprise one lecture and one seminar per week, with the exception of reading week and, for seminars, the first week of term.

Lectures are formal presentations by staff and/or guest speakers designed to introduce and explain a topic and present the associated concepts, theory (theories) and debates. Opportunity for student questions is given.

Seminars (approximately 20 students each) are occasions that allow students to acquire competence in dealing with case studies and to review theories, debates and articles. In seminars students also prepare and discuss their module project and other tasks. Seminars are also an opportunity to discuss issues arising from lectures and presentations. An objective of the seminars is to provide interactive and peer-based methods of learning.

This module emphasises group process as well as theoretical and conceptual learning as part of the benefit to be gained from participation in this module. Students are divided within seminars into study groups (4-5 students). Teaching and learning are derived not only from input from the teaching staff but also from discussion between study group members as they carry out tasks and assignments. Study groups are largely responsible for organising and co-ordinating their seminar presentation work and wholly responsible for producing the group elements of the module project: a strategic poster based on an in-depth analysis of an organisation/business of their own choosing.

  1. Assessment methods.

This module is assessed by 100% coursework.

The coursework will comprise 3 elements: 1 individual take home exercise, 1 individual report setting out the individual contribution to the group poster and 1 group poster.

The individual take home exercise will be in essay style (max. 2000 words) and will be either a review of recent literature in an area of Strategy theory or a summary of a key contemporary debate in Strategy. Students will be given a choice of topics in advance of the due date which will fall after reading week. This exercise is designed to provide students with an opportunity to develop and demonstrate their individual comprehension of the implications of developments in theory/ frameworks / tools in preparation for their appropriate use in the subsequent group project.

The group poster is a strategic report in the form of a poster and will be based on a strategic analysis of an organisation/company of the group’s choice. The strategic analysis will entail making an assessment of the current strategic position of the organisation as a whole and identifying the strategic issues it faces. Focusing on a business within the organisation the group should propose a business strategy, show its link to corporate strategy, and suggest how it might be implemented. The results of the analysis will be presented in a poster. There will be opportunity for formative peer and seminar leader feedback on an electronic version prior to submission of the final poster for summative assessment.

In addition,each individual will write a short report(max. 1500 words), in which he/she sets out his/her contribution to poster. This will include both the contribution to the academic content of the poster AND the managerial and operational contribution to the production of the poster.

These related pieces of coursework allow students to demonstrate the application of strategic analysis and understanding of complex strategic issues to a real situation. It also encourages students to develop teamwork and communication skills across different media and audiences.

  1. Map of Module Learning Outcomes (sections 8 & 9) to Learning and Teaching Methods (section12) and methods of Assessment (section 13)

Module learning outcome / 8.1 / 8.2 / 8.3 / 8.4 / 8.5 / 8.6 / 9.1 / 9.2 / 9.3 / 9.4 / 9.5 / 9.6 / 9.7
Learning/ teaching method / Hours allocated
Lectures / 11 / x / x / x / x / x
Seminars / 10 / x / x / x / x / x / x / x / x / x / x / x / x / x
Independent Study (Solitary and group based) / 129 / x / x / x / x / x / x / x / x / x / x / x / x
Assessment method / 100% coursework
Individual take home exercise – 2000 words / 34% / x / x / x / x / x / x
Group poster / 33% / x / x / x / x / x / x / x / x / x / x / x / x / x
Individual element summarising contribution to report – 1500 words / 33% / x / x / x / x / x / x / x / x / x
  1. The School recognises and has embedded the expectations of current disability equality legislation, and supports students with a declared disability or special educational need in its teaching. Within this module we will make reasonable adjustments wherever necessary, including additional or substitute materials, teaching modes or assessment methods for students who have declared and discussed their learning support needs. Arrangements for students with declared disabilities will be made on an individual basis, in consultation with the University’sdisability/dyslexiastudent support service, and specialist support will be provided where needed.
  1. Campus(es) or Centre(s) where module will be delivered:

Canterbury and Medway

FACULTIES SUPPORT OFFICE USE ONLY

Revision record – all revisions must be recorded in the grid and full details of the change retained in the appropriate committee records.

Date approved / Major/minor revision / Start date of the delivery of revised version / Section revised / Impacts PLOs( Q6&7 cover sheet)
04/11/15 / Minor / September 2015 / 11 and 13 / No

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Module Specification Template (September 2015)