Subject Title / Current Issues in Corporate Strategy
Credit Value / 3
Level / 5
Normal Duration / 1-semester
Pre-requisite/ Co-requisite/
Exclusion / Managing Organisations and People (MM511) or
Organisational Behaviour and Development (MM513) or (MM5131)
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Management Workshop II (MM5907) and
Field Study for Global Business (MM5911)
Role and Purposes / The primary purpose of this subject is to provide participants with an opportunity to apply what they have learnt on the programme in the analysis of real-life business issues. The subject contributes to the achievement of the program outcomes by enabling students to apply concepts and knowledge from Strategic Management, Human Resource Management and Organization Behavior; demonstrate the understanding of current practices in linking people management and company strategies, analyze management issues (including ethical issues) on real-life company case and communicate effectively. It also requires students to work effectively with one another and collaborate in teams on a target company project and to respond to the needs for change management.
Subject Learning Outcomes / Upon completion of the subject, students will be able to:
a. appreciate the integrative nature of strategic management issues;
b. gain the knowledge of environmental changes and strategic issues at corporate level;
c. integrate the various functional and general management subjects studied on the MSc program;
d. analyze real management issues/problems and to apply the knowledge acquired throughout the program;
e. acquire skills such as critical thinking, problem solving, leadership, teamwork and communication.
Subject Synopsis/ Indicative Syllabus / · Strategic Management and scope of contemporary strategic issues
· Vertical integration: its pros and cons; approaches; disintegration
· Company retrenchment: downsizing, reengineering, restructuring and reorganization
· Strategic issues in diversification, merger and acquisition, joint venture and strategic alliances
· Contemporary issues in globalization; localization vs standardization strategies in MNC
· Current issues in managing innovation and technology strategies
Teaching/Learning Methodology / The subject is designed as workshop to provide students with an opportunity to experience self-paced learning process by integrating theories and practices on various issues related to corporate strategies. The general approach is problem-based, student-centred and interactive-orientation among students, lecturers and practitioners. Facilitated by the subject lecturers, students will be presented with a set of strategic issues/problems[1] at the beginning. They will then form small teams, working together to search for information and references, define more specific problems and develop possible solutions/alternatives. The subject lecturers will arrange company/ies visit at the later stage so that students can undertake the fieldwork observation, discuss with senior managers and collect relevant materials from the company/ies (2 to 4 days). A final report would be prepared and submitted by each group after the study, providing feedback to the company concerned and serving as the assessment purpose. In the whole learning process, the lecturers will play the roles of facilitators, coaches and monitors of students learning.
Assessment Methods in Alignment with Intended Learning Outcomes / Specific assessment methods/tasks / % weighting / Intended subject learning outcomes to be assessed (Please tick as appropriate)
a. / b. / c. / d. / e.
Continuous Assessment* / 100%
1. Group report and presentation on company visit / 60% / ü / ü / ü / ü / ü
2. Individual paper / 40% / ü / ü
Total / 100 %
*Weighting of assessment methods/tasks in continuous assessment may be different, subject to each subject lecturer.
To pass this subject, students are required to obtain Grade D or above in the Continuous Assessment components.
Explanation of the appropriateness of the assessment methods in assessing the intended learning outcomes:
Group report is used to assess the students’ skills in integrating strategic management concepts, functions and knowledge in analyzing the company’s strategic development. Through the group project, students also learn the team work, communication and critical thinking as well as problem solving ability. Individual paper is designed to give students flexibility in dealing with corporate issues that they are interested in.
Student Study Effort Expected
/ Class contact:
§ Lectures / 42 Hrs.
Other student study effort:
§ Preparation for lectures / 42 Hrs.
§ Preparation for assignment / group project and presentation / 84 Hrs.
Total student study effort / 168 Hrs.
Reading List and References / Textbook
Barney J.B. & Hesterly W.S. (2009). Strategic Management and Competitive Advantage – Concepts and Cases. Pearson Education Inc. New Jersey.
References
Harrigan K. (1983). Strategies for Vertical Integration. Lexington, MA: DC Heath & Company.
Gomes-Casseres B., J. Bamford M. Robinson (2003). Mastering Alliance Strategy: A Comprehensive Guide to Design, Management and Organization. San Francisco: Jossey-Bass.
Gaughan, Patrick A. (1994). Readings in Mergers and Acquisitions. Blackwell.
Pitts, R.A. & Lei, D. (2000). Strategic Management: Building and Sustaining Competitive Advantage. South-Western College Publishing.
Collins, J.C. Porras, J.I. (1997). Built to Last. Harper Collins Publishers.
Hamel, G. & Prahalad, C.K. (1994). Competing for the Future. HBS Press.
Zook, C. (2004). Beyond the Core. HBS Press.
Collins, J. C. (2001). Good to Great. Random House.
Selected Articles from the following Journals
Academy of Management Journal
Personnel Review
Human Resource Management Journal
Journal of Management
Journal of Business Strategy
Journal of Technology Management
Journal of International Business Studies
Entrepreneurship Theory and Practice
Journal of Business Venturing
Journal of Enterprising Culture
Journal of Small Business Management
International Small Business Journal
Strategic Management Journal
Long Range Planning
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[1] For example, students might be asked to study the strategic issues of joint venture, merger & acquisition, or outsourcing that they learned before in the previous subject of strategic management and/or other related subjects.