ECMM 801021 STRATEGIC MANAGEMENT

Course Syllabus (Reguler)

About the Course
Course Description

1. This particular course in strategic management study is specifically

combined with the perspective of strategic or business model
innovation.
2. Mastery of the principles of Strategic Management is necessary for
executives acting as company leaders who run a company to do
better than its competitors.
3. This course explores various kinds of thinking frameworks and
techniques of analysis in the practice and process of strategic
making and implementation in order to determine the objectives
of the business, to identify the impacts of external environment, to
develop internal resources, to select competitive strategiesin the
market place.
4. Strategic Management is characterised as integrated, combining
the functions of management (marketing, finance, operations,
technology, human resources, etc.) to make a move in sustaininga
competitive advantage in the market, and to maintainthe balance
among the companys various interests.

Learning Objectives

1. To equip participants with the strategic thinking frameworks, along

with the principles and best practices that may increase the
managerial capabilities to run and develop the company.
2. To train participants contributing creatively in the work place, to
companys competitiveness, by identifying and mapping the
development of resources and capabilities, excellent competitive
position in the context of turbulent environment.

LEARNING METHODS

1. The classroom sessions adoptthe Participant-Centered Learning

(PCL).
a. Participants are expected to be actively involved while discussing
case analyses.
b. Participants have a good mastery of the theories from the
reading materials, in order to build capability in strategic
thinking and competitive exploration on company strategies,

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and reasoning on the practice of competitive move.

2. Quiz can be given at any time in the class without prior notice.
3. Individual assignment to write a summary of 1 (one) article (not
from the textbook)listed in each session, starting from Session 2.
The lecturer will discuss two reading materialsin each session.
4. Group assignment to prepare a written case analysis. Each
group,no more than 5 (five) students.

READING MATERIALS

TEXTBOOK
Gamble, J. E.; M. A. Peteraf & A. A. Thompson, Jr.(2015). Essentials of
Strategic Management: The Quest for Competitive Advantage.4th
Edition. New York: McGraw-Hill Irwin.

ARTICLES
1. Allen, C. R.; J. J. Fontaine; K. L. Pope & A. S. Garmestani (2011).
Adaptive Management for a Turbulent Future.Journal of
Environmental Management. 92. 1339-1345.
2. Beechler, S. & I. C. Woodward (2009).The Global War for Talent.
Journal of International Management. 15. 273-285.
3. Bryan, L.; R. Elder; B. OBrien & S. Rutherford (2010). A Dynamic
Strategy for Uncertain Times. McKinsey Quarterly. Spring. 56-63.
4. Dobbs, R.; K. Leslie & L. T. Mendonca (2005). Building the Healthy
Corporation. McKinsey Quarterly.3. 63-71.
5. Gehani, R. R. (2013).Innovative Strategic Leader Transforming
From a Low-Cost Strategy to Product Differentiation Strategy.
Journal of Technology Management & Innovation. 8(2). 144-155.
6. Gnyawali, D. R. & B.-J. Park (2011). Co-opetition between Giants:
Collaboration with Competitors for Technological Innovation.
Research Policy. 40. 650-663.
7. Holstein, W. J. (2014). Lenovo Goes Global.Strategy+Business.
76. 1-10.
8. Johnson, M. W.; C. M. Christensen & H. Kagermann (2008).
Reinventing Your Business Model. Harvard Business Review.
December. 51-59.
9. Kim, W. C. & R. Mauborgne (2044). Blue Ocean Leadership.
Harvard Business Review. May. 2-12.
10. Kruehler, M.; U. Pidun & H. Rubner (2012). How to Assess the
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Corporate Parenting Strategy? A Conceptual Answer. Journal of

Business Strategy.33(4). 4-17.
11. Matzler, K.; F. Bailom; S. F. von den Eichen & T. Kohler (2013).
Business Model Innovation: Coffee Triumphs for Nespresso.
Journal of Business Strategy. 34(2). 30-37.
12. McGrath, R. G. (2013). Transient Advantage.Harvard Business
Review. June. 2-10.
13. Navarro, P. (2009). Recession-Proofing Your Organization. MIT
Sloan Management Review. Spring. 45-51.
14. Schoemaker, P. J. H.; S. Krupp & S. Howland (2011). Strategic
Leadership: The Essential Skills.Harvard Business Review. JanuaryFebruary. 2-5.

PLAGIARISM

Plagiarism often results from careless note-taking from other sources

during writing process, with intentionally unwilling, or unintentionally
forget, to put references around participants original words.
Plagiarism is defined as:
Using someone
documentation;

elses

words

or

idea

without

proper

Copying some portion of your text from another source without

proper recognition;
Borrowing another persons specific ideas without documenting the
source;
Turning in a paper written by or copying from someone else, from
service business, or from a World Wide Web Site (reproductions
of such essays or papers).
Maintaining intellectual integrity:
In the learning and writing processes, it is important that
participants learn how to work with sources without plagiarizing,
either intentionally or accidentally. Intellectual endeavor
emphasises sharing knowledge and information for advancing
knowledge.
Intellectual endeavor emphasises sharing knowledge and
information for advancing knowledge and personal growth, and yet
the writing output is a result of his or her own effort.
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Participants need to develop autonomous thinking to reach their

opinion and conclusions. Participants are obligated to give explicit
references on their ownwritings on any quotations quote or
paraphrasingofothers point o views, whenever needed to help
clarify, sustain, support, or organise their own ideas.
When using other sources for a paper, participants must explicitly
document sources of ideas or words by listing the sources, both in
citing the sources in the main writing text and bibliography at the
end of the paper.
To cite a source is to make clear to the reader (1) who originated
the idea or quotation that you have used; and (2) where it can be
found. This then allows sharing to other readers to check your
evidence, to get better understanding, or for further research.
Sanction. A practice of plagiarism is considered a serious offense and
major infringement of academic values which is subject to academic
sanctions, on which the lecturer shall give the paper a grade at the
most 50, unless the Management of MM-FEUI prefers other sanction.

ASSESSMENT SYSTEM
NO.

FIRST HALF

NO.

SECOND HALF

1.

PARTICIPATION/DISCUS
SION/QUIZ

12.5
%

1.

PARTICIPATION/DISCUS
SION/QUIZ

12.5
%

2.

READING MATERIAL
SUMMARY

10%

2.

READING MATERIAL
SUMMARY

10%

3.

CASE ANALYSIS PAPER

10%

3.

CASE ANALYSIS PAPER

10%

4.

MID-SEMESTER EXAM

17.5
%

4.

FINAL-SEMESTER EXAM

17.5
%

TOTAL

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50%

TOTAL

50%

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REMARKS ON THE ABOVE TABLE:

No. 1. Attendance during the course and PCL-based participation
inclass discussion.
No. 2. Reading Material Summary (individual assignment)
To summarize 1 (one) article in the reading materials (maximum
of 3 pages) listed for each session, starting from Session 2.Direct
quotations are unacceptable. No chapter summary from the
textbook.
No. 3. Case Analysis Paper (group assignment, 4-5 participants per
group)
a. Each group prepares the cases for the First Half and the
Second Half.
b. The written paper of a case analysis with maximum 10 pages,
excluding appendices containing tables, graphs or diagrams.
c. The discussion of a case analysis is either group presentation
and ended by discussion led by the lecturer;or classroom
discussion led by the lecturer.
No. 4. Midand FinalSemester Exams
Covering only the journal articles on that period. Each lecturer
prepares the
exam.

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SCHEDULE, COURSE TOPICS &READING MATERIALS

FIRST HALF OF SEMESTER

SESSION
1.

2.

3.

DISCUSSION TOPICS

INTRODUCTION TO STRATEGIC MANAGEMENT

a. What is Strategy?

1. Gamble et al.(2015): Ch. 1

b. Temporary Competitive Advantage

2. McGrath(2013)

STRATEGIC MANAGEMENT PROCESS

a. Strategizing for Competitiveness

1. Gamble et al.(2015): Ch. 2

b. Dynamic Strategy

2. Bryan et al. (2010)

EXTERNAL ENVIRONMENT ANALYSIS

a. General & Industry Analysis

1. Gamble et al.(2015): Ch. 3

b. Adaptive Management

2. Allen et al. (2011)

CASE ANALYSIS: COACH INC.

4.

READING MATERIALS

GAMBLE ET AL. (2015): CASE #4

INTERNAL ENVIRONMENT ANALYSIS

a. Sources of Competitive Advantage

1. Gamble et al.(2015): Ch. 4

b. Resource & Capability

2. Holstein (2014)

CASE ANALYSIS: HERMAN MILLER INC.

5.

GAMBLE ET AL. (2015): CASE #11

BUSINESS STRATEGY
a. Generic Strategies

1. Gamble et al.(2015): Ch. 5

b. Transforming Business Strategy

2. Gehani (2013)

CASE ANALYSIS: GOOGLE

GAMBLE ET AL. (2015): CASE #6

6.

BUSINESS MODEL
a. Business Model Concept

1. Johnson et al. (2008)

b. Business Model Innovation

2. Matzler et al. (2013)

7.

REVIEW
a. Quiz
b. 1st Half Materials Review

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SECOND HALF OF SEMESTER

SESSION

DISCUSSION TOPICS

8.

STRATEGIC LEADERSHIP
a. The Roles of Strategic Leader

1. Schoemaker et al. (2013)

b. Blue Ocean Leadership

2. Kim & Mauborgne (2014)

9.

GROWTH STRATEGY
a. Strategic Moves

1. Gamble et al.(2015): Ch. 6

b. Co-opetitionStrategy

2. Gnyawali & Park (2011)

CASE ANALYSIS: NUCOR CORPORATION

GAMBLE ET AL. (2015): CASE #7

10.

GLOBAL STRATEGY
a. Competing in Foreign Markets

1. Gamble et al.(2015): Ch. 7

b. Global Talent

2. Beechler & Woodward (2009)

CASE ANALYSIS: TATA MOTORS

GAMBLE ET AL. (2015): CASE #8

11.

12.

READING MATERIALS

CORPORATE STRATEGY
a. Business Diversification

1. Gamble et al.(2015): Ch. 8

b. Parenting Advantage

2. Kruehler et al. (2012)

CASE ANALYSIS: WALT DISNEY COMPANY

GAMBLE ET AL. (2015): CASE #9

SUSTAINABLE STRATEGIC MANAGEMENT

a. Business Ethics & Governance

1. Gamble et al.(2015): Ch. 9

b. Healthy Corporation

2. Dobbs et al. (2005)

13.

STRATEGIC STRUCTURE
a. Structure, Culture & Control

1. Gamble et al.(2015): Ch. 10

b. Organizational Restructuring

2. Navarro (2009)

14.

REVIEW
a. Quiz
b. 2nd Half Materials Review

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