RISEBA COURSE SPECIFICATION VV 00902 COURSE MODULE TITLE STRATEGIC

Course/ module title:

STRATEGIC MANAGEMENT

Programmes in which to be offered

Doctoral study program „Business Administration”

Credit value:

4 KP (6 ECTS) ECTS=credits x 1.5

Academic hours:

80

Contact hours

48

Independent studies

32

Language:

English, Latvian

Faculty member:

Dr. oec., prof. Tatjana Volkova, BA School of Business and Finance

Pre-requisites:

Management theory, Marketing, Microeconomics, Macroeconomics, Organizational Psychology

Aim of the course/module:

To extend the understanding on Strategic management discipline based on the latest research results, as well about the different levels of strategies and Strategic management theories. To provide understanding about strategic management theories development trends, as well about the role of strategic management in ensuring sustainable competitiveness.

Requirements for obtaining credits (assessment structure):

75 % attendance, active participation in the class, 2 individual assignments.

Date, time

Syllabus outline (themes, teaching and learning methods: seminars, practical assignments and other):

Contact hours

1. Introduction: study course content and learning outcomes. Key terminology. History of Strategic management discipline. and main Strategic management theories. Academic and Professional management organizations (EFMD, CEEMAN, EIASM, BMDA)Discussions.

6

2. Strategic management process and the problems in the fast changing business landscape. The methods for analysing external and internal environment. Distinctive competence. The external environment development trends and impact on business strategic management. Strategic leadership: Global development trends and its impact on business sustainability. Strategic foresight as a strategic management tool. Discussions.

12

3. The generic strategies on functional, business and corporate levels. Selection of strategies for ensuring competitive advantage. Discussions and practical assignment.

6

4. The basic strategies for international markets: global, transnational, international, multinational. Entry modes for international markets: exporting, franchising, joint venture, branch, licensing. Discussions, practical assignment.

6

5. Business models. Strategy implementation problems and solutions. Corporate governance and business ethics. Discussions, practical assignment.

10

6. Presentation and report

8

total

48 contact hours

Independent studies organization and tasks:

Academic hours

1. Essay on the latest research topics in Strategic management (last 3 years, based on the most citied articles topics reviewed in Scientific Journals) (5 – 7 pages summary); What are the hot SM topics in research? What are currents trends in SM research? What will be relevant SM research topics, from your point of view, in the near future from?

12

2. Critical review of a scientific article chosen by student on Strategic Management (5 - 8 pages). The special emphasis in critical review of research has to be given on research methods used by author. The article analysed has to be attached while submitting the review.

12

3. Practical assignment for discussions in the class on Industry classification and relevance in external environment and business portfolio analysis, business performance measurement and strategic decision making.

4

4. Practical assignment for discussions in the class

4

total

32

1ECTS =40 academic (contact hours + independent studies) hours

On successful completion of the course/module, student will be able to: (knowledge, skills and competences):

Learning outcomes:

Assessment criteria

(40-69%)

(70-89%)

(90-100%)

to demonstrate understanding of the latest theories in strategic management and its application in research design

Student demonstrates sufficient understanding of theories in Strategic Management

Student demonstrates good understanding the history of Strategic management thoughts and latest theories and authors representing them in Strategic Management. Student can explain the timeframes of existing theories.

Student demonstrates excellent understanding of history of Strategic Management and latest Strategic management theories and authors representing them. Student can explain the timeframes of existing theories and able to discuss freely about shortcomings and strengths of particular theories;

to select the appropriate research methods regarding the Strategic management studies.

Student demonstrates sufficient understanding of research methods in Strategic management studies;

Student demonstrates good understanding of research methods in Strategic management studies and criteria’s for choosing them

Student demonstrates excellent understanding of research methods and criteria’s for choosing them in Strategic Management studies

to communicate Strategic management related issues with peers based on the knowledge and skills acquired during the course from integrated (holistic) point of view

Student demonstrates sufficient communication skills related to Strategic management studies with peers based on previous and acquired knowledge during the class

Student demonstrates good communication skills related to Strategic management studies with peers based on previous and acquired knowledge during the class

Student demonstrates excellent communication skills related to Strategic management studies with peers based on previous and acquired knowledge during the class and Professional activities from cross disciplinary perspective.

No more than 5-6 learning outcomes

Evidence of obtained learning outcomes:

Learning outcomes

Assessment methods

Essay

x

Critical review of article

x

Presentation of practical assignments

x

x

x

Recommended literature

1. (2014) Guerras_Martin L.A. et.al The evolution of strategic management research: Recent trends and current directions; Business Quarterly Research.

2. (2012) Oliver Constantin Pricop Critical aspects in the strategic management theory. / Procedia - Social and Behavioral Sciences 58 98 – 107

3. (2009) S. French Critiquing the language of strategic management. Journal of Management Development. Volume: 28 Issue: 1.

4. (2015) White Ii et al. Trends in International Strategic Management Research from 2000 to 2013: text mining and Bibliometric analysis. Management International Review

5. (2015) Ellen F. Goldman, Andrea R. Scott, Joseph M. Follman, "Organizational practices to develop strategic thinking", Journal of Strategy and Management, Vol. 8 Issue: 2, pp.155-175 Rebecca Wayland," Strategic foresight in a changing world ", Foresight, Vol. 17 Iss 5 pp. 444 – 459

6. (2015) Oliver Constantin Pricop Critical aspects in the strategic management theory. / Procedia - Social and Behavioral Sciences 58 (2012 ) 98 – 107

7. (2012),Vecchiato, Strategic foresight and environmental uncertainty: a research agenda", Foresight, Vol. 14 Iss 5 pp. 387 – 400;

8. (2014) Robin Speculand, Bridging the strategy implementation skills gap. Strategic Direction Volume: 30 Issue: 1 2014

9. (2011) John McManus, (2011) "Revisiting ethics in strategic management", Corporate Governance: The international journal of business in society, Vol. 11 Issue: 2, pp.214-223,,

Additional literature and learning materials/resources:

1. (2014) José F. Molina-Azorín Microfoundation s of strategic management: Toward micro---macro research in the resource-based theory. BRQ Business Research Quarterly (2014) 17, 102---114

2. (2003) Alper Alsan, M. Atilla Oner, "An integrated view of foresight: integrated foresight management model", Foresight, Vol. 5 Issue: 2,pp.33-45

3. Rebecca Wayland , (2015)," Strategic foresight in a changing world ", Foresight, Vol. 17 Iss 5 pp. 444 - 459

4. (2011) Kachaner, N et al. Innovating low cost business models

5. (2015) Ellen F. Goldman, Andrea R. Scott, Joseph M. Follman, "Organizational practices to develop strategic thinking", Journal of Strategy and Management, Vol. 8 Issue: 2, pp.155-175

6. (2013) Mária Mišankováa, Katarína Kočišováa Strategic implementation as a part of strategic management. Contemporary Issues in Business, Management and Education.

7. (2014), Speculand , “Bridging the strategy implementation skills gap ", Strategic Direction, Vol. 30 Iss 1 pp. 29 – 30Accessible:

8. John McManus, (2011) "Revisiting ethics in strategic management", Corporate Governance: The international journal of business in society, Vol. 11 Issue: 2, pp.214-223,

Scientific articles available on Strategic Management in the following online data basis: EBSCO http://search.ebscohost.com; Emerald http://www.emeraldinsight.com/Insight/;

Springer http://www.springerlink.com.

Approved/Updated:

25.01.2018

Department director:

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Programme director:

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