Mm4311 Strategic Management - Law in Hong Kong

Hong Kong Polytechnic University

Department of Management and Marketing

MM4311 Strategic Management

Semester 1, 2015/2016

I. Instructor Information:

Dr. Zheng Weiting

Email: weiting.zheng@polyu.edu.hk

Telephone: 3400 3921 (Room M1013)

Consultation Time: BY APPOINTMENT ONLY

II. Aims and Objectives

This course focuses on what may be the most central question that managers and firms face in business: "What determines firm success?" More specifically we will focus on a key challenge that all firms must overcome, "achieving and sustaining superior performance in the face of competitive pressures". We will examine this issue by evaluating firms, competition, competitors, industries and environmental trends, so as to identify conditions under which firms can out-perform competitors and their own historical standards. Emphasis will be placed on identifying sources of competitive advantage and industry characteristics that allow or prevent these advantages to be exploited against competition. The general context of the module will be important or emerging industries in the region. You should aim to develop a personal approach for identifying and solving the key problems related to Strategic Management.

Upon completion of the subject, students will be able to:

1. demonstrate a global outlook and understand cultural diversity, globalization and their implications for business when dealing with strategic management issues of an organization;
2. identify and respond appropriately to ethical issues as they arise generally and in the business setting pertaining to managerial and organizational decision making and their impact to firm performance;
3. analyze business situations and problems by applying conceptual frameworks drawn from different disciplines when determining the sustained competitive advantage of an organization;
4. identify and analyze the means by which value is created in goods and services and delivery to users when making strategic recommendations based on rigorous and systematic research of an organization’s strategic positioning;
5. evaluate the processes and structures through which organizations plan, decide, motivate and control their activities and their impact on strategy implementation ;
6. through external analysis, identify and analyze those aspects of the domestic and global business environment that set the ‘parameters of choice’ within which business organizations set objectives and take actions.

III. Modes of Teaching and Learning

We will adopt a practical, problem-solving approach, and combine a range of theoretical perspectives to analyse competition among firms. The quality of the class will depend greatly on your full involvement and commitment to class participation. The course couples the introduction of relevant concepts and analytical tools for industry and competitive analysis with their application to real world case studies in a variety of industries and contexts. The classes will include a lecture component and a seminar component, which may take the form of case analysis, article discussion, debate, or role play related to the course. Each week, one (or two) group will be responsible for presenting their ideas and leading class discussion of that week. It is imperative that you are well prepared and think in advance about the topic and the case to be discussed. Participation within the classroom is a critical component of your learning process.

IV. Text book:

Strategic Management: Concepts and Cases: Competitiveness and Globalization 11th Edition

R. Duane Ireland | Robert E. Hoskisson | Michael A. Hitt

© 2015 | Published | 11th Edition |  896  Pages

V. Student Evaluation:

Conversion of Marks to Grades:

Specific Guidelines for Course Requirements

1) Group Project (25%):

We anticipate 8 groups of about 4-6 students per group. In the group project, you will analyze the strategy of a selected firm comprehensively and critically. Employing analytical tools (e.g. Porter’s Five Forces and 3Cs) you learned from Strategic Management, you need to conduct a careful evaluation of your firm’s current position and environment, resource profile, industry and competitors, and also develop recommendations for its future direction.

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