Global environment, Competitive Advantage, Adding Value,Value Networks, Strategic Analysis, Strategic Choice, Strategic Implementation
|This Version is No Longer CurrentThe latest version of this module is available here
|Prerequisites for Module|
None in addition to SCQF10 entry requirements or equivalent.
Aims of Module
To provide students with the ability to analyse the drivers of competitive strategy and apply strategic management principles across a range of organisation types.
Learning Outcomes for Module
On completion of this module, students are expected to be able to:
||Analyse the global business environment and critically discuss the impact the environment has on contemporary strategic thinking|
||Critically evaluate the sources of competitive advantage available to firms within a particular industry |
||Analyse and critically evaluate the range of strategic options available to firms within a particular industry|
||Explain and evaluate the risks associated with implementation of strategic change|
Indicative Module Content
The global business environment and the strategic context; Sources of competitive advantage; Levels and types of business strategy; The terminology of strategy; Strategic analysis; Strategy selection; Implementation risks.
Indicative Student Workload
|Full Time||Blended Learning|
| || |
|On line activities||0||24|
| || |
|Private study||24||24||Mode of Delivery|
For Full Time students this module is a lecture based module, supplemented with appropriate seminars and case studies and exercises for reinforcement of key concepts.
For Part Time students this module is delivered as a Blended Learning module whereby topics are introduced via online presentations including audio/visual activities using a variety of software packages. The learning is then consolidated with monthly workshops.
||Learning Outcomes Assessed|
|Component 1 ||1,2,3,4|
The module will be assessed by a single element of coursework.
|1.||* JOHNSON, G., WHITTINGTON, R., SCHOLES, K., ANGWIN, D., REGNER, P., 2011. Exploring strategy. 10th ed. Harlow: FT/Prentice Hall.|
|2.||LYNCH, R., 2006. Corporate strategy. 4th ed. Harlow: Pearson Education.|
|3.||MINTZBERG, H., LAMPEL, J.B., QUINN, J.B. and GHOSHAL, S., 2013. The strategy process. 5th ed. Harlow: Pearson Education.|
|4.||CLEGG, S., CARTER, C., KORNBERGER, M., SCHWEITZER, J., 2011. Strategy: theory and practice. London: SAGE.|
<p>* Denotes key module text