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MODULE DESCRIPTOR
Module Title
Strategic Management
Reference BSM218 Version 3
Created August 2021 SCQF Level SCQF 11
Approved November 2020 SCQF Points 15
Amended August 2021 ECTS Points 7.5

Aims of Module
To enable students to evaluate the various drivers of sustainable strategic development and apply these in a range of strategic decision making contexts. In particular, students will analyse the nature of strategic tensions and paradoxes which influence strategic development, orientation and style within the organisation.

Learning Outcomes for Module
On completion of this module, students are expected to be able to:
1 Analytically evaluate the impact of external factors on an organisation’s strategic direction, with particular emphasis on uncertain and evolving global business environments.
2 Critically assess the strategic positioning of firms within an industry to established the determinants of value creation.
3 Critically evaluate the multiple interactions of an organisation with its various strategic stakeholders.
4 Identify the key tensions of the strategic decision making process with view to navigating the organisation towards strategic action.
5 Critically reflect on the role of organisational culture and workplace identity in the strategic decision making process.

Indicative Module Content
The chronological development of strategic thought; an over-view of the strategic management process; exploring different organizational contexts, including the public sector and not-for-profit; analyzing and interpreting the external environment; analyzing and interpreting the operating and competitive environment; analyzing and interpreting the internal organizational environment; assessing strategic tensions related to: strategic leadership, ethics, corporate social responsibility; sustainable development, globalisation, collaboration; notions of performance management; the politics of strategic decision making.

Module Delivery
Weekly lectures introduce the core conceptual and theoretical discourse in the discipline, supported by live workshop activities to develop skills and application through case study analysis and strategic role play.

Indicative Student Workload Full Time Part Time
Contact Hours 48 48
Non-Contact Hours 102 102
Placement/Work-Based Learning Experience [Notional] Hours N/A N/A
TOTAL 150 150
Actual Placement hours for professional, statutory or regulatory body    

ASSESSMENT PLAN
If a major/minor model is used and box is ticked, % weightings below are indicative only.
Component 1
Type: Coursework Weighting: 100% Outcomes Assessed: 1, 2, 3, 4, 5
Description: Written Management Report

MODULE PERFORMANCE DESCRIPTOR
Explanatory Text
Component 1 comprises 100% of the module grade. To pass the module, a D grade is required.
Module Grade Minimum Requirements to achieve Module Grade:
A A
B B
C C
D D
E E
F F
NS Non-submission of work by published deadline or non-attendance for examination

Module Requirements
Prerequisites for Module MBA Core Modules or equivalent.
Corequisites for module None.
Precluded Modules None.

INDICATIVE BIBLIOGRAPHY
1 CLEGG, S., SCHWEITZER, J., WHITTLE, A., PITELIS, C., 2017. Strategy: theory and practice. 3rd ed. London: SAGE.
2 GRANT, R.M., 2013. Contemporary strategy analysis. 8th ed. West Sussex, UK: John Wiley & Sons.
3 JOHNSON, G., WHITTINGTON, R., SCHOLES, K., ANGWIN, D., REGNER, P., 2017. Exploring strategy. 11th ed. Harlow: FT/Prentice Hall.
4 LAMPEL, J.B., MINTZBERG, H., QUINN, J.B., GHOSHAL, S., 2014. The strategy process: concepts, contexts, cases. 5th ed. Harlow: Pearson Education.
5 LYNCH, R., 2018. Corporate strategy. 8th ed. Harlow: Pearson Education.

Robert Gordon University, Garthdee House, Aberdeen, AB10 7QB, Scotland, UK: a Scottish charity, registration No. SC013781