Module Database Search
| MODULE DESCRIPTOR | |||
|---|---|---|---|
| Module Title | |||
| Business Strategy | |||
| Reference | CM4704 | Version | 4 |
| Created | January 2023 | SCQF Level | SCQF 10 |
| Approved | June 2017 | SCQF Points | 30 |
| Amended | June 2023 | ECTS Points | 15 |
| Aims of Module | |||
|---|---|---|---|
| To provide an introduction to the strategic management environment and provide a basis for comprehensive study of strategic management with particular emphasis on the ethical context of management decisions. To evaluate critically the ethics underpinning leadership and how these relate to the management of change, corporate social responsibility, and the support and development of staff. | |||
| Learning Outcomes for Module | |
|---|---|
| On completion of this module, students are expected to be able to: | |
| 1 | Explain the debates and issues in current strategic management discourse and how it applies to the overall business environment and specifically within an IT organisation. |
| 2 | Explain the relationship between strategic theory and practice in threat and opportunity identification, analysis and decision-making in complex and dynamic environments. |
| 3 | Categorise a range of approaches in analysing an IT organisation to inform strategic choice and decision-making. |
| 4 | Apply the outcomes of strategic analysis to prioritise the strategic options available to an organisation in the IT context. |
| 5 | Evaluate the practical aspects of leadership within an ethical framework regarding strategy development and strategic change. |
| Indicative Module Content |
|---|
| An overview of the strategic management process; leadership and values which inform ethical decision-making; strategic thinking, both rational and generative; approaches to strategy formation; intended strategy, planning, and ethical trade-offs; emergent strategy and incrementalism; strategic orientation, the competitive and resource-based perspectives; putting strategic intention into practice - objectives and performance measures; strategic enablers and inhibitors; growth direction and concepts of performance; digital business strategy. |
| Module Delivery |
|---|
| This module uses the following delivery modes: Guided study (lectures, tutorials, and other learning materials delivered through VLE + bibliography), mentored practical work undertaken in the workplace, project work in the workplace including a design brief, personal study, group reflective sessions via VLE and at RGU Key concepts are introduced and illustrated through lectures (physical and virtual). Theory is put into practice in the workplace guided by a mentor. The understanding of students is tested and further enhanced through virtual interactive labs and tutorials. |
| Indicative Student Workload | Full Time | Part Time |
|---|---|---|
| Contact Hours | 30 | N/A |
| Non-Contact Hours | 30 | N/A |
| Placement/Work-Based Learning Experience [Notional] Hours | 240 | N/A |
| TOTAL | 300 | N/A |
| Actual Placement hours for professional, statutory or regulatory body | 240 |
| 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 report. | ||||
| MODULE PERFORMANCE DESCRIPTOR | |
|---|---|
| Explanatory Text | |
| The calculation of the overall grade for this module is based on 100% weighting of C1. An overall minimum grade D is required to pass the module. | |
| Module Grade | Minimum Requirements to achieve Module Grade: |
| A | The student must achieve an A in C1. |
| B | The student must achieve a B in C1. |
| C | The student must achieve a C in C1. |
| D | The student must achieve a D in C1. |
| E | The student must achieve an E in C1. |
| F | The student must achieve an F in C1. |
| NS | Non-submission of work by published deadline or non-attendance for examination |
| Module Requirements | |
|---|---|
| Prerequisites for Module | Successful completion of Stage 3 or equivalent. |
| Corequisites for module | None. |
| Precluded Modules | None. |
| INDICATIVE BIBLIOGRAPHY | |
|---|---|
| 1 | JOHNSON, G., WHITTINGTON, R., SCHOLES, K., ANGWIN, D., REGNER, P. (2017). Exploring strategy: text and cases. 11th ed. Harlow: Pearson. |
| 2 | PAGANI, M., 2013. Digital business strategy and value creation: Framing the dynamic cycle of control points. Mis Quarterly, 37(2), pp.617-632. |
| 3 | ORTHHOUSE, P. G., 2013 (6th Ed) Leadership: theory and practice. London: Sage |
| 4 | MINTZBERG, H., LAMPEL, J., AND AHLSTRAND, B., (2009) Strategy Safari: The Complete Guide Through the Wilds of Strategic Management, 2nd edition, Harlow: Financial Times / Prentice Hall |
| 5 | GRANT, R.M., 2016. Contemporary strategy analysis: Text and cases edition. John Wiley & Sons. |
| 6 | BHARADWAJ, A., EL SAWY, O.A., PAVLOU, P.A. AND VENKATRAMAN, N.V., 2013. Digital business strategy: toward a next generation of insights. |
| 7 | WOERNER, S. AND WIXOM, B.H., 2015. Big data: extending the business strategy toolbox. |
| 8 | GROVER, V. AND KOHLI, R., 2013. Revealing your hand: caveats in implementing digital business strategy. Mis Quarterly, 37(2). |