course syllabus strategic management · we are using the following text: michael a. hitt, r. duane...

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Course Syllabus

Strategic Management

Course Details

Course Title Strategic Management

Course Code

Credit Hours 3

Semester & Year Spring Semester, 2017- 2018

Pre-requisites None (when applicable)

Contact Hours

Class Type Days Time Classroom

Lecture M 5:20 pm to 8:00 pm IBS323

Instructor details

Instructor: Hou Shengtian

Room No office available

Office Hours Monday- 4:00 pm to 5:10 pm

Email [email protected]

Telephone 13801051260

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Course Introduction

Strategic Management is a course in your undergraduate business education. The goal of the course is to

learn the fundamentals of how to manage organizations strategically. Strategic management of organizations

is a complex undertaking which starts with the central question: why are some firms more profitable than

others? The course will require you to examine this question by integrating knowledge from prior business

courses (e.g., marketing, accounting, finance, human resources, and economics), while simultaneously

learning and applying new strategic management concepts, principles, frameworks and methodologies.

New material will cover the various components of strategy formulation, implementation and evaluation.

Formulation components include conducting an external and internal analysis, applying SWOT and

differentiating among the three levels of strategy (functional, business, and corporate). Implementation

components include governance, ethics, organizational structure, control systems and culture. Evaluation

involves monitoring the execution of strategy to determine the extent strategic goals are being achieved and

the degree competitive advantage is being created and sustained.

Class attendance is mandatory because the case and theory discussions are central to learning. The course

material is cumulative; each part of the course builds on prior lectures.

Course Objectives

1. To develop your capacity to think strategically about a company, its business position, and how it can

gain sustainable competitive advantage.

2. To build your skills in conducting strategic analysis in a variety of industries and competitive situations.

3. To give you hands-on experience in crafting business strategy, reasoning carefully about

strategic options, and initiating the changes necessary to keep the strategy responsive to

newly emerging market conditions.

4. To integrate the knowledge gained in other courses in your management program.

5. Develop and demonstrate appropriate skills and dispositions in working as part of a problem-solving

team in simulations and cases involving strategic challenges for business managers.

6. Demonstrate an awareness and understanding of ethical principles, personal and company values, and

how they are reflected in a socially responsible behavior in the business world.

7. Display professionally acceptable levels of verbal and written communication skills through

report writing and oral presentations required as part of course assignments

Contribution to Mission & program learning goals

CONTRIBUTION TO MISSION

Contribution to

Mission ■ Global vision ■ Social responsibility ■ Cross-cultural competence

Multi-region studies Professional Knowledge and Competency

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Teaching Methodology Based on the previously described course objectives, each session aims at acquiring a broad range of

theoretical as well as hands-on knowledge and practicing different skills. Therefore, the structure of each

meeting is different. I emphasize group learning, communication skills and self-study . It is of extreme

importance that you read the obligatory literature before you attend the session. Since the course’s success is

largely depending on your commitment and input, I expect an active and positive learning attitude.

The course consists of lectures, online and offline videos, exercises, case discussions, and a Team Project.

The case method will be used extensively to combine theory and application. To effectively learn from the

case method, the course will require considerable amount of preparation, analysis and class participation.

The course content has relevance to students pursuing a variety of different career goals in virtually any type

of organization (public or private, large or small, etc.).

Course Materials and Readings

We are using the following Text:

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

The Management of Strategy - Concepts and Cases （12 th

Edition）

中国人民大学出版社，2017.

Recommended Journals and other Publications

Harvard Business Review

MIT Sloan Management Review

The Financial Times

Frontiers of Business Research in China 《中国工商管理研究前沿》

China Daily

……

Assessment Method Your grade will be determined by your performance on individual and teamwork participation. The final

grade will be determined as exhibited in Table 1.

Table 1. Assignments and percentage

Team work 40%

Team project 30%

Team activity （Intro video） 10%

Individual work 40%

Open-Book/Take-home 20%

TED Talk （TED-strategy） 20%

Attendance and Participation 20%

Total 100%

This class also follows the rules and expectations regarding letter grades provided by Beijing Foreign

Studies University (BFSU) and it also follows the grading curve policies. See table 2.

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Table 2. Number and letter grade correspondence

Points Grades Grade points

90-100 A 4.0

85-89 B+ 3.7

82-84 B 3.3

78-81 B- 3.0

75-77 C+ 2.7

72-74 C 2.3

68-71 C- 2.0

64-67 D+ 1.5

60-63 D 1.0

0-59 F 0

1. Team Project

Each team will be responsible for the research and preparation of a written and presented strategic analysis

report, in accordance with guidelines to be given out in class by the professor. The Team Project requires

each team to formulate a business plan for a conceived START-UP. It is actually a short series of two

assignments that build to an analysis of a conceived start-up organization. The project includes forming into

teams, conceiving a start-up, applying strategic management tools to analyze the business environment for

the conceived firm and formulate business strategies. Teams will prepare a strategic plan for the start-up

and present their plan to the class.

This team project study process will take time and the team should be very organized in dividing up the

various responsibilities. It is the responsibility of the team as a whole to be sure that a consistent product is

turned in and presented. Every member of the team must participate in the presentation.

Teams will be evaluated on their project performance, mainly written strategic analysis report, presentation

and how well they defend their report. Also, teams will evaluate members’ contribution within teams.

Presentations will be planned for no more than 20 minutes each. The Instructor retains the right to cut off

presentations at 20 minutes and adjust presentation time.

Guidelines for Team Project:

Students will form Learning Teams consisting of 3 students to work on this project.

To conceive a start-up with a profile (name, product/service portfolio, vision, mission statement,

business model,…). The start-up can be a business, an NGO, a clinic, or whatever you dream to

establish.

You will be asked to present your start-up profile in the class from the 3rd session. And the final

team presentation will be on the last two meetings (15-16).

Everyone must have a team. Send the CA an e-mail with your team members, start-up name, and

contact information.

Each team will have 20 minutes to present, with 5 minutes of that time devoted to Q&A. Five teams

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will be assigned to present each session, and team members are expected to attend their entire

assigned hour to listen and participate in the other four presentations. Every team member has to

make the actual presentation.

Learning Teams should turn in their final WORD-FORMAT plan and a copy of their PPT

overheads at the beginning of the hour in which they present.

Your final WORD-FORMAT PLAN must not exceed ten single-spaced, 12-point font, 1-inch

margin pages. Exhibits can be added and are not included in the page total. Your presentation

should be a top-line summary of the key points from your strategic PLAN.

The Team Report Format The written and presentation plan format includes 9 elements:

(1) Executive Summary

(2) Start-up Profile

a) name, product/service, vision, mission, business model,…

b) The start-up can be a business, an NGO, a clinic, …

(3) External analysis:

a) General environment analysis,;

b) Industry analysis;

(4) Internal analysis;

(5) Competition analysis,

(6) SWOT Analysis

(7) Corporate Level Strategy and Justification

a) Strategic alternatives;

b) Alternative evaluation;

c) Alternative choice

(8) Business Level Strategy and Justification

a) Strategic alternatives;

b) Alternative evaluation;

c) Alternative choice

(9) Action Plan

a) Strategic alternative implementation plan ;

b) Action items and Action plan

Rubric for Team Project Written Report

Assessment Criteria Written Report (100%)

1. Executive Summary 10%

2. Company Profile and Business Model 10%

3. External Analysis 10%

4. Internal Analysis 10%

5. Competition Analysis 10%

6. SWOT Analysis 10%

7. Corporate-Level Strategy 10%

8. Business-Level Strategy 10%

9. Action Plan (Implementation and Control) 10%

10.Effectiveness of Writing 10%

Total Score: 100%

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2. Team Activity （Intro video） Each team need to prepare a video (less than 10 minutes) to introduce their project and team. No unified

format is needed and creativeness is encouraged for the video.

3. Open-Book/Take-home

We will have one exam during the course. The exam will be done in class and in the middle of the period.

Because of the nature of the topics, the exams can have short/open-ended questions, short essay types, mind-

maps and multiple choice.

4. TED Talk (TED-strategy )

Each of the participates will be required to share his/her idea in class （5 minutes）in a TED format. PPT is

not compulsory for the TED talk.

5. Attendance and Participation Active participation is very important for this course. Class discussion will revolve around the assigned

readings, quizzes, individual presentations, class exercises and short assignments. In addition, we will

discuss 2-4 cases throughout the semester. It is essential, therefore, that you read these assignments and do

the assessments prior to class.

Preparation for a case discussion should begin with: 1) A rapid reading of the assigned case and other

materials. 2) Then, it is mandatory to review the discussion questions provided for clues as to what issues

require special attention. 3) The last step is normally to re-read the case carefully, taking notes that sort

information, facts, and observations under a number of relevant headings. Push yourself to reach definitive

conclusions before you come to class.

Because there is a lot of team work, we will do a peer evaluation and this evaluation can affect your

individual grade in your participation.

Team Member Evaluation Criteria

Each student will fill out a performance evaluation on each of his or her teammates. Evaluations must be

completed and send to [email protected] one week before the last lecture meeting and there is a penalty for

not completing a team performance evaluation for each of your teammates.

Team members will evaluate each other according to the following criteria:

Making and keeping agreements 25%

Encouraging and supporting team members 25%

Quantity and quality of contribution 25%

Managing conflict effectively 25%

TOTAL 100%

The participation points cannot be made up if you did not attend class other than if you are absent because of

a documented University event for which you have previously notified me or a documented serious illness.

mailto:[email protected]

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Through the class period, there will be different activities based on team work. If the student does not come

to class, the student won’t have access to the points provided by each activity. These points will count for

your attendance in class. Moreover, following University policies, it is expected that students attend to all

sessions. Documented excuses need to follow the respective policies developed in IBS. I won’t accept

excuses presented to me more than one week after the missing session.

Note: Attendance for me means active participation in class as well. So if you are coming to class to do

activities for other classes your attendance grade can be lower even when you are in class.

Course Outline and Assignment Week Date Content Assignments

1 03/05 Course Introduction Read Chap. 1

2 03/12 Chapter1 Strategic Management and Strategic Competitiveness Read Chap. 2

3 03/19 Chapter2 The External Environment: Opportunities, Threats,

Industry Competition, and Competitor Analysis Read Chap. 3

4 03/26 Chapter3 The Internal Environment Resources, Capabilities,

Core Competencies, and Competitive Advantage

Read Chap. 4

5 04/02 Chapter4 Business-Level Strategy Read Chap. 5

6 04/09 Chapter5 Competitive Raralry and Dynamics /Case Kindle Fire (p.

371)

Read Chap. 6

7 04/16 Chapter6 Corporate-Level Strategy/ Case 6 Southwest Airlines Read Chap. 7

8 04/23 Chapter7 Strategic Acquisition and Restructuring Read Chap. 8-9

9 04/30 Chapter8 Global Strategy /Case 5 Siemens (p. 433)

Chapter9 Cooperative Implications for Strategy

Read Chap.10

10 05/07 Chapter10 Corporate Governance and Ethics Read Chap. 11

11 05/14 No classes – Immersion week

12 05/21 Chapter11 Structure and Controls with Organizations Read Chap. 12

13 05/28 Chapter12 Leadership Implications for Strategy Read Chap. 13

14 06/04 Chapter13 Entrepreneurial Implications for Strategy Team pre preparation

15 06/11 TEAM PRESENTATION (1) Team pre preparation

16 06/18 TEAM PRESENTATION (2) Teamates Evaluation

17 Exam Week

18 Exam Week

Session Details

Session 1, March 1

The first session will mainly complete two tasks: course and assignments introduction and learning team

formation. In the first hour, we will do some team activities so that you know better among yourselves

before learning teams are formed. In the second part, we introduce the course and assignments, grading

policy, and etc. We discuss the general guidelines for the team project and specific requirements for

individual assignments. We will also start the period discussing chapter 1, we will cover general key

concepts and discuss the exercises to be done in teams.

Session 2, March 12

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For this session, we will start with the discussion of the homework by teams. In the second part we will

discuss Chapter 1 and will cover the following questions.

1. Define strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic

management process.

2. Describe the competitive landscape and explain how globalization and technological changes shape it.

3. Use the industrial organization (I/O) model to explain how firms can earn above-average returns.

4. Use the resource-based model to explain how firms can earn above average-returns.

5. Describe vision and mission and discuss their value.

6. Define stakeholders and describe their ability to influence organizations.

7. Describe the work of strategic leaders.

8. Explain the strategic management process.

Session 3, March 19

For this session, we will start with the discussion of the homework by teams. In the second part we will


1. Explain the importance of analyzing and understanding the firm’s external environment.

2. Define and describe the general environment and the industry environment.

3. Discuss the four parts of the external environmental analysis process.

4. Name and describe the general environment’s seven segments.

5. Identify the five competitive forces and explain how they determine an industry’s profit potential.

6. Define strategic groups and describe their influence on firms.

7. Describe what firms need to know about their competitors and different methods (including ethical standards)

used to collect intelligence about them.

In this session, teams will give me the name of the company or the business idea for the team to

develop its strategy plan.

Session 4, March 26 For this session, we will start with the discussion of the homework by teams. In the second part we will


1. Explain why firms need to study and understand their internal organization.

2. Define value and discuss its importance.

3. Describe the differences between tangible and intangible resources.

4. Define capabilities and discuss their development.

5. Describe four criteria used to determine whether resources and capabilities are core competencies.

6. Explain how firms analyze their value chain for the purpose of determining where they are able to

create value when using their resources, capabilities, and core competencies.

7. Define outsourcing and discuss reasons for its use.

8. Discuss the importance of identifying internal strengths and weaknesses.

9. Discuss the importance of avoiding core rigidities.

Session 5, April 2 For this session, we will start with the discussion of the homework by teams. In the second part we will


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1. Define business-level strategy.

2. Discuss the relationship between customers and business-level strategies in terms of who, what, and how.

3. Explain the differences among business-level strategies.

4. Use the five forces of competition model to explain how above-average returns can be earned through

each business-level strategy.

5. Describe the risks of using each of the business-level strategies.



1. Define competitors, competitive rivalry, competitive behavior, and competitive dynamics.

2. Describe market commonality and resource similarity as the building blocks of a competitor analysis.

3. Explain awareness, motivation, and ability as drivers of competitive behaviors.

4. Discuss factors affecting the likelihood a competitor will take competitive actions.

5. Describe factors affecting the likelihood a competitor will respond to actions taken by its competitors.

6. Explain competitive dynamics in slow-cycle, in fast-cycle, and in standard-cycle markets.



1. Define corporate-level strategy and discuss its purpose.

2. Describe different levels of diversification achieved using different corporate-level strategies.

3. Explain three primary reasons firms diversify.

4. Describe how firms can create value by using a related diversification strategy.

5. Explain the two ways value can be created with an unrelated diversification strategy.

6. Discuss the incentives and resources that encourage diversification.

7. Describe motives that can encourage managers to over diversify a firm.



1. Explain the popularity of merger and acquisition strategies in firms competing in the global economy.

2. Discuss reasons why firms use an acquisition strategy to achieve strategic competitiveness.

3. Describe seven problems that work against achieving success when using an acquisition strategy.

4. Name and describe the attributes of effective acquisitions.

5. Define the restructuring strategy and distinguish among its common forms.

6. Explain the short- and long-term outcomes of the different types of restructuring strategies.



1. Explain incentives that can influence firms to use an international strategy.

2. Identify three basic benefits firms achieve by successfully implementing an international strategy.

3. Explore the determinants of national advantage as the basis for international business-level strategies.

4. Describe the three international corporate-level strategies.

5. Discuss environmental trends affecting the choice of international strategies, particularly international

corporate-level strategies.

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6. Explain the five modes firms use to enter international markets.

7. Discuss the two major risks of using international strategies.

8. Discuss the strategic competitiveness outcomes associated with international strategies particularly with

an international diversification strategy.

9. Explain two important issues firms should have knowledge about when using international strategies.

Session 10, May 7 For this session, we will start with the discussion of the homework by teams. In the second part we will


1. Define cooperative strategies and explain why firms use them.

2. Define and discuss the three major types of strategic alliances.

3. Name the business-level cooperative strategies and describe their use.

4. Discuss the use of corporate-level cooperative strategies in diversified firms.

5. Understand the importance of cross-border strategic alliances as an international cooperative strategy.

6. Explain cooperative strategies’ risks.

7. Describe two approaches used to manage cooperative strategies.



1. Define corporate governance and explain why it is used to monitor and control top-level managers’

decisions.

2. Explain why ownership is largely separated from managerial control in organizations.

3. Define an agency relationship and managerial opportunism and describe their strategic implications.

4. Explain the use of three internal governance mechanisms to monitor and control managers’ decisions.

5. Discuss the types of compensation executives receive and their effects on managerial decisions.

6. Describe how the external corporate governance mechanism—the market for corporate control—restrains

top-level managers’ decisions.

7. Discuss the nature and use of corporate governance in international settings, especially in Germany, Japan,

and China.

8. Describe how corporate governance fosters ethical decisions by a firm’s top-level managers.


discuss Chapter 11-12 and will cover the following questions.

1. Define organizational structure and controls and discuss the difference between strategic and financial

controls.

2. Describe the relationship between strategy and structure.

3. Discuss the different functional structures used to implement business-level strategies.

4. Explain the use of three versions of the multidivisional (M-form) structure to implement different

diversification strategies.

5. Discuss the organizational structures used to implement three international strategies.

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6. Define strategic networks and discuss how strategic center firms implement such networks at the

business, corporate and international levels.

1. Define strategic leadership and describe top-level managers’ importance.

2. Explain what top management teams are and how they affect firm performance.

3. Describe the managerial succession process using internal and external managerial labor markets.

4. Discuss the value of strategic leadership in determining the firm’s strategic direction.

5. Describe the importance of strategic leaders in managing the firm’s resources.

6. Explain what must be done for a firm to sustain an effective culture.

7. Explain what strategic leaders can do to establish and emphasize ethical practices.

8. Discuss the importance and use of organizational controls.

Session 13, May 28 For this session, we will start with the discussion of the following questions.. In the second part we will

around one third of the class will offer their TED talk in class.

1. Define strategic entrepreneurship and corporate entrepreneurship.

2. Define entrepreneurship and entrepreneurial opportunities and explain their importance.

3. Define invention, innovation, and imitation and describe the relationship among them.

4. Describe entrepreneurs and the entrepreneurial mind-set.

5. Explain international entrepreneurship and its importance.

6. Describe how firms internally develop innovations.

7. Explain how firms use cooperative strategies to innovate.

8. Describe how firms use acquisitions as a means of innovation.

9. Explain how strategic entrepreneurship helps firms create value.

Session 14, June 4 For this session, the rest of the class will give their TED talk in class.

Session 15, June 11 For this session, 5 teams will present their team work.

Session 16, June 18 For this session, 5 teams will present their team work.

There will be a summary to wrap up this course.

Miscellaneous issues If I need to communicate with you outside of class, I will use the email or WeChat. You are responsible

for checking this email system and the course Wechat group..

I reserve the right to make adjustments in course requirements. Classes are somewhat organic and

changes are to be anticipated.

If a student misses examinations without the proper excuse, I reserve the right to allow the student to re-

take the test/assignment.

I have expectations that students in my class will behave in a generally professional and courteous

fashion. However, I still make emphasis in some key points:

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a. Please, do not be late. If you have a work schedule or other conflict that will consistently involve you

coming late to class, please drop this section and add another.

b. Please, do not read a newspaper or magazine during class. Do not read or study material for another

class during this one.

c. Please, do not surf the internet on your laptop during class. Do not IM others if you are using your

laptop to take notes.

d. Please, do not talk amongst yourselves unless you are participating in a group activity in class.

e. Be prepared with the readings and assignments that are indicated on the syllabus.

f. Turn your cell phones ringers off. Do not text messages during class.

g. Your grade is based on the points that you earn and your effort and participation during the whole

semester. Please do not ask for special dispensations or extra credit opportunities once the semester

is complete.

Plagiarism and Academic Dishonesty I. Plagiarism is the unauthorized use of another’s work or ideas and the representation of these as one’s own.

Definition of Plagiarism: ―The practice of taking someone else’s work or ideas and passing them off as

one’s own‖. (OED)

This includes among others but not limited to

(a) copying another individual’s or group’s ideas and work, copying materials from the internet and other

published sources and producing such materials verbatim,

(b) Using others’ ideas and work without proper citation of the original proponent or author of the idea.

Students are expected to produce original work of their own for assignments and examinations.

BFSU considers plagiarism as a serious breach of professional ethics. Plagiarism will not be tolerated in any

form at BFSU. Penalties can be as severe as expulsion from the university. To avoid plagiarism it always

best to do your own work or cite the work of others appropriate. Refer to your student handbook for a more

detailed description of plagiarism and the associated penalties.

In this class, the rules are:

1. The first instance of plagiarism will result in a ―zero‖ for the assignment in question.

2. The second instance of plagiarism will result in a fail grade for the entire course.

3. The third cumulative instance of plagiarism, academic dishonesty and violation of school disciplinary

rules in this and other classes will result in serious disciplinary action which could include expulsion

from BFSU.

4. The instructor will report each instance of plagiarism, academic dishonesty and violation of school

disciplinary rules to the disciplinary officer.

II. Academic dishonesty

Academic Dishonesty includes but not limited to: (a) plagiarism, (b) cheating during examinations,

(c) obtaining/ providing information for reports, assignments and examinations by fraudulent means, (d)

falsification of information or data, and (e) false representation of others’ effort as one’s own. Some

examples of academic dishonesty are: copying from other students during examinations; copying material

from other students’ reports/ assignments and submitting the same as one’s own report; creating fictitious

interview materials for assignments or reports. These are just a few examples and not exhaustive.

The rules on plagiarism, copying and academic dishonesty are non-negotiable.

course syllabus strategic management · we are using the following text: michael a. hitt, r. duane...

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