mgmt3010 strategic management semester 2,...

Unit study package code: MGMT3010

Mode of study: Internal

Tuition pattern summary: Note: For any specific variations to this tuition pattern and for precise information refer to the Learning Activities section.

Seminar: 1 x 3 Hours Weekly

This unit does not have a fieldwork component.

Credit Value: 25.0

Pre-requisite units: Nil

Co-requisite units: Nil

Anti-requisite units: Nil

Result type: Grade/Mark

Approved incidental fees: Information about approved incidental fees can be obtained from our website. Visit fees.curtin.edu.au/incidental_fees.cfm for details.

Unit coordinator:

Title: DrName: Bella ButlerPhone: +618 9266 3091Email: [email protected]: Building: 408 - Room: 3016Consultation times: By Appointment via e-mail

[email protected]

Teaching Staff: Name: Chin TuEmail: [email protected]: Building: 401 - Room: 244

Name: Jacob KendallEmail: [email protected]: Building: 408

Name: Shasha WangEmail: [email protected]: Building: 408

Administrative contact: Name: Cheryl TienPhone: Please e-mailEmail: [email protected]: Building: Please e-mail - Room: Please e-mail

Unit Outline

MGMT3010 Strategic Management Semester 2, 2016

Curtin Business School (CBS)School of Management

MGMT3010 Strategic Management Bentley Campus 25 Jul 2016 School of Management, Curtin Business School (CBS)

Page: 1 of 14CRICOS Provider Code 00301J

The only authoritative version of this Unit Outline is to be found online in OASIS

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Acknowledgement of Country We respectfully acknowledge the Indigenous Elders, custodians, their descendants and kin of this land past and present.

Syllabus This unit focuses on the practice and concepts of strategic management through the introduction of appropriate theoretical models and frameworks. The central issue of the unit is the achievement of competitive advantage: internal and external drivers of competitive advantage, the link between strategy formulation and implementation, the role of strategic leadership in formulating and implementing strategy.

Introduction Strategic Management today is a complex process requiring advanced skills. International expansion, network advantage and resource optimisation pervade every aspect of this critical aspect of management. Successful managers need up-to–date guidance on the creation and implementation of a effective strategies. This unit is specifically designed to meet these requirements. The design, content, concepts and supportive reading material all reflect current issues and the latest perspectives. As the unit coordinator, I am confident that any manager or aspiring manager will find this unit valuable and relevant to the real business setting. Interactive class activities and unit assignments are designed to create an engaging and rewarding experience for students.

Unit Learning Outcomes All graduates of Curtin University achieve a set of nine graduate attributes during their course of study. These tell an employer that, through your studies, you have acquired discipline knowledge and a range of other skills and attributes which employers say would be useful in a professional setting. Each unit in your course addresses the graduate attributes through a clearly identified set of learning outcomes. They form a vital part in the process referred to as assurance of learning. The learning outcomes tell you what you are expected to know, understand or be able to do in order to be successful in this unit. Each assessment for this unit is carefully designed to test your achievement of one or more of the unit learning outcomes. On successfully completing all of the assessments you will have achieved all of these learning outcomes.

Your course has been designed so that on graduating we can say you will have achieved all of Curtin's Graduate Attributes through the assurance of learning process in each unit.

Learning Management System: Blackboard (lms.curtin.edu.au)

On successful completion of this unit students can: Graduate Attributes addressed

1 Apply analytical tools of strategic management to competitive situations in a variety of industries

2 Identify strategic issues, evaluate a company's competitive position and synthesise recommendations for the future based on the analysis

3 Critically analyse a company's competitive position

4 Analyse the role of strategic leadership in formulating and implementing strategy

Curtin Business School (CBS) School of Management




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Curtin's Graduate Attributes

Learning Activities Learning activities in this unit are focused around activities conducted in class in the weekly online lectures and tutorials. Engaging class discussions and activities have been planned. You will get the most value from these if you prepare beforehand and actively participate in these activities and discussions. The assessment tasks are also designed to be learning activities in their own right. For example, in completing Assignment 1, you will engage in both clarifying and applying your learning of key theories and concepts.

Learning Resources Essential texts

The required textbook(s) for this unit are:

l Grant, R., B. Butler, Orr, S. and Murray, P. 2014, Contemporary Strategic Management. An Australasian Perspective. 2nd edition. Brisbane: Wiley and Sons.

(ISBN/ISSN: 9.78111836256E+012)

Recommended texts

You do not have to purchase the following textbooks but you may like to refer to them.

l Hanson, D., Hitt, M., Ireland, R. D., Hoskisson, R. E. 2014. Strategic Magement. Competiveness and Globalisation. Asia-Pacific 5th edition. Cengage Learning.

(ISBN/ISSN: 9780170186285)

Other resources

You do not have to purchase the textbooks listed above but you may like to refer to them. You may also use the following resources:

Selected Articles

A selection of articles related to strategic management topics has been placed in the Online Reserve Collection of the Curtin library. These articles have been chosen for their contemporary relevance and can be used to increase your understanding of strategy concepts and applications.

Journal Articles

In addition, there are a large number of academic journal articles that you will find useful. These contain case study examples of strategy in practice, models and theories of particular aspects of strategic management, the impact of new developments in the field of strategy and reports of research projects that investigate competitive strategies and their implementation in successful companies.

Learning how to find and use relevant information from journals is an important skill that is valued by lecturers and employers. You should ensure that you develop your skills in how to access and use such information. The Curtin Library provides access to a number of databases (e.g., ABI-Inform and the Business Source Premier database) that contain many useful, full-text articles. These can be found via the library website http://lisweb.curtin.edu.au.

The following titles are a selection of some of the major journals relevant to your study of Strategic Management

Apply discipline knowledge Thinking skills (use analytical skills to solve problems)

Information skills (confidence to investigate new ideas)

Communication skills Technology skillsLearning how to learn (apply principles learnt to new situations) (confidence to tackle unfamiliar problems)

International perspective (value the perspectives of others)

Cultural understanding (value the perspectives of others)

Professional Skills (work independently and as a team) (plan own work)

Find out more about Curtin's Graduate attributes at the Office of Teaching & Learning website: ctl.curtin.edu.au





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available in the library. These should become familiar reading, and be consulted frequently:

Recommended Texts

Carpenter, M.A., W.M. Gerald, J.R. Sanders, and N. Martin. 2010, Strategic Management: A Dynamic Perspective. Concept and Cases. Sydney: Pearson.

Kaplan, R. S. and D.P. Norton. 2002, The Strategy-Focused Organisation: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston: Harvard Business School.

Johnson, G., K. Scholes, and R. Whittington. 2008, Exploring Corporate Strategy. 8th Edition. Harlow: Prentice Hall

Online Resources

Online resources can be found on the Blackboard site at http://oasis.curtin.edu.au.

Assessment Assessment schedule

Detailed information on assessment tasks

1. News Critique counts for 15% of your overall mark and requires you to link theoretical concepts of the unit to

1. Academy of Management Journal 2. Academy of Management Review 3. Administrative Science Quarterly 4. Business Strategy Review 5. Business Strategy and the Environment 6. California Management Review 7. European Management Journal 8. Harvard Business Review

1. Journal of World Business 2. Journal of Business Research 3. Journal of Business Ethics 4. Research in Global Strategic Management 5. Strategic Management Journal 6. Strategy and Leadership 7. The Journal of Business Strategy 8. Industrial Marketing Management

Task Value % Date DueUnit Learning Outcome(s)

Assessed

1

News Critique 15 percent Week: various – as allocated in class. Day: various – as allocated in class. Time: various – as allocated in class.

1,3

2

Project 35 percent Week: presentation seminar 8, 9, 10 ; report 28 October Day: presentation seminar 8, 9, 10 ; report - 28 Oct. Time: Presentation - in class, report - 1 p.m. 28 Oct.

2,3,4

3

Final Examination 50 percent Week: Formal examination period Day: Refer to examination timetable Time: Refer to examination timetable

1,2,3





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current events publicized in the business news media. Throughout the semester, each student will present a brief oral presentation demonstrating how strategic management concepts and theories are applied in a real business context. Students will be assigned one of the weekly topics in weeks 1 and 2. You will then find a current news item (released in the business media within a two weeks window prior to your presentation date) that you can demonstrate how that week’s ‘strategy topic’ is operationalized and applied in the business world. In your allocated week, your News Critique needs to be presented to the class in the form of a very short oral presentation (5 minutes maximum), AND to your lecturer as an 800 word written summary (typed,12 pt., Times New Roman, double spaced). A soft copy of your summary should be submitted via Blackboard/Turnitin before the class when your assignment is due. You can select a business news item from anywhere in the world as long as it is current news and has been published in the two weeks prior to your due date.

The following guidelines may assist you to think critically about your chosen topic and news item:

1. Which source or sources published the news item? A brief summary of the strategic event in focus (e.g. an acquisition was announced or a new product was launched or a company is going through structural changes or a change of leadership in a company was announced etc.).

2. How might the market respond to this situation in both the short term and in the long term? How would it affect certain companies or markets?

3. How does the news item illustrate the topic assigned for your presentation? 4. What can be learnt from the event? How does this event (a news item) contribute to a better

understanding of the topic assigned for your presentation? 5. How is this news linked to the previously studied topics in the course? 6. Can you predict the further development of the situation? What might happen next?

Marking criteria

Your mark for this assessment item will be based on both your oral presentation and the written report. The key marking criteria:

l Your ability to use the concepts and tools of strategic analysis in a competent fashion (e.g. illustrate selected concepts of the assigned topic by applying it to the real world setting);

l Your ability to identify, access and appropriately report a business news media report; l Evidence of thorough knowledge of the news item being reported; l Evidence of preparation, professionalism, and presentation skills; l The quality and adequacy of supporting materials ( e.g. visual aids etc.) l You can have a poster or up to two power point slides to illustrate your news. This visual aid can be

used to display relevant illustrations such as a company’s logo, statistics, maps, photograph of a product etc.

An example of a summary of this assignment can be found on Blackboard.

Frequently asked questions while working on the assignment “News Critique”

and answers to these questions.

Q. 1. I found an article about Ikea (e.g. Zara, Brexit etc.), can you read it? Am I on the right track?

A. 1. The ability to choose relevant sources of the news is one of the criteria that is assessed by the lecturer. Students are encouraged to make their choice of news articles.

To make sure if you are on the right track, ask a question about your sources of the news: what is new here? E.g., Ikea’s business strategy is well known and not a new. But if the news report discusses Ikea’s new ways to reduce costs or new ways to differentiate, you found a news story. To prepare a good assignment, it is not enough to talk about just an integrated approach of cost leadership and differentiation. It is a classic strategy and it is not a question whether or not combination of cost leadership and differentiation is possible. It is important to illustrate by using news reports how cost leadership or differentiation are achieved.

Try to think about your chosen event in terms of whether or not this news is published by a number of newspapers or web sites? Can you answer to the question “why happened? “Why is new here” by reading





news? If you answered yes to the first question and can identify “what is new” responding to the second question, this means that you are on the right track.

Q.2. Where to find sources of the news?

A.2. If you are in Australia, some of the best selections of business news can be easy found on the web site of West Australian, or on the web site of The Australian (in alliance with Walt Street Journal) http://www.theaustralian.com.au/ or the business section http://www.theaustralian.com.au/business

Q. 3. Do I have to discuss all concepts included in the lecture while work on my news critique?

A. 3. This assignment requires students to select only one or two concepts from the topic and illustrate them by using news critique. It is not possible to discuss everything from the lecture in such short assignment. Word limit for this assignment is 800 words, the presentation time is 5 minutes.

Q.4. How many slides shall I use for the class presentation?

Q. 4. There is no formal requirement on the certain number of slides. We encourage students’ creativity and student-centered learning. We encourage students to make their own business judgement on what is practical and reasonable. Critical thinking is one of the expected outcomes of university graduates and the assignments in this unit are designed to assist you to practice your critical thinking.

The slides or handouts should illustrate the news (e.g. the map of operations, the company logo, a table with relevant statistics). Normally, good presentations in the past would not use more than 5 slides. What should not be includes in the slides: repetition from the PowerPoint slides with the chosen theoretical issues that are illustrated by the news; theoretical definitions – they should be well known by the presenter. The marking criteria for the assignment are published in the unit outline and the detailed rubrics are available on Blackboard. Your supportive materials (e.g. PowerPoint slides) should assist you to meet the assignment’s criteria.

The time limit for the presentation is 5 minutes and the slides should not have all content of the summary. There will be no time to discuss too many slides. Please, read the Structure of the Assignment in the unit outline. It is recommended to have 1 or 2 slides to show figures, logo, map, picture of a product or similar. You shall not repeat lecture slides nor place the whole text of your assignments on slides. You are expected to explain your main points rather than read the summary from slides. It is a good idea to leave room for questions to be asked by the class rather than overwhelm the audience with the information.

Q. 5. Are in-text references included in the word count?

A. 5. No, in-text references are not included in the word count.

Q. 6. In the unit outline the word limit for this assignment is 800 words. Will we lose marks if the report is over 800?

A. 6. The assignment will be assessed only within the word limit of 800 words.

2. Project. This assignment is undertaken in teams of 4 or 5. Teams will be formed in your tutorial classes in week 1. You should not attempt to prepare this project individually as the workload will be too great. All of the guidance your team needs to develop proposed cases and all other material for team management (e.g. Contracts, Team meeting evaluation sheets, Self- and peer-evaluation sheets) can be found on Blackboard following the ‘Assessment’ link.

Please choose members of your team wisely so as to balance skills, knowledge, expertise, logistics, availability and experience. One way of selecting team members in the past has been to look for students with similar aims in the unit. For example, some students are interested in just making sure that they pass the unit (given work commitments or for other reasons), whereas other students are aiming for distinction level grades. Conflict has been eliminated in the past when students have been aiming for the same results and





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therefore there is consistency in the amount of work expected.

If you do have problems that cannot be resolved within the group, you should discuss them with your tutor and the unit coordinator. This will need to occur early in the project: reporting team problems two weeks before the assignment is due or later does not give us much opportunity to help you in this situation.

Each team member has to submit a draft of his or her assigned part to their lecturer one week before the day of their team presentation (seminar 8, 9 and 10 for projects 1, 2 and 3 respectively as outlined in Study Guide).

Your team should choose one of the following three projects:

Project 1. Case Study 1. Facebook: the evolving strategy (Grant et al., 2014, page 423)

How would you define the industry in which Facebook operates? Who are the other players operating within that industry? What are the key success factors in this industry in Australia and globally? Explain the current strategy and capabilities of Facebook. What the major challenges which Facebook faces in 2016? How should Facebook satisfy the needs of their stakeholders as well as being more socially responsive and sustainable? What is the future for Facebook?

Project 2. Case Study 3. Fortescue Metals Group Limited (Grant et al., 2014, page 433)

How would you define the industry in which Fortescue operates? Who are the other players operating within that industry? What are the key success factors in this industry in Australia and globally? What is the role of technological innovation in this industry? Explain the strategy and capabilities of Fortescue. What the major challenges which Fortescue faces in 2016? How should Foretescue satisfy the needs of their stakeholders as well as being sustainable and socially responsive? What is the future for Fortescue?

Project 3. Case Study 4. The Australian Supermarket Industry (Grant et. al, 2014, page 440)

Choose one of the companies operating in the Australian Supermarket industry. Conduct comprehensive market and industry analysis of this market. What are the main challanges that the chosen company faces in 2016? What is the nature of competitive advantage in this industry? How does your chosen company collaborate with other companies to sustain its competitive advantage? What is the future for the industry and the chosen company?

The format of the report should be as follows:

Executive summary (objectives, method, limitations and findings of the report – one page only, no bullet points; no repetition of the introduction).

Introduction (main strategic issues which (see the questions to each given project – in Italic) the company is facing and which you intend to study in your report; what parts are included in your report and what analytical tools will you use to investigate the company’s competitive position in order to prepare recommendations with regards to the main strategic issues?). Remember, you are expected to introduce your report, not the company.

Main strategic issues which the management has to address (these issues should be identified based on company background information)

In this section you should provide a brief outline of the company, what it does and how it has developed, and any other information you consider relevant to understanding the current situation. The outcome of this section is to identify main strategic issues (e.g., see main strategic issues given you in each of the three projects – in Italic - for your preparation and class discussion). In the following two sections you will analyse the external and internal environment in order to resolve the main strategic issues.

External analysis

In this section you should outline what you think are the main opportunities and threats facing the organisation. You should analyse the general, industry and competitors' environment of the company. Do not attempt to analyse all elements of the external environment equally: it is important that you concentrate on a few main elements and explain why they are significant. You have to support the most significant elements of the external environment by references from the business media, industry publications and other relevant websites.

Internal analysis





In this section you should outline what you think are the main strengths and weaknesses of the organisation. As with the external analysis, you need to try to identify and explain the main issues rather than list a wide variety of factors. You should explain what resources and capabilities contribute into a competitive advantage of the company. Your analysis should be supported by relevant information from the case study, a company’s web site and the media.

Strategy evaluation and recommendation

In this section you should outline a range of strategic actions for the company: where to from now to re-solve the main strategic issues identified in section 1. You should recommend one of these alternative actions and justify your choice in terms of the company’s SWOT analysis. To link together the results of the external and internal environmental analysis, you should use the TOWS matrix which will be introduced in section 4 of the semester (see Study Guide).

Conclusion (major results of your analysis and recommendations with regards to the main strategic issues identified in Introduction)

The team project includes a presentation of recommendations for the company held in seminars 8, 9 and 10 for projects 1, 2 and 3 respectively and the written report which is due by 1 p.m. on Friday 28 October. Reports should be submitted via Assignment Submission on black Board. In addition to the submission of a soft copy of the report your class lecturer also might request you to submit a hard copy to him or her in class or via their mail box. The final mark for the report will be given to each team during the third week after report submission at the latest.

Presentations consist of 10 minutes presentation of recommendations (What should be done? Where the company/companies should go from now?) followed by a 5-minutes question-answer session. Alternatively, each team which is working on the project presents their recommendations first and then the class discusses them and compares asking presenters to defend their position. All team members are expected to make roughly equal contributions to the presentation and the following facilitation of class discussion.

The presentations should be concise and provide the summary of recommendations rather than all the analysis of the company. All presentations would benefit from the use of attractive, effective resources such as one-two pages handouts. Guidelines for Students Presentation (what to do or not to do) can be found on the Blackboard at http://oasis.curtin.edu.au.

A strict time limit of 10 minutes will be placed on each presentation. Each extra minute will be penalized (one mark will be taken off for an extra minute).

Follow the Assessment link on blackboard for further Assessment information and marking criteria.

Assignment 2 (Task 1 - presentation) Marking Criteria (out of 10):

l Your ability to use the concepts and tools of strategic analysis in a competent fashion, l The depth of supporting arguments, l The degree of preparation, professionalism, energy, enthusiasm and skills demonstrated in delivering

the presentation, l Your ability to answer questions after the presentation.

Please note that the interpretation of the company situation and recommendations will vary from team to team, and should be your group's original ideas. Marks will not be allocated for the best or better recommendations in comparison with other teams. Marks rather will be allocated for your skills to diagnose and analyze the company and justify your recommendations.

The written report is to be submitted on Friday 28 October by 1 p.m. to the Assignment Submission via Blackboard. In addition, your class lecturer might ask you to submit a hard copy of your report. This enables your team to incorporate the results of the discussion of your recommendations during the tutorial, feedback from the tutor and conduct additional research if required. The report length is 6500 words, excluding appendices. Double spaced, 12 point font, 2.5 cm margins.

The report should be prepared in a professional manner. This means that the papers should be concise, incisive, and literate and include appropriate supporting tables, charts, and exhibits. There must be clear evidence of consultation of academic literature – at least 5 academic journals articles, two books and three web sites must be used, and appropriately referenced in accordance with the Chicago referencing guide (see: http://lisweb.curtin.edu.au/referencing/chicago.html). Summarizing and rehashing facts





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published about the company is discouraged – except where factual restatement is an integral part of evaluation. More information about report writing can be found using the following links:

http://startup.curtin.edu.au/study_skills/report.html Curtin’s Study Skills Report Writing guide site. This is a comprehensive and user-friendly guide.

http://www.arbld.unimelb.edu.au/students/essay/essaytech.html The University of Melbourne Essay and Report Writing Guide.

Assignment 2 (Task 2 - report) Marking Criteria (out of 25):

l Executive Summary, l Introduction of the report: what are your going to find out about the company and how are you going

to approach this study, l Use of appropriate analytical techniques such as the Porter five forces model, value chain analysis,

strategic map, the Boston Consulting Group matrix, The industry Attractiveness matrix etc., including the use of charts and tables where appropriate, please remember: analytical tools do not matter for their own sake, rather they should help you to analyse the company,

l The depth and breadth of your team’s analysis of the company’s situation (evidence of using the industry information),

l Evaluation of alternative solutions and justification for selection the case solution, l Presenting realistic, well supported by the analysis recommendations for action, l Layout, grammar, spelling, l References.

Both presentation and report will be assessed as a team mark. If all team members did not equally contribute to the project then differentiated marks may be awarded as appropriate.

3. Final examination gives you the chance to integrate and demonstrate your learning from throughtout the semester. The final exam will be a two-hour paper in two sections. There will be five short theoretical questions each worth 10 marks and you can earn maximum 50 marks by answering in a comprehensive manner all five questions. Your consistent, weekly work during the semester will make you sufficiently prepared for the final exam.

Pass requirements

Students must obtain an overall mark of 50/100 (50%) and attempt all assessments to pass this unit.

Fair assessment through moderation

Moderation describes a quality assurance process to ensure that assessments are appropriate to the learning outcomes, and that student work is evaluated consistently by assessors. Minimum standards for the moderation of assessment are described in the Assessment and Student Progression Manual, available from policies.curtin.edu.au/policies/teachingandlearning.cfm

Late assessment policy

This ensures that the requirements for submission of assignments and other work to be assessed are fair, transparent, equitable, and that penalties are consistently applied.

1. All assessments students are required to submit will have a due date and time specified on this Unit Outline. 2. Students will be penalised by a deduction of ten percent per calendar day for a late assessment submission

(eg a mark equivalent to 10% of the total allocated for the assessment will be deducted from the marked value for every day that the assessment is late). This means that an assessment worth 20 marks will have two marks deducted per calendar day late. Hence if it was handed in three calendar days late and given a mark of 16/20, the student would receive 10/20. An assessment more than seven calendar days overdue will not be marked and will receive a mark of 0.





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Assessment extension

A student unable to complete an assessment task by/on the original published date/time (eg examinations, tests) or due date/time (eg assignments) must apply for an assessment extension using the Assessment Extension form (available from the Forms page at students.curtin.edu.au/administration/) as prescribed by the Academic Registrar. It is the responsibility of the student to demonstrate and provide evidence for exceptional circumstances beyond the student's control that prevent them from completing/submitting the assessment task.

The student will be expected to lodge the form and supporting documentation with the unit coordinator before the assessment date/time or due date/time. An application may be accepted up to five working days after the date or due date of the assessment task where the student is able to provide an acceptable explanation as to why he or she was not able to submit the application prior to the assessment date. An application for an assessment extension will not be accepted after the date of the Board of Examiners' meeting.

Deferred assessments

Supplementary assessments

Supplementary assessments are not available in this unit.

Reasonable adjustments for students with disabilities/health circumstances likely to impact on studies

A Curtin Access Plan (CAP) is a document that outlines the type and level of support required by a student with a disability or health condition to have equitable access to their studies at Curtin. This support can include alternative exam or test arrangements, study materials in accessible formats, access to Curtin’s facilities and services or other support as discussed with an advisor from Disability Services (disability.curtin.edu.au). Documentation is required from your treating Health Professional to confirm your health circumstances.

If you think you may be eligible for a CAP, please contact Disability Services. If you already have a CAP please provide it to the Unit Coordinator at the beginning of each semester.

Referencing style

The referencing style for this unit is Chicago.

More information can be found on this style from the Library web site: http://libguides.library.curtin.edu.au/referencing.

Copyright © Curtin University. The course material for this unit is provided to you for your own research and study only. It is subject to copyright. It is a copyright infringement to make this material available on third party websites.

If your results show that you have been granted a deferred assessment you should immediately check OASIS for details.

Deferred examinations/tests will be held from 06/02/2017 to 17/02/2017 . Notification to students will be made after the Board of Examiners’ meeting via the Official Communications Channel (OCC) in OASIS.





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Academic Integrity (including plagiarism and cheating) Any conduct by a student that is dishonest or unfair in connection with any academic work is considered to be academic misconduct. Plagiarism and cheating are serious offences that will be investigated and may result in penalties such as reduced or zero grades, annulled units or even termination from the course.

Plagiarism occurs when work or property of another person is presented as one's own, without appropriate acknowledgement or referencing. Submitting work which has been produced by someone else (e.g. allowing or contracting another person to do the work for which you claim authorship) is also plagiarism. Submitted work is subjected to a plagiarism detection process, which may include the use of text matching systems or interviews with students to determine authorship.

Cheating includes (but is not limited to) asking or paying someone to complete an assessment task for you or any use of unauthorised materials or assistance during an examination or test.

From Semester 1, 2016, all incoming coursework students are required to complete Curtin’s Academic Integrity Program (AIP). If a student does not pass the program by the end of their first study period of enrolment at Curtin, their marks will be withheld until they pass. More information about the AIP can be found at: https://academicintegrity.curtin.edu.au/students/AIP.cfm

Refer to the Academic Integrity tab in Blackboard or academicintegrity.curtin.edu.au for more information, including student guidelines for avoiding plagiarism.

Information and Communications Technology (ICT) Expectations Curtin students are expected to have reliable internet access in order to connect to OASIS email and learning systems such as Blackboard and Library Services.

You may also require a computer or mobile device for preparing and submitting your work.

For general ICT assistance, in the first instance please contact OASIS Student Support: oasisapps.curtin.edu.au/help/general/support.cfm

For specific assistance with any of the items listed below, please contact The Learning Centre: life.curtin.edu.au/learning-support/learning_centre.htm

l Using Blackboard, the I Drive and Back-Up files l Introduction to PowerPoint, Word and Excel

Additional information Enrolment

It is your responsibility to ensure that your enrolment is correct - you can check your enrolment through the eStudent option on OASIS, where you can also print an Enrolment Advice.

Student Rights and Responsibilities It is the responsibility of every student to be aware of all relevant legislation, policies and procedures relating to their rights and responsibilities as a student. These include:

l the Student Charter l the University's Guiding Ethical Principles l the University's policy and statements on plagiarism and academic integrity l copyright principles and responsibilities l the University's policies on appropriate use of software and computer facilities

Information on all these things is available through the University's "Student Rights and Responsibilities" website at: students.curtin.edu.au/rights.





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Student Equity There are a number of factors that might disadvantage some students from participating in their studies or assessments to the best of their ability, under standard conditions. These factors may include a disability or medical condition (e.g. mental illness, chronic illness, physical or sensory disability, learning disability), significant family responsibilities, pregnancy, religious practices, living in a remote location or another reason. If you believe you may be unfairly disadvantaged on these or other grounds please contact Student Equity at [email protected] or go to http://eesj.curtin.edu.au/student_equity/index.cfm for more information

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Recent changes to this unit include:

We welcome feedback as one way to keep improving this unit. Students are encouraged to give unit feedback through eVALUate, Curtin’s online student feedback system (see http://evaluate.curtin.edu.au/info/index.cfm). Recent changes to this unit include:

1. The new projects were introduced in 2016. All three companies are regarded for their disruptive innovations and market leadership. This enables students to learn about strategies to counter the threat of desruption of the traditional industries and bring the most-up-todate market knowledge in the class room environment.

2. The new, the most up-to–date, textbook was introduced in 2014 and an alternative textbook was suggested. 3. The final exam was be simplified in 2016.

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Program calendar 2016, Semester 2. Program calendar

Begin Date Topic /Seminar Pre-readings Questions for preparation and class discussion Assessment Due

25 July Orientation week

1 August 1. Introduction

Strategy: Concepts and Perspectives

Ch.1 in Grant text [i] 2nd or Ch.

1 in Hanson text [ii]

Assignment of topics for the assessment item 1 “News Critique”

Forming teams and assignment of projects for team project

8 August 2. Evaluating a Firm’s External and Industry

Environment

Ch. 4 in Grant text 2nd or

Ch. 2 in Hanson text

Hamel, G. Strategy as revolution (on e-reserve)

What is the difference between planning and strategizing?

Why reconceiving a product or service is important?

Why redefining market space is important?

Topic 1, Ch. 1 (here and below Grant text). Self-study questions 3, 5, 6.

Discussions questions 1, 4.

News critique on topic 1

15 August 3. Analysing Resources and Capabilities

Ch. 5 in Grant text 2nd or Ch. 3 in Hanson text

Topic 2, Ch. 4, Self-study questions 2, 6, 7. Discussions questions 2, 4,

5.


22 August

4.The Nature and Sources of

Competitive Advantage


An action Plan for Robin

Hood. The TOWS Matrix (in

e-reserve)

Topic 3, Ch. 5, Self-study questions 2, 3, 4, 5. Discussions questions 4,

5.

Exercise An action Plan for Robin Hood. The TOWS Matrix (e-reserve)


29 August Tuition Free Week

5 September 5.Business-Level Strategies


Topic 4, Ch.6, Self-study questions 1, 2, 4. Discussions question 3, 5.


12 September 6.Corporate- Level Strategies


Topic 5, Ch. 7, Self-study questions 2, 3, 4, 5. Discussions questions 2,

3, 4. Exercise 2 (page 244).


19 September 7. Mergers and Acquisitions


Topic 6, Ch. 8, Self-study questions 1, 2, 5. Discussion questions 3, 4, 5.

Exercises 2, 6 (page 286).






https://uob.curtin.edu.au/edit_unit_outline.cfm?action.jump=program_calendar#_edn1

https://uob.curtin.edu.au/edit_unit_outline.cfm?action.jump=program_calendar#_edn2

Thank you for studying Strategic Management! [i] Grant, R., Butler, B., Hung, H. and Orr, S. 2014. Contemporary Strategic Management. An Australasian Perspective. Second edition. Wiley and sons. [ii] Hanson, D. Dowling, P. Hitt, M. A. Ireland, R. D. Hoskisson, R. E., 2014, Strategic Management: Competitiveness and Globalisation. Pacific Rim Fifth Edition. Cengage.

Begin Date Topic/Seminar Pre-readings Questions for preparation and class discussion Assessment Due

26 September Tuition Free Week

3 October 8.Alliances,

Partnerships and Networks

Ch. 9 in Grant text 2nd or Ch.

9 in Hanson text

Topic 7, Ch. 8, Self-study questions 4, 6. Discussion

questions 1, 2. Exercise 4 (page 286).

Team discussions of

recommendations for Project 1


10 October 9.International Strategy


8 in Hanson text

Topic 8, Ch. 9, Self-study questions 2, 3, 5. Discussion

questions 1, 2. Exercise 1 (page 311).

Team discussions of



17 October 10. Corporate governance


8 in Hanson text

Topic 9, Ch.11, Self-study questions 3, 4, 5. Discussions

questions 2, 4 and 7.

Team discussions of



24 October 11. Strategy Evaluation

Ch. 2 in Grant text 2nd or Ch. 10 in Hanson

text

Topic 10, Ch. 2. Self-study questions 1, 2, 3. Discussions

questions 3, 4.

Assessment item “Strategic

Audit of a company” (report) is

due on Friday 28 Oct. by 1 p.m


31 October Revision

Kaplan, R. (2005) How the

Balanced Scorecard

Complements the McKinsey 7-

S Model? (e-reserve)

Slides will be posted on black

Board

Topic 11, Ch. 12, Self-study questions 1, 2, 4, 5. Discussions

questions 1, 2 and 3.

The Exercise Monitoring Strategy Implementation Through Balanced

Scorecard (e-reserve)


7 November Study Week

14 November Exams Week 1

21 November Exams Week 2





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