Unit name | Critical Issues in Strategy |
---|---|
Unit code | MGRCM0005 |
Credit points | 20 |
Level of study | M/7 |
Teaching block(s) |
Teaching Block 4 (weeks 1-24) |
Unit director | Dr. Humphrey Bourne |
Open unit status | Not open |
Pre-requisites |
Successful completion of the units Leadership, Strategy and Organisations and Understanding Change and Uncertainty. |
Co-requisites |
None |
School/department | School of Management - Business School |
Faculty | Faculty of Social Sciences and Law |
The unit builds upon the Strategy and Organisations unit. It contrasts the economics-influenced perspective of classical strategy by introducing process and practice perspectives that draw from organisation theory. It introduces key concepts including neo-institutional, complexity, network, ethical and stakeholder theories to explore strategy as an uncertain, negotiated, social and political practice that extends across organisational boundaries. In doing so, the unit covers topics including globalisation and international strategy; innovation and entrepreneurial strategies; corporate social responsibility; and strategy evaluation and control. The overall aim of the unit is to develop a critical understanding of complexity and variety of strategy development in contemporary organisations.
By the end of the unit, students should be able to:
A programme of short lectures to introduce theoretical concepts and ideas that inform the subject, followed by discussion of theories and practice which will draw on students’ practical experiences, and case study exercises. Additional reading, and the active use of the Blackboard online learning environment will be used to develop further understanding of theory.
Summative assignment by individual essay of 4,000 words (100%).
The assignment tests students’ ability to: critically evaluate strategy development and practices in a practical context using appropriate theoretical frameworks and perspectives; and to critically examine governance and control issues pertaining to strategy development.
Clegg, S., Carter, C. Kornberger, M. & Schweitzer, J (2011) Strategy: Theory and Practice, London: Sage Publications
De Wit, R. & Meyer, R. (2010), Strategy: Process, content, context. 4th ed. Andover: Cengage.
Jenkins, M., Ambrosini, V., & Collier, N (2007) Advanced Strategic Management: A multi-perspective approach, 2nd Ed, Palgrave MacMillan
Johnson, G., Scholes, K & Whittington, R. (2011) Exploring strategy, 9th Edition, Harlow: Pearson Education.
Mintzberg, H., Ahlstrand, B., & Lampel, J. (2009) Strategy safari, 2nd Edition, Harlow: Prentice Hall
Relevant journals include:
Academy of Management Journal; Academy of Management Review; Strategic Management Journal; Journal of Management Studies; Organization Studies; Long Range Planning