Although we do not yet know how long the social distancing related to the Covid-19 pandemic will last, and regardless of the changes that had to be made in the evaluation of the June 2020 session in relation to what is provided for in this learning unit description, new learnig unit evaluation methods may still be adopted by the teachers; details of these methods have been - or will be - communicated to the students by the teachers, as soon as possible.
At the end of this learning unit, the student is able to :
Having regard to the LO of the programme, this activity contributes to the development and acquisition of the following LO:
At the end of this course, the student will be able to:
The contribution of this Teaching Unit to the development and command of the skills and learning outcomes of the programme(s) can be accessed at the end of this sheet, in the section entitled “Programmes/courses offering this Teaching Unit”.
- Mandatory readings
- Class lectures related to mandatory readings
- Case study
- Group project
- Date: Every week
- Type of evaluation: Case study (document to be delivered)
- Comments: Marks carried over into September
- First session:
- Oral: No
- Written: 3 hours
- Type: MCQ
- In session
- Second session (if necessary):
- Oral: Yes (5-15mn per student)
- Written: No
- Type: Questions posed to the student in spoken form
- In session
Exchange students: Exchange students need to take the exam (and potential resit) at LSM, on the day and time of the exam, like the other students.
Prerequisite: One course in strategy/strategic management. Because this is an advanced course in strategic management that includes assignments and materials directly related to the foundations of strategic management, this course is pitched at a level that assumes some familiarity with the basics of strategic management.
Students who register to this course certify that they have the prerequisite knowledge that is requested to be able to follow this course; the instructor will not teach these prerequisite items.
Students who do not possess these foundations can nonetheless enroll in this course, provided that they read in advance in traditional strategy textbooks and scientific articles (important references will be provided) the topics to be covered in each session; this will be expected (to be familiar with the basics of strategic management) and important (for your success in this course).
Preparation for class: Students are expected to articulate an in-depth understanding of the course material, and to prepare for class individually and with other course participants as the amount of work to be conducted is significant, with a tangible time pressure.
Attendance: Attendance is required; the real value from this course takes place in the classroom and each class including a workgroup session.
Computer-projected overhead lecture slides will be posted on Moodle before the class.
Barney, J. B., & Hesterly, W. S. 2018. Strategic management and competitive advantage (6 ed.). Upper Saddle River, N.J.: Pearson.
FitzRoy, P., Hulbert, J., & Ghobadian, A. 2016. Strategic management: The challenge of creating value (3 ed.). New York, N.Y.: Routledge.
Grant, R. M. 2019. Contemporary strategy analysis (10 ed.). West Sussex: John Wiley & Sons.
Hill, C. W. L., Jones, G. R., & Schilling, M. A. 2016. Strategic management theory: An integrated approach (12 ed.). Mason, O.H.: South-Western College.
Hoskisson, R. E., & Hitt, M. A. 1994. Downscoping: How to tame the diversified firm. New York, N.Y.: Oxford University Press.
Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regnér, P. 2017. Exploring strategy (11 ed.). Essex: Prentice Hall.
Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland, A. J. 2016. Crafting & executing strategy: The quest for competitive advantage (20 ed.). New York, N.Y.: McGraw-Hill.