Type of Credit: Required
Credit(s)
Number of Students
Strategic management deals with the positioning, organization, and management issues facing firms in their pursuit of long-term superior economic performance. In this course, we take the perspective of top executives, who are responsible for formulating and executing strategy. With an emphasis on case discussions, this course introduces various analytical tools and conceptual lenses that can assist strategy formulation and execution.
Note. The lecturer retains the right to make adjustments to the syllabus as needed throughout the semester.
能力項目說明
• To integrate functional-level knowledge and think holistically from the perspective of top executives.
• To familiarize tools for strategy formulation and execution and recognize the logics as well as limitations underneath these tools.
• To apply analytical tools in practical scenarios and improve the quality of strategic decision-making.
| 教學週次Course Week | 彈性補充教學週次Flexible Supplemental Instruction Week | 彈性補充教學類別Flexible Supplemental Instruction Type |
|---|---|---|
|
Session/Date |
Topic |
Required Reading |
Activity |
Assignment |
|
1. (Sep. 6) |
Introduction of the Course: What is Strategy |
Textbook: Chapter 1 |
Project Group Formation Lecture |
|
|
2. (Sep. 13) |
External Analysis: Environment and Industry Analysis |
Textbook: Chapter 2 |
Lecture |
|
|
3. (Sep. 20) |
Internal Analysis: Resource & Capabilities |
Textbook: Chapter 3 Case [1] |
Lecture & Case Discussion |
Due: Case [1] group report (7pm Sep. 18) |
|
4. (Sep. 27) |
Strategy Formulation: Functional & Business-level Strategy |
Textbook: Chapters 4 & 5 & 6 |
Lecture |
|
|
5. (Oct. 4) |
Strategy Formulation: Corporate-level Strategy I |
Textbook: Chapter 9 Case [2] |
Lecture & Case Discussion |
Due: Case [2] group report (7pm Oct. 2) |
|
6. (Oct. 11) |
Strategy Formulation: Corporate-level Strategy II |
Textbook: Chapter 10 |
Lecture |
|
|
7. (Oct. 18) |
Strategy Formulation: Strategy in the Global Environment |
Textbook: Chapter 8 Case [3] |
Lecture & Case Discussion |
Due: Case [3] group report (7pm Oct. 16) |
|
8. (Oct. 25) |
Technology Strategy & Innovation |
Textbook: Chapter 7 |
Lecture |
|
|
9. (Nov. 1) |
Strategy Implementation: Structures, Designs, and Systems |
Textbook: Chapter 12 Case [4] |
Lecture & Case Discussion |
Due: Case [4] group report (7pm Oct. 30) |
|
10. (Nov. 8) |
Strategy Implementation: Culture, Control Mechanisms, & Change |
Textbook: Chapter 12 |
Lecture |
Due: Term Project Proposal (7pm Nov. 6) |
|
11. (Nov. 15) |
Corporate Social Responsibility |
Textbook: Chapter 11 Case [5] |
Lecture & Case Discussion |
Due: Case [5] group report (7pm Nov. 13) |
|
12. (Nov. 22) |
Course Review |
Key Tools and Concepts Case [6] |
Presentations & Discussion |
Due: Case [6] group report (7pm Nov. 20) |
|
13. (Nov. 29) |
Project Presentation I |
Term Projects (3 groups) |
Presentations & Discussion |
Due: Presentation slide (7pm Nov. 27) |
|
14. (Dec. 6) |
Final Exam |
Exam |
Closed Book Exam |
|
|
14. (Dec. 13) |
Project Presentation II & Exam Results |
Term Projects (4 groups) |
Lecture & Case Discussion |
Due: Presentation slide (7pm Dec. 11) |
Class participation: 20 %
Group Case reports (6 cases): 30 %
Group term project: 20 %
Final exam: 30 %
Hill, CWL, MA Schilling, & GR Jones. 2020. Strategic Management (13th edition), Cengage Learning, Boston, MA.
| 書名 Book Title | 作者 Author | 出版年 Publish Year | 出版者 Publisher | ISBN | 館藏來源* | 備註 Note |
|---|