| CODE | MGT5207 | ||||||||
| TITLE | Strategic Management and Enterprising | ||||||||
| UM LEVEL | 05 - Postgraduate Modular Diploma or Degree Course | ||||||||
| MQF LEVEL | 7 | ||||||||
| ECTS CREDITS | 5 | ||||||||
| DEPARTMENT | Business and Enterprise Management | ||||||||
| DESCRIPTION | Indicative Outline: • Consolidating strategy fundamentals, the environment and competitive context • Strategic capabilities as a basis for competitive advantage • Culture, strategy and international considerations • Business strategy and interactive engagement in increasingly dynamic contexts • Corporate strategy and diversification • Globalisation and strategic implications of international business • Alternative perspectives on strategic competition and market creation • Perspectives on strategic choices: Scope for innovation and entrepreneurship, and alliances • Evaluating strategies • Strategy development processes and practice • Organising for success and leading strategic change Study-unit Aims: This advanced study-unit builds on the fundamentals of various relevant disciplines presented in earlier courses and consolidates an integrated and comprehensive understanding of advanced strategy concepts. This study-unit is framed within the context of globalisation. Applied and rooted in the complex and increasingly volatile global realities faced by organisations across the board – it provides participants and practitioners with a deeper understanding of the fundamentals and applied contemporary insight into alternative perspectives on strategy dynamics, strategizing, innovation and entrepreneurial engagement. Throughout the unit theoretical insight and practice will be engaged, discussed and applied to business cases and current organisational realities. Learning Outcomes: 1. Knowledge & Understanding By the end of the study-unit the student will be able to: - review business related situations from a more holistically informed point of view, framed within the context of international dynamics, - better comprehend the complexity and need to assess the general and competitive, increasingly globalised environment, within the context of broader trends and developments; - better recognise the complexity and strategic implications of organisations’ capabilities and resources base (including intangible resources and tacit knowledge), in presenting potential competitive challenges and opportunities; - better relate to the practical challenges and difficulties experienced by managers in their decision making process – and be able to translate this into practice; - construct sound and practicable strategy recommendations. 2. Skills By the end of the study-unit the student will be able to: - apply insight garnered from various theoretical models and applied perspectives to illustrate their assessment and strategic options for a business case – in enterprise; - better comprehend particular situations in business contexts and complex underlying dynamics – which will serve participants in good stead in the real world of business and practice, whether in professional employment or running their own business. In this respect, students should be able to establish a sound rationale and basis for strategic recommendations presented from among alternative options – and be able to effectively communicate such for decisional consideration. Main Text/s and any supplementary readings: This study-unit will integrate evolving perspectives on strategy and apply concepts to current contextual realities and on-going business cases as they unravel and enact themselves in the real world. Readings and cases sourced from academic journals, the popular business press and business news media outlets will be provided for discussion, reflection and application as required. However, the following provide an essential foundation and comprehensive coverage on the subject: Textbook: - Gerry Johnson, Richard Whittington, Patrick Regner, Kevan Scholes, and Duncan Angwin (2017). "Exploring Strategy: Text and Cases". 11th edition. Pearson Education. Supplementary and supporting texts: - Hill, Charles and Tomas Hult (2017). “International Business: Competing in the Global Marketplace”. 11th edition. McGraw-Hill Irwin. - Bilton, Chris and Cummings, Stephen (2010). "Creative Strategy: Reconnecting Business and Innovation”. Wiley. - Wickham, Philip. "Strategic Entrepreneurship”. FT – Prentice Hall. Additional Reading: Throughout the course, relevant readings from academic journals and the popular business press will be presented to students in-class or via VLE, for group discussion, application and debate. Furthermore, for students to apply course material to current issues, promoting critical evaluation and debate, regular review of relevant management journals and publications in the popular business press is recommended. Suggested periodicals include: − Financial Times − The Economist − Harvard Business Review − Forbes − Inc. Magazine − Fast Company − CNBC Business Magazine − Malta Business Weekly Among others, suggested academic journals include: − Academy of Management Journal − Strategic Management Journal − Journal of International Business Studies − Journal of Management Studies − International Entrepreneurship and Management Journal − Journal of International Entrepreneurship − Journal of Business Venturing − Strategic Entrepreneurship Journal − Entrepreneurship: Theory and Practice − Journal of Small Business Management |
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| STUDY-UNIT TYPE | Lecture | ||||||||
| METHOD OF ASSESSMENT |
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| LECTURER/S | Nathaniel P. Massa |
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2023/4. It may be subject to change in subsequent years. |
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