34482 - Strategic Management

Learning outcomes

The course is meant to endow students with the theoretical constructs and methodological techniques needed to design an effective business strategy. Two major factors underpin the achievement of this objective: 1) the focus on the determinants of value creation; 2) the assessment of contingencies that drive business operations in the real world. In the aftermath of the financial crisis occurred in 2008-2009, markets are characterized by a high degree of turbulence, unexpected events and fierce competition. In such a context, implementing an effective strategy is mandatory for firms struggling to achieve and sustain a competitive advantage. Thereafter, it is important to develop the competences required to carry out a strategic analysis that supports: 1) the survival and growth of firms; 2) a superior rate of profitability in the long run; 3) a thorough understanding of customers needs; 4) the knowledge of strengths and weaknesses of the firm.

Course contents

PART I. INTRODUCTION TO THE COURSE, STRATEGY AND THE TOURISM INDUSTRY

• The concept of strategy
• Industry analysis: the fundamentals
• Scope and peculiarities of the tourism industry

PART II. BUSINESS STRATEGY AND THE QUEST FOR COMPETITIVE ADVANTAGE

• The sources and dimensions of competitive advantage
• Industry Evolution and Strategic Change

PART III. CORPORATE STRATEGY

• Vertical integration and the scope of the firm
• Global strategies and the multinational corporation
• Diversification strategies
• Implementing corporate strategy: managing the multibusiness firm
• External growth strategies: mergers, acquisitions, and alliances

A detailed version of the course program can be found in the syllabus, available through the e-learning platform

Readings/Bibliography

TEXTBOOK

Grant, R. M. (2016) Contemporary Strategy Analysis, 9^th Edition. John Wiley & Sons, United Kingdom.

 

FURTHER READINGS

Bloom N., Sadun R., Van Reenen J. 2012. Does management really work? Harvard Business Review, 90(11): 76-82.

Heracleous, L. and Wirtz J. 2010. Singapore Airlines’ Balancing Act. Harvard Business Review, July-August.

Kim, W.C. and Mauborgne R. 1997. Value innovation: the strategic logic of high growth. Harvard Business Review, January-February, 103-112.

Johnson MW, Christensen CM, and Kagermann H. 2008. Reinventing your business model. Harvard Business Review, 86(12): na.

Kosovà, R., Lafontaine F. and Perrigot R. 2013. Organizational form and performance: evidence from the hotel industry. Review of Economics & Statistics, 95(4): 1303-1323.

Porter, M.E. 1979. How competitive forces shape strategy. Harvard Business Review, 137-145.

Porter, M.E. 1996. What is strategy? Harvard Business Review, November-December, 61-78.

Porter, M.E. 2008. The five competitive forces that shape strategy. Harvard Business Review, 57-71.

Zook, C. and Allen J. 2011. The Great Repeatable Business Model. Harvard Business Review, November.

Teaching methods

Lectures, exercises and case-studies discussed in class

Assessment methods

Two midterm exams

• Each exam accounts for 50% of the final grade

  Registration

• COMPULSARY on Almaesami

  Structure of midterm exam

• Wtritten exam
• Time available: 45 minutes
• 15 multiple-choice questions
• Each correct answer assigns 2 points

Admission to the second midterm

• Only students who correctly answer at least 9 questions in the first midterm exam

  Students who fail the first midterm exam and those who do not attend the course will take a full written exam:

• either in the date of the II mid term
• oor in one of the sessions scheduled in July and September

Structure of full exam:

• Written exam
• 30 multiple-choice questions
• Each correct answer assigns 1 point
• Time available: 60 minutes

To pass the exam students must correctly answer at least 18 questions.

Teaching tools

Tools available through the platform Insegnamenti online

Office hours

See the website of Marco Corsino