Strategic Management WZ.IEZ-Z/dbfm/I1/SM
Wykład (WYK) Semestr zimowy 2019/2020

H. Volberda, R. Morgan, P. Reinmoller, M. Hitt, R. Ireland, R. Hoskisson (2011), Strategic Management. Competitiveness and Globalisation: Concepts and cases. Cengage

B. deWit, R. Meyer, Strategy: Process, Content, Context, 4th Edition, Cengage Learning EMEA 2010

A. A.Thompson JR., A.J.Stricland III, J.E.Gamble, Crafting and Executing Strategy, 16th Edition, McGraw-Hill 2008.

M.E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York, 2008;

G. Hubbard, J. Rice, P. Galvin, Strategic management. Thinking, Analysis, Action. Melbourne: Pearson Australia.

C.K. Prahalad, V. Ramaswamy, The Future of Competition: Co-creating Unique Value with Customers, Harvard Business School Publishing 2004;

C.K. Prahalad, M.S. Krishnan, The New Age of Innovation: Driving Cocreated Value Through Global Networks, McGraw Hill Professional, 2008;

Articles provided by the lecturer during the classes

The student knows and explains the key terms in strategic management , discusses the formal process of strategic management and building strategy of organization; has expertise in the development of strategic management theory and explains the essence and importance of strategic analysis in the process of strategic management in various types of business; lists and distinguish between methods and tools for the analysis of the macro and competitive environment and the potential of an organization; identifies levels of strategic management and corresponding policy options; recognizes activities specific for various kinds of strategies on given examples; recognizes the most important factors determining the choice of an appropriate strategy for the organization and the effectiveness of its implementation; sees manifestations of the dynamics of socio-economic systems , interpreting their meaning in the context of the strategy building and implementation

Student correctly classifies the strategic , tactical and operational objectives and tasks of the organization; finds and organizes internal and external sources of strategic information for enterprises; compares , evaluates and selects tools of strategic analysis relevant for the observed phenomena; properly constructs strategic options tailored to the specific problem situations , identifies the potential strategic risks , is able to diagnose the situation of the organization and make a critical evaluation of strategic options.

Student is able to carry out the tasks in a groupwork mode; properly deploys an analytical approach and synthesis; actively participates in discussions;, efficiently expresses and argues own opinions and conclusions;

Final written exam covering material from lectures and exercises

1. Introduction to strategic management, competitive advantage

2. Strategic analysis of the external and internal environment.

3. Competitive strategies and competitive dynamics.

4. Cooperative strategies

5. Corporate level strategies.

6. Strategic lieadership

7. Strategic renewal

• Expository

o Visual presentation,

o Explanation and clarification

• Activity:

o Study cases

o Didactic discussion

• Practice

o case study method

o class exercises