Unit information: Critical Issues in Strategy in 2016/17

Unit name	Critical Issues in Strategy
Unit code	MGRCM0005
Credit points	20
Level of study	M/7
Teaching block(s)	Teaching Block 4 (weeks 1-24)
Unit director	Dr. Humphrey Bourne
Open unit status	Not open
Pre-requisites	Successful completion of the units Leadership, Strategy and Organisations and Understanding Change and Uncertainty.
Co-requisites	None
School/department	School of Management - Business School
Faculty	Faculty of Social Sciences and Law

Description including Unit Aims

The unit builds upon the Strategy and Organisations unit. It contrasts the economics-influenced perspective of classical strategy by introducing process and practice perspectives that draw from organisation theory. It introduces key concepts including neo-institutional, complexity, network, ethical and stakeholder theories to explore strategy as an uncertain, negotiated, social and political practice that extends across organisational boundaries. In doing so, the unit covers topics including globalisation and international strategy; innovation and entrepreneurial strategies; corporate social responsibility; and strategy evaluation and control. The overall aim of the unit is to develop a critical understanding of complexity and variety of strategy development in contemporary organisations.

Intended Learning Outcomes

By the end of the unit, students should be able to:

• understand competing and complementary perspectives of processes and practices in strategy development;
• evaluate critically environmental, institutional, historical and internal influences on organisations’ abilities to develop strategies;
• appreciate the political and social practices that shape strategy development in organisations;
• critically evaluate strategy practices and systems of control in a different organisational and environment contexts;
• have developed a critical understanding of the interface between ethics, corporate social responsibility and strategy; and
• apply learning to practice

Teaching Information

A programme of short lectures to introduce theoretical concepts and ideas that inform the subject, followed by discussion of theories and practice which will draw on students’ practical experiences, and case study exercises. Additional reading, and the active use of the Blackboard online learning environment will be used to develop further understanding of theory.

Assessment Information

Summative assignment by individual essay of 4,000 words (100%).

The assignment tests students’ ability to: critically evaluate strategy development and practices in a practical context using appropriate theoretical frameworks and perspectives; and to critically examine governance and control issues pertaining to strategy development.

Reading and References

Clegg, S., Carter, C. Kornberger, M. & Schweitzer, J (2011) Strategy: Theory and Practice, London: Sage Publications

De Wit, R. & Meyer, R. (2010), Strategy: Process, content, context. 4th ed. Andover: Cengage.

Jenkins, M., Ambrosini, V., & Collier, N (2007) Advanced Strategic Management: A multi-perspective approach, 2nd Ed, Palgrave MacMillan

Johnson, G., Scholes, K & Whittington, R. (2011) Exploring strategy, 9th Edition, Harlow: Pearson Education.

Mintzberg, H., Ahlstrand, B., & Lampel, J. (2009) Strategy safari, 2nd Edition, Harlow: Prentice Hall

Relevant journals include:

Academy of Management Journal; Academy of Management Review; Strategic Management Journal; Journal of Management Studies; Organization Studies; Long Range Planning