ECTS - Strategic Management
Strategic Management (IE427) Course Detail
| Course Name | Course Code | Season | Lecture Hours | Application Hours | Lab Hours | Credit | ECTS |
|---|---|---|---|---|---|---|---|
| Strategic Management | IE427 | Area Elective | 3 | 0 | 0 | 3 | 5 |
| Pre-requisite Course(s) |
|---|
| N/A |
| Course Language | English |
|---|---|
| Course Type | Elective Courses |
| Course Level | Natural & Applied Sciences Master's Degree |
| Mode of Delivery | Face To Face |
| Learning and Teaching Strategies | Lecture, Discussion, Question and Answer, Team/Group. |
| Course Lecturer(s) |
|
| Course Objectives | This course aims to familiarize students with fundamental concepts in strategic management, including strategy formulation, implementation, and evaluation. The challenge lies not only in identifying the weaknesses and threats firms face, but also in recognizing organizational strengths and anticipating opportunities in the external environment. The course emphasizes analyzing organizational shortcomings while building upon existing capabilities, acknowledging that definitions of success and failure may vary across contexts. |
| Course Learning Outcomes |
The students who succeeded in this course;
|
| Course Content | This course introduces core concepts of strategic management. Topics include internal/external analysis, competitive advantage, corporate and business strategies, and strategy formulation, implementation, and evaluation. Students analyze dynamic environments using SWOT, PESTEL, industry/competitor analysis, and RBV through cases and team projects. |
Weekly Subjects and Releated Preparation Studies
| Week | Subjects | Preparation |
|---|---|---|
| 1 | Introduction: Strategic Management Concepts | Reading: HIH Chapter 1 & 2, & “What is Strategy?”(Porter) |
| 2 | Introduction: Strategic Management Concepts | Reading: HIH Chapter 1 & 2, & “What is Strategy?”(Porter) |
| 3 | External Environment & Competition | Reading: HIH Chapter 3, Case 1: The Chinese Fireworks Industry |
| 4 | Internal Environment & Resources | Reading: HIH Chapter 4 Case 2: Southwest Airlines 2002 |
| 5 | Business-Level Strategy | Reading: HIH Chapter 5, Case 3: Haier: Taking a Chinese Company Global |
| 6 | Competitive Dynamics | Reading: HIH Chapter 6 Case 4: Progressive Corporation |
| 7 | Competitive Dynamics | Reading: HIH Chapter 6 Case 4: Progressive Corporation |
| 8 | Strategy in High-Tech Industries | Reading: HIH Chapter 7 Case 5: Apple 2008 |
| 9 | Corporate Strategy* | Reading: HIH Chapters 7&8 Case 6: Kodak |
| 10 | Corporate Strategy* | Reading: HIH Chapters 7&8 Case 6: Kodak |
| 11 | Corporate Strategy* | Reading: HIH Chapters 7&8 Case 6: Kodak |
| 12 | Cooperative Strategy & Alliances | Reading: HIH Chapter 10 Case 7: Renault-Nissan Alliance |
| 13 | International Strategy | Reading: HIH Chapter 9, Case 8: Zara Fast Fashion |
| 14 | Corporate Governance and CSR | Reading: HIH Chapter 11 |
| 15 | Group Presentation | |
| 16 | Final Exam |
Sources
| Course Book | 1. Strategic Management, Competitiveness, and Globalization: Competitiveness and Globalization (Concepts), 4th edition, by Hitt, Ireland, Hoskisson, Rowe, & Sheppard. Publisher: South-Western Pub (July 20, 2000) |
|---|---|
| Other Sources | 2. What is Strategy? An Illustrated Guide to Michael Porter Hardcover – Illustrated, September 15, 2020. by Joan Magretta (Author), Emile Holmewood (Illustrator), Heinrich Zimmermann (Contributor) |
| 3. The Competitive Strategy Techniques for Analyzing Industries and Competitors. By Michael E. Porter. Publisher: Free Press (January 19, 2004) | |
| 4. The competitive advantage of nations. By Michael E. Porter. Publisher: Free Press (January 18, 2012). | |
| 5. Spender, J.C., 2014. Business strategy: Managing uncertainty, opportunity, and enterprise. OUP Oxford. | |
| 6. Kotter, J.P., 2014. Building strategic agility for a faster moving world. Harvard Business Review Press, Boston: MA. | |
| 7. Dixit, A.K. and Nalebuff, B., 2008. The art of strategy: a game theorist's guide to success in business & life. WW Norton & Company. | |
| 8. David, F.D., Concepts of Strategic Management, Prentice Hall, 1996. |
Evaluation System
| Requirements | Number | Percentage of Grade |
|---|---|---|
| Attendance/Participation | - | - |
| Laboratory | - | - |
| Application | - | - |
| Field Work | - | - |
| Special Course Internship | - | - |
| Quizzes/Studio Critics | - | - |
| Homework Assignments | - | - |
| Presentation | 2 | 15 |
| Project | 1 | 25 |
| Report | 2 | 15 |
| Seminar | - | - |
| Midterms Exams/Midterms Jury | - | - |
| Final Exam/Final Jury | 1 | 45 |
| Toplam | 6 | 100 |
| Percentage of Semester Work | 55 |
|---|---|
| Percentage of Final Work | 45 |
| Total | 100 |
Course Category
| Core Courses | X |
|---|---|
| Major Area Courses | |
| Supportive Courses | |
| Media and Managment Skills Courses | |
| Transferable Skill Courses |
The Relation Between Course Learning Competencies and Program Qualifications
| # | Program Qualifications / Competencies | Level of Contribution | ||||
|---|---|---|---|---|---|---|
| 1 | 2 | 3 | 4 | 5 | ||
| 1 | Gains the ability to apply the acquired knowledge in mathematics, science and engineering. | |||||
| 2 | Gains the ability to identify, formulate and solve complex engineering problems | |||||
| 3 | Gains the ability to accomplish the integration of systems. | |||||
| 4 | Gains the ability to design, develop, implement and improve complex systems, components, or processes. | |||||
| 5 | Acquires the ability to select,develop and use suitable modern engineering techniques and tools. | |||||
| 6 | Gains the ability to design/conduct experiments and collect, analyze, and interpret data. | |||||
| 7 | Gains the ability to function independently and in teams. | |||||
| 8 | Gains the ability to make use of oral and written communication skills effectively. | |||||
| 9 | Gains the ability to recognize the need for and engage in life-long learning. | |||||
| 10 | Attains the ability to understand and exercise professional and ethical responsibility. | X | ||||
| 11 | Gains the ability to understand the impact of engineering solutions. | |||||
| 12 | Cultivates the ability to have knowledge of contemporary issues. | |||||
ECTS/Workload Table
| Activities | Number | Duration (Hours) | Total Workload |
|---|---|---|---|
| Course Hours (Including Exam Week: 16 x Total Hours) | 16 | 3 | 48 |
| Laboratory | |||
| Application | |||
| Special Course Internship | |||
| Field Work | |||
| Study Hours Out of Class | 16 | 3 | 48 |
| Presentation/Seminar Prepration | 2 | 5 | 10 |
| Project | 1 | 5 | 5 |
| Report | 2 | 2 | 4 |
| Homework Assignments | |||
| Quizzes/Studio Critics | |||
| Prepration of Midterm Exams/Midterm Jury | |||
| Prepration of Final Exams/Final Jury | 1 | 10 | 10 |
| Total Workload | 125 | ||