The objective of this course is to provide an evidence-based understanding of best practice in strategic management, including business policy and corporate strategy. As a research-led course it will explore a range of strategic management theories.

Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

1. define, explain and illustrate a range of strategic management theories;
2. analyse an organisation’s internal and external strategically relevant environments by applying appropriate theories, models and heuristics;
3. undertake an applied research project in the field of strategic management;
4. explain how to apply evidence-based best practice strategy analysis and execution;
5. demonstrate a critical understanding of strategic management theories and current empirical research associated with the topics covered in this course; and,
6. communicate effectively in oral and written forms about strategic management theories and their application using appropriate concepts, logic and rhetorical conventions.

Research-Led Teaching

This course draws on a range of scholarly disciplines, including management, economics, and sociology, to explore the nuanced field of strategic management. With a keen focus on identifying and applying theories and concepts to real-world business problems, students delve into the latest research from across these disciplines.

Field Trips

There are no field trips in this course.

Additional Course Costs

There are no additional costs expected for this course

Examination Material or equipment

Not applicable.

Required Resources

As part of this course, students are expected to read journal articles and book chapters that are assigned on a weekly basis. All required and recommended readings can be accessed via Wattle, and they are listed by week in the course schedule. While there is no designated textbook for the course, I recommend that students also read "Strategic Management- Theory & Cases: An Integrated Approach , 14th edition" by Charles Hill and Melissa Schilling to gain a basic understanding of strategic management.

One physical copy of this book is available at the Chifley Library.

The 13th edition of the book is also available for free electronic access through the ANU library. Although this edition features slightly different chapters and cases, the mentioned chapters in the syllabus remain the same.

Additionally, the 14th edition can be purchased in either hardcopy or e-book format directly from the publisher.

Recommended Resources

Journal articles listed under '*Additional recommended readings', as well as relevant YouTube clips and films screened during class.

Staff Feedback

Students will be given feedback in the following forms in this course:

• Written comments
• Verbal comments
• Feedback to the whole class, to groups, to individuals, focus groups

Student Feedback

ANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.

Class Schedule

Week/Session	Summary of Activities	Assessment
1	What is strategy? What is strategic management?	Introduction to the course *Recommended readings:a) Porter, M. (1996). What is Strategy? Harvard Business Review, 74, 37-55. b) Rumelt, R. (2011). The perils of bad strategy. McKinsey Quarterly, 1(3), 1-10. c) Mitreanu, C. (2006). Is strategy a bad word? MIT Sloan Management Review, 47(2), 96. d) Hill, C. W. L., & Schilling, M. A. (2023). Ch 1-1. Strategy and strategic leadership & Ch 1-3. Competitive Advantage and a Company’s Business ModelOR13th ed: Ch 1-1. Overview & Ch 1-2b. Competitive Advantage and a Company’s Business Model a) Nag, R., Hambrick, D. C., & Chen, M. J. (2007). What is strategic management, really? Inductive derivation of a consensus definition of the field. Strategic Management Journal, 28(9), 935-955. *Form groups for Assessment Task 2
2	Economic lens: Porter's 5 forces	Porter's five forces model for industry analysis  *Required reading:a) Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 2-18.  *Additional recommended reading:b) Hill, C. W. L., & Schilling, M. A. (2023). Ch 2. External Analysis: The Identification of Opportunities and Threats.OR 13th ed: Ch 2-3. Porter's Competitive Forces Model. * In-class activities: Hotel pricing simulation
3	Economic lens: What shapes your firm's strategy?	*A case of Boeing *Assessment Task 2 will be based on the case above. Specific details are provided in “Assessment Task 2”. *Assessment Task 1: Weekly quiz 1 due
4	Economic lens: Resource-Based View (RBV)	The Resource-Based View (RBV) and competitive advantage *Required reading: a) Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Perspectives, 9(4), 49-61.  *Additional recommended readings:b) Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643-650. c) Hill, C. W. L., & Schilling, M. A. (2023). Ch 3. Internal Analysis: Resources and Competitive Advantage d) Raff, D. M. G. (2000). "Superstores and the evolution of firm capabilities in American bookselling." Strategic Management Journal, 21(10/11): 1043-1059. e) Kraaijenbrink, J., Spender, J. C., & Groen, A. J. (2010). The resource-based view: A review and assessment of its critiques. Journal of Management, 36(1), 349-372. *Assessment Task 1: Weekly quiz 2 due*Assessment Task 3: Write reflection on weeks 1-3 - due Nov 1st
5	Behavioural lens: Dynamic Capabilities (DC)	The theory of Dynamic Capabilities (DC) and sustained competitive advantage *Required reading:a)   Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256-280. *Additional recommended readings:b)  Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. c)  Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11): 1105-1121. d)  Stadler, C., Helfat, C. E., & Verona, G. (2013). The impact of dynamic capabilities on resource access and development. Organization Science, 24(6), 1782-1804. *Assessment Task 1: Weekly quiz 3 due*Assessment Task 3: Write reflection on weeks 1-4 - due Nov 1st
6	How and why industry matters: Resource dependence theory (RDT)	Resource dependence theory (RDT) and relations between organisations and its environment *Required reading: a)  Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: A review. Journal of management, 35(6), 1404-1427. *Additional recommended readings:b)  Shu, E., & Lewin, A. Y. (2017). A resource dependence perspective on low-power actors shaping their regulatory environment: The case of Honda. Organization Studies, 38(8), 1039-1058. c) Hill, C. W. L., & Schilling, M. A. (2023). Ch 6. Business-Level Strategy and the Industry Environment. *Further reading:d)  Pfeffer, J., & Salancik, G. R. (2003). The external control of organizations: A resource dependence perspective. CA: Stanford University Press.ORPfeffer, J., & Salancik, G. (2015). External control of organizations —Resource dependence perspective. In Organizational Behavior 2 (pp. 373-388). UK: Routledge. *Assessment Task 1: Weekly quiz 4 due*Assessment Task 3: Write reflection on weeks 1-5 - due Nov 1st
7	In-house vs. outsourcing: Transaction Cost Economics (TCE)	Transaction Cost Economics (TCE) and the costs of outsourcing *Required reading:a) Williamson, O. E. (1981). The economics of organization: The transaction cost approach. American Journal of Sociology, 87(3), 548-577. *Additional recommended readings:b) Williamson, O. E. (1993). Transaction cost economics and organization theory. Industrial and Corporate Change, 2(2), 107-156.  c) Hill, C. W. L., & Schilling, M. A. (2023). Ch 9. Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing.  d) Husted, B. W., & Folger, R. (2004). Fairness and transaction costs: The contribution of organizational justice theory to an integrative model of economic organization. Organization Science, 15(6), 719-729. *Assessment Task 1: Weekly quiz 5 due*Assessment Task 3: Write reflection on weeks 1-6 - due Nov 1st
8	Diversification: Category theory	Category / organisational identity theory and implications of diversification for crossing multiple "product" and "market" categories *Required readings:a) Durand, R., & Paolella, L. (2013). Category stretching: Reorienting research on categories in strategy, entrepreneurship, and organization theory. Journal of Management Studies, 50(6), 1100-1123. *Additional recommended readings:b) Paolella, L., & Durand, R. (2016). Category spanning, evaluation, and performance: Revised theory and test on the corporate law market. Academy of Management Journal, 59(1), 330-351. c) Hsu, G., Hannan, M. T., & Koçak, Ö. (2009). Multiple category memberships in markets: An integrative theory and two empirical tests. American Sociological Review, 74(1), 150-169. d) Hill, C. W. L., & Schilling, M. A. (2023). Ch 10. Corporate-Level Strategy: Related and Unrelated Diversification. *Assessment Task 1: Weekly quiz 6 due*Assessment Task 3: Write reflection on weeks 1-7 - due Nov 1st
9	Strategy implementation I: Agency theory	Agency theory and sustainable strategy implementation *Required reading:a)  Shapiro, S. P. (2005). Agency theory. Annual Review of Sociology, 263-284. *Additional recommended readings:b) Miller, D., & Sardais, C. (2011). Angel agents: Agency theory reconsidered. Academy of Management Perspectives, 25(2), 6-13. c) Roth, K., & O'donnell, S. (1996). Foreign subsidiary compensation strategy: An agency theory perspective. Academy of Management Journal, 39(3), 678-703. *In-class activities: A simple principal-agent simulation*Assessment Task 1: Weekly quiz 7 due*Assessment Task 3: Write reflection on weeks 1-8 - due Nov 1st
10	Strategy implementation II: Institutional theory	Institutional theory and the role of institutional pressures in strategy implementation *Required readings:a) Meyer, J. W., & Rowan, B. (1977). Institutionalizedorganizations: Formal structure as myth and ceremony. AmericanJournal of Sociology, 83(2), 340-363. *Additional recommended readings:b) Jeong, Y. C., & Kim, T. Y. (2019). Between legitimacy andefficiency: An institutional theory of corporate giving. Academy ofManagement Journal, 62(5), 1583-1608. c) Kogut, B., Walker, G., & Anand, J. (2002). Agency and institutions: National divergences in diversification behavior. Organization Science, 13(2), 162-178. *Assessment Task 1: Weekly quiz 8 due*Assessment Task 3: Write reflection on weeks 1-9 - due Nov 1st
11	Strategy and ethical issues	Ethical issues in strategy implementation *Required readings:a)    Hill, C. W. L., & Schilling, M. A. (2023). Ch 11-5. Ethical issues and behavior & Ch 11-6. Improving the ethical climate.13th ed: Ch 11-5. Ethics and Strategyb)    Hill, C. W. L., & Schilling, M. A. (2023). Ch 11. Corporate Governance, Social Responsibility and Ethics. *Assessment Task 3: Write reflection on weeks 1-10 - due Nov 1st
12	Review of the course	*Review of theories*Review of weekly quizzes*Q&As

Tutorial Registration

Further details about the structure and teaching activities for this course will be available on the course Wattle site by Week O.

Assessment Summary

Assessment task	Value	Due Date	Return of assessment	Learning Outcomes
Weekly quizzes (Individual assessment) (40%)	40 %	*	*	1,2,3,4,5,6
Strategy presentations (Group work and group assessment) (30%)	30 %	*	*	1,2,3,4,5,6
Reviews on strategic management theories (Individual assessment) (30%)	30 %	01/11/2024	28/11/2024	1,2,3,4,5,6

* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details

Policies

ANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:

• Student Assessment (Coursework) Policy and Procedure
• Special Assessment Consideration Policy and General Information
• Student Surveys and Evaluations
• Deferred Examinations
• Student Complaint Resolution Policy and Procedure

Assessment Requirements

The ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.

Moderation of Assessment

Marks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.

Participation

I will be teaching this course in a face-to-face delivery mode on campus, and I highly encourage student participation in all classes and assessments in line with the “Code of Practice for Teaching and Learning”, clause 2 paragraph (b). By engaging in in-class activities and discussions, students will gain a comprehensive understanding of various strategic management theories.

Examination(s)

Not applicable.

Assessment Task 1

Weekly quizzes (Individual assessment) (40%)

Weekly quizzes: 40% (5% for each quiz x 8 weeks = 40%) (Individual assessment)

The first assignment is online quizzes. You will have eight weekly quizzes to complete throughout the course, from week 3 to week 10. These quizzes will encompass a mix of multiple-choice questions. You can access these quizzes through the course Wattle site. Each quiz allows only one attempt, but you do not need to complete the entire quiz in one session. You can revisit and work on them as many times as you like until the submission deadline. The quizzes will be automatically submitted at the deadline, even if they are not completed.

 

All quizzes will open on Thursdays at 1 am and close at 11:59 pm on the same week’s Thursday. Feedback will be available from the course Wattle site on the same week’s Friday after all of you complete each quiz.

 

You must work alone on these quizzes and you must not share their answers or work together to complete them. Please note that no late submissions will be accepted under any circumstances, including technical issues, illness, being out of town/country, vacation, family commitments, etc. Plan your time accordingly.

 

Due Date: Every Thursday from 1 am to 11:59 pm through the course Wattle site.

Feedback Date: On the same week’s Friday.

Assessment Task 2

Strategy presentations (Group work and group assessment) (30%)

Strategy presentations: 30%

A 20-minute presentation of assigned paper(s) on a theory followed by 15-min presentation of the application of the theory to the case.

 

The second assessment task entails a two-part presentation, which is a group work assigned in Weeks 1 and 2.

 

The first part involves a 20-minute presentation on a theory chosen during Weeks 1 and 2. Your presentation should provide a succinct summary of the theory and key insights from the weekly readings. For example, if your group selected institutional theory in Week 10, you'll present the theory in Week 10 starting with a summary of the seminal paper (Meyer & Rowan 1977) followed by additional readings, such as Jeong & Kim (2019) and Kogut, Walker & Anand (2002). Avoid lengthy summaries of individual papers; instead, focus on the theory's main premise, assumptions, and key arguments/findings from each paper.

 

The second part comprises a 15-minute presentation where your group applies the same theory to your hypothetical client, the organization depicted in the case in Week 3. Using the theory, you need to analyse the client's current problem/challenge and provide recommendations. This section of your presentation should include:

a) Justification for selecting the theory (why it is suitable for analysing the case);

b) Identification of the client's current strategy, based on the theory;

c) Diagnosis of the problem(s)/challenge(s) that the client faces, based on the theory;

d) Recommendation of a new strategy based on the theory, to help the client address the identified problem(s)/challenge(s) and achieve "sustained" competitive advantage.

 

Conclude your presentation by preparing two well-thought-out questions to stimulate in-class discussion. Avoid asking obvious questions like "Do you think my presentation skills are good?" The discussion should last a minimum of 10 minutes.

 

Each member of your group is expected to contribute to a portion of the group's presentation. While the weekly quiz is treated as an individual assessment, the presentation will be marked as a group task. As a group, you need to submit PowerPoint slides by the week before your scheduled presentation.

 

Group presentations will be recorded via Echo360, which will enable later validation and verification of assessment if required (in accordance with ANU Student Assessment (Coursework) policy).

 

The use of AI such as ChatGPT to generate your presentation is not allowed as it is akin to plagiarism. You are required to demonstrate achievement of critical, analytical and synthesis skills in this assignment.

However, if you use AI as part of grammar check or improving writing style, you must include the following information on their reports:

(i) specifying the tools they used (e.g., Chat GPT 3.5);

(ii) identifying the purpose(s) they use it for in the task;

(iii) identifying which aspects or features of the tools they used in the task;

(iv) explaining how the information generated by the AI technology has modified their assessment task. 

 

Due Date: Friday of the Week you chose in Week 1 or 2. Slides to be submitted via Wattle by 2pm, a week before the presentation date.

Feedback Date: The same Friday after your scheduled presentation.

Assessment Task 3

Reviews on strategic management theories (Individual assessment) (30%)

Reviews on strategic management theories (3.75% for each theory review x 8 theories = 30%) (Individual assessment)

 

The third assignment task involves your reviews of strategic management theories covered from Week 4 to Week 11, and Porter's five forces model. There will be a total of eight theories that you need to firmly understand to excel this task and each theory review worths 3.75 points.

 

You will begin by reading short passages related to a theory. These passages may cover both theoretical concepts and empirical cases of organisational strategies. It is crucial to have a comprehensive understanding of strategic management theories, enabling you to provide your responses. Each response should be fewer than 150 words (imagine you are writing a short abstract or summary of the theory in question) and you do not need to add references. You will read at least two passages per theory but you may have to deal with three or four passages depending on the conceptual novelty and empirical evidence. All the passages will be available on Wattle, and you need to write your responses and submit them by Nov 1 through the course website. Feedback and correct responses will be provided by the end of November.

 

The use of AI to generate your answers to this task is not allowed. You are required to demonstrate achievement of critical, analytical and synthesis skills in this task, within the allotted time.

If you want to use AI as part of grammar check or improving writing style, you must include the following information at the end of your response to each passage:

(i) specifying the technology or tool they used;

(ii) identifying the purpose they use it for in the task;

(iii) identifying which aspects or features of the tools they used in the task;

(iv) explaining how the information generated by the AI technology has modified their assessment task.

 

Late submissions are NOT allowed for this assessment task. Please note that late submissions will NOT be accepted under any circumstances, including technical issues, illness, being out of town/country, vacation, family commitments, etc. Plan your time accordingly.

 

Due Date: By Nov 1 through the course website.

Feedback Date: Nov 28.

 

Academic Integrity

Academic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.

Online Submission

In-text citation and list of references are required for assessments set in this course. The references in assessment task 2 will be evaluated for compliance with APA style, and will contribute up to 10% of the total grade for each task.

The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.

Hardcopy Submission

This course will not require submissions of hard copies. Online submission via Turnitin will suffice.

Late Submission

Late submission of assessment tasks without an extension are penalised at the rate of 5% of the possible marks available per working day or part thereof. Late submission of assessment tasks is not accepted after 10 working days after the due date, or on or after the date specified in the course outline for the return of the assessment item. Late submission is not accepted for take-home examinations.

All requests for extensions to assessment in RSM courses must be submitted to the RSM School Office with a completed application form and supporting documentation. The RSM Extension Application Form and further information on this process can be found at https://www.rsm.anu.edu.au/education/education-programs/notices-for-students/extension-application-procedure/

Referencing Requirements

Accepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.

Returning Assignments

All assignments will be marked and where appropriate feedback will be provided either:

in class, in person or on zoom by appointment with the course lecturer, via email, or via the course Wattle site.

Extensions and Penalties

Extensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.

Resubmission of Assignments

Students are allowed to resubmit their assignments before the specific deadlines (Deadlines are mentioned above for each task). Any submission done after the deadline will be considered as a late submission. Policies relating to late submissions (as above) will then apply.

Privacy Notice

The ANU has made a number of third party, online, databases available for students to use. Use of each online database is conditional on student end users first agreeing to the database licensor’s terms of service and/or privacy policy. Students should read these carefully. In some cases student end users will be required to register an account with the database licensor and submit personal information, including their: first name; last name; ANU email address; and other information. In cases where student end users are asked to submit ‘content’ to a database, such as an assignment or short answers, the database licensor may only use the student’s ‘content’ in accordance with the terms of service — including any (copyright) licence the student grants to the database licensor. Any personal information or content a student submits may be stored by the licensor, potentially offshore, and will be used to process the database service in accordance with the licensors terms of service and/or privacy policy. If any student chooses not to agree to the database licensor’s terms of service or privacy policy, the student will not be able to access and use the database. In these circumstances students should contact their lecturer to enquire about alternative arrangements that are available.

Distribution of grades policy

Academic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.

Support for students

The University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).

• ANU Health, safety & wellbeing for medical services, counselling, mental health and spiritual support
• ANU Diversity and inclusion for students with a disability or ongoing or chronic illness
• ANU Dean of Students for confidential, impartial advice and help to resolve problems between students and the academic or administrative areas of the University
• ANU Academic Skills and Learning Centre supports you make your own decisions about how you learn and manage your workload.
• ANU Counselling Centre promotes, supports and enhances mental health and wellbeing within the University student community.
• ANUSA supports and represents undergraduate and ANU College students
• PARSA supports and represents postgraduate and research students