Curricula

Objectives

Purpose of the course
When you complete this course, you will understand strategic thinking and you are able to familiarize yourself with strategic management and strategy implementation. Strategy is a process in which the analysis of the operating environment plays a key role. Within the framework of the strategy, the organization's management sets goals and determines the operations through which the organization seeks to achieve long-term success and competitive advantage.

Competences
Proactive development
Is able to analyse the current situation and anticipate the future of their field and changes in the operating environment.

Learning objectives of the course
You recognize the role and significance of strategy and strategic management as a future success factor for companies and public organizations. You master the basic concepts of strategic thinking, identify different schools of strategic management and become familiar with strategic thinking in the digital age. You internalize the significance of strategy as a tool for developing operations, identify the different stages of the strategy process, master tools and methods related to strategy structuring and implementation.

You are able to evaluate different strategies and have the cognitive skills to carry out strategic analysis, choose a strategy and implement it.

Content

The main contents of this course are:

Strategies, types of strategies, strategic thinking and concepts of strategic management: scenarios, vision, mission, values, goals.
Development trends of the strategy and connection to the decision-making process.
The process and analysis of strategies, tools and implementation. Indicators and measurement as part of strategic management and evaluation of success.

Time and location

Online 100 %
Moodle workspace

Learning materials and recommended literature

Porter, M. (1996). What is Strategy? Harvard Business Review, Nov-Dec 1996, pages 61-78.Porter, M. (2008).

The Five Competitive Forces that Shape Strategy. Harvard Business Review, Jan 2008, pages 78-93.Prahalad, C. - Hamel, G. (1990).

The Core Competence of the Organization. Harvard Business Review, May-June 1990, pages 79-91
Kim, W.C. - Mauborgne, R. (2004) Blue Ocean Strategy. Harvard Business Review, October 2004, pages 76-84

Porter, M. - Kramer, M. (2011) Creating Shared Value. Harvard Business Review, Jan-Feb 2011, pages 62-77.

Mintzber, H., Ahlstrand, B. & Lampel, J. 2005. Strategy bites back. It is a lot more and less than you ever imagined. Pearson Prentice Hall. Upper Saddle River, New Jersey 07458

Hunt, S. & Lambe, J. 2000. Marketing’s Contribution to Business Strategy: Market Orientation, Relationship Marketing and Resourced-Advantage Theory. International Journal of Management Review 2(1), 17-43
Kim, W. C., Mauborgne, R., Tillman, M., & Susitaival, S. (2015). Sinisen meren strategia (Laajennettu p.). Talentum.

Additional learning material provided in the Moodle-workspace

During the course, the utilization of artificial intelligence, instructions and possible ethical questions follow the updated recommendations of Arene and Jamk's instructions.

Teaching methods

Learning environment: Moodle - workspace guides and supports learning. The webinars mainly focus on peer learning and guidance.

Online webinars: zoom link can be found on the Moodle workspace
Participation in webinars requires a working camera, headphones and microphone.

Students will be checked three weeks after the start of the implementation. When a student submits an orientation assignment, he/she expresses his/her activity and can continue studying during the course.

The content of the course focuses on business strategy.

There will be prerecorded lectures, business simulation game, learning from assignments and getting feedback from other students

Guidance
You will receive guidance in the Moodle learning environment (e.g. question and answer forum) and webinars. You will also receive guidance from your peer students.

Feedback
You will receive both qualitative and quantitative evaluation and feedback on your simulation game and learning assignment.
You give feedback on the course (mid-term and final feedback on the implementation).

Practical training and working life connections

Your student group forms a working life-oriented peer learning network.

Exam dates and retake possibilities

No exam

International connections

During the course, you will utilise international source material and the environment of the simulation game.

Alternative completion methods

You can familiarise yourself with 17§ of Jamk's degree regulations when considering the recognition and recognition of course competence based on your previously acquired competence and the objectives of the course.

Student workload

- orientation assignment 8 h
- lectures/online lectures 8 h
- individual learning assignments 30 h
- webinars or replacing assignments 8 h
- simulation game 51 h
- studying the course material 30 h

Total 135 hours

Content scheduling

In the course, learning takes place by participating in webinars, independent information search, gaming and by completing the learning assignments
Timetable of the learning assignments in the Moodle workspace

Further information for students

Orientation assignment, which is an individual assignment and will be returned before the 1st webinar. Assessment (adopted/completed/failed)
Three online meetings to monitor and support learning and the completion of a development task
Individual assignment, application of theory 40% of course grade, assessment 0-5
Simulation game, group assignment, 40% of course grade, assessment 0-5
Reflection assignment, individual assignment 20% of course grade, assessment 0-5

Evaluation scale

0-5

Evaluation criteria, pass/failed

Passed (S)
You evaluate and analyze the role and significance of strategy and strategic management by applying key theoretical knowledge. You define the key concepts related to the special competence of the subject in relation to each other. You are also able to utilize international research and literature. You evaluate the development of your own strategic analysis skills critically, comprehensively and diversely. You report convincingly, presenting a clear, logically progressing whole. You reflect your learning. You write in an argumentative and error-free factual style. You follow Jamk's reporting guidelines. You participate in online meetings where you share what you have learned with others.

Fail (0)
You do not meet the level of approved competence.

Objectives

Purpose of the course
When you complete this course, you will understand strategic thinking and you are able to familiarize yourself with strategic management and strategy implementation. Strategy is a process in which the analysis of the operating environment plays a key role. Within the framework of the strategy, the organization's management sets goals and determines the operations through which the organization seeks to achieve long-term success and competitive advantage.

Competences
Proactive development
Is able to analyse the current situation and anticipate the future of their field and changes in the operating environment.

Learning objectives of the course
You recognize the role and significance of strategy and strategic management as a future success factor for companies and public organizations. You master the basic concepts of strategic thinking, identify different schools of strategic management and become familiar with strategic thinking in the digital age. You internalize the significance of strategy as a tool for developing operations, identify the different stages of the strategy process, master tools and methods related to strategy structuring and implementation.

You are able to evaluate different strategies and have the cognitive skills to carry out strategic analysis, choose a strategy and implement it.

Content

The main contents of this course are:

Strategies, types of strategies, strategic thinking and concepts of strategic management: scenarios, vision, mission, values, goals.
Development trends of the strategy and connection to the decision-making process.
The process and analysis of strategies, tools and implementation. Indicators and measurement as part of strategic management and evaluation of success.

Time and location

1. webinaari 14.1.2025 klo 15-18
2. webinaari 28.1.2025 klo 15-18
3. webinaari 11.2.2025 klo 15-18
4. webinaari 4.3.2025 klo 15-18
5. weninaari 25.3.2025 klo 15-18

Learning materials and recommended literature

Porter, M. (1996). What is Strategy? Harvard Business Review, Nov-Dec 1996, pages 61-78.
Porter, M. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, Jan 2008, pages 78-93.
Prahalad, C. & Hamel, G. (1990). The Core Competence of the Organization. Harvard Business Review, May-June 1990, pages 79-91
Kim, W. Chan Blue ocean strategy 2004 (or newer).

And other starting material to be presented in connection with the teaching

Recommended reading
Porter, M., Lee, T. 2013. ”The Strategy That Will Fix Health Care”. Harvard Business Rewiew. https://hbr.org/2013/10/the-strategy-that-will-fix-health-care

Teaching methods

Online teaching, group work and independent study and peer support

Alternative completion methods

Studyfication is an alternative method of course implementation according to JAMK degree regulation.

Student workload

Pre-assignment and preparation for it 10 h
Lectures and workshops 20 h
Peer evaluation 10 h
On-line learning 45 h
Independent work 50 h

Content scheduling

Preliminary assignment 10 h
Lectures and group work 20 h
Intermediate task 20 h
Learning assignment 85 h

Further information for students

Evaluation of the learning task. peer and self-assessment, activity

Evaluation scale

Pass/Fail

Evaluation criteria, pass/failed

Passed (S)
You evaluate and analyze the role and significance of strategy and strategic management by applying key theoretical knowledge. You define the key concepts related to the special competence of the subject in relation to each other. You are also able to utilize international research and literature. You evaluate the development of your own strategic analysis skills critically, comprehensively and diversely. You report convincingly, presenting a clear, logically progressing whole. You reflect your learning. You write in an argumentative and error-free factual style. You follow Jamk's reporting guidelines. You participate in online meetings where you share what you have learned with others.

Fail (0)
You do not meet the level of approved competence.

Objectives

Purpose of the course
When you complete this course, you will understand strategic thinking and you are able to familiarize yourself with strategic management and strategy implementation. Strategy is a process in which the analysis of the operating environment plays a key role. Within the framework of the strategy, the organization's management sets goals and determines the operations through which the organization seeks to achieve long-term success and competitive advantage.

Competences
Proactive development
Is able to analyse the current situation and anticipate the future of their field and changes in the operating environment.

Learning objectives of the course
You recognize the role and significance of strategy and strategic management as a future success factor for companies and public organizations. You master the basic concepts of strategic thinking, identify different schools of strategic management and become familiar with strategic thinking in the digital age. You internalize the significance of strategy as a tool for developing operations, identify the different stages of the strategy process, master tools and methods related to strategy structuring and implementation.

You are able to evaluate different strategies and have the cognitive skills to carry out strategic analysis, choose a strategy and implement it.

Content

The main contents of this course are:

Strategies, types of strategies, strategic thinking and concepts of strategic management: scenarios, vision, mission, values, goals.
Development trends of the strategy and connection to the decision-making process.
The process and analysis of strategies, tools and implementation. Indicators and measurement as part of strategic management and evaluation of success.

Time and location

Online 100 %
Moodle workspace

Learning materials and recommended literature

Porter, M. (1996). What is Strategy? Harvard Business Review, Nov-Dec 1996, pages 61-78.Porter, M. (2008).

The Five Competitive Forces that Shape Strategy. Harvard Business Review, Jan 2008, pages 78-93.Prahalad, C. - Hamel, G. (1990).

The Core Competence of the Organization. Harvard Business Review, May-June 1990, pages 79-91
Kim, W.C. - Mauborgne, R. (2004) Blue Ocean Strategy. Harvard Business Review, October 2004, pages 76-84

Porter, M. - Kramer, M. (2011) Creating Shared Value. Harvard Business Review, Jan-Feb 2011, pages 62-77.

Mintzber, H., Ahlstrand, B. & Lampel, J. 2005. Strategy bites back. It is a lot more and less than you ever imagined. Pearson Prentice Hall. Upper Saddle River, New Jersey 07458

Hunt, S. & Lambe, J. 2000. Marketing’s Contribution to Business Strategy: Market Orientation, Relationship Marketing and Resourced-Advantage Theory. International Journal of Management Review 2(1), 17-43
Kim, W. C., Mauborgne, R., Tillman, M., & Susitaival, S. (2015). Sinisen meren strategia (Laajennettu p.). Talentum.

Additional learning material provided in the Moodle-workspace

During the course, the utilization of artificial intelligence, instructions and possible ethical questions follow the updated recommendations of Arene and Jamk's instructions.

Teaching methods

Learning environment: Moodle - workspace guides and supports learning. The webinars mainly focus on peer learning and guidance.

Online webinars: zoom link can be found on the Moodle workspace
Participation in webinars requires a working camera, headphones and microphone.

Students will be checked three weeks after the start of the implementation. When a student submits an orientation assignment, he/she expresses his/her activity and can continue studying during the course.

The content of the course focuses on business strategy.

There will be prerecorded lectures, business simulation game, learning from assignments and getting feedback from other students

Guidance
You will receive guidance in the Moodle learning environment (e.g. question and answer forum) and webinars. You will also receive guidance from your peer students.

Feedback
You will receive both qualitative and quantitative evaluation and feedback on your simulation game and learning assignment.
You give feedback on the course (mid-term and final feedback on the implementation).

Practical training and working life connections

Your student group forms a working life-oriented peer learning network.

Exam dates and retake possibilities

No exam

International connections

During the course, you will utilise international source material and the environment of the simulation game.

Alternative completion methods

You can familiarise yourself with 17§ of Jamk's degree regulations when considering the recognition and recognition of course competence based on your previously acquired competence and the objectives of the course.

Student workload

- orientation assignment 8 h
- lectures/online lectures 8 h
- individual learning assignments 30 h
- webinars or replacing assignments 8 h
- simulation game 51 h
- studying the course material 30 h

Total 135 hours

Content scheduling

In the course, learning takes place by participating in webinars, independent information search, gaming and by completing the learning assignments
Timetable of the learning assignments in the Moodle workspace

Further information for students

Orientation assignment, which is an individual assignment and will be returned before the 1st webinar. Assessment (adopted/completed/failed)
Three online meetings to monitor and support learning and the completion of a development task
Individual assignment, application of theory 40% of course grade, assessment 0-5
Simulation game, group assignment, 40% of course grade, assessment 0-5
Reflection assignment, individual assignment 20% of course grade, assessment 0-5

Evaluation scale

0-5

Evaluation criteria, pass/failed

Passed (S)
You evaluate and analyze the role and significance of strategy and strategic management by applying key theoretical knowledge. You define the key concepts related to the special competence of the subject in relation to each other. You are also able to utilize international research and literature. You evaluate the development of your own strategic analysis skills critically, comprehensively and diversely. You report convincingly, presenting a clear, logically progressing whole. You reflect your learning. You write in an argumentative and error-free factual style. You follow Jamk's reporting guidelines. You participate in online meetings where you share what you have learned with others.

Fail (0)
You do not meet the level of approved competence.