Strategic management (5 cr)

Evaluation scale

Pass/Fail

Content scheduling

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

Objective

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.

Materials

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

Completion alternatives

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

Assessment criteria, approved/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.

Further information

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