Lecture: 1 Hour
Seminar: 3 Hours
Lecture and discussion.
NOTE: As this is a capstone course, it is recommended that students take this course towards the end of their studies.
- Overview of strategic management and competitiveness
- Review of corporate performance (operational and financial), and measurement criteria
- External environment, industry competitiveness, industry players (national and international)
- Internal resource assessment, corporate strength and core competencies
- Business level strategies and implementation issues
- Corporate level strategy formulation, competitive dynamics and competitive response
- International takeovers, amalgamation, mergers, restructuring, alliances, entry and exit strategies
- Corporate monitor, control systems
- Management of financial and operational risks, in international settings
- Management control and reward systems
- Corporate innovation, and technological forecasting
- International trade systems, trade tribunals, trade agreements
- Restrictive trade practices and their impact on formulating strategic positioning
- Diversity and inclusion
- Ethics and Corporate Social Responsibility
- Framework for executing strategy
Upon completion of the course the student will be able to:
- Use strategic thinking about a company, its present position and long-term strategic direction
- Conduct critical strategic analysis in a variety of industries and competitive situations including for-profit and non-profit organizations, in global settings
- Demonstrate applied skills in crafting business strategies, reasoning strategic options, and the use of “what-if analysis” for risk management
- Evaluate strategic action alternatives, and make sound strategic decisions
- Identify and optimize among a range of options managers can take to effectively execute strategy
- Integrate the knowledge and skills gained in other business/ accounting courses, and show how the various pieces of the operation fit together for strategic positioning and success
- Conduct an internal analysis, assess the external environment, determine and prioritize strategic actions
- Assess the impact of international trade agreements on industry performance
- Assess the role of technology in the formulation and delivery of corporate strategy
- Identify the best courses of action for corporate strategy implementation and viable financial results
- Evaluate the strategic decisions and their consequences in a comprehensive case review setting
- Evaluate the impact of diversity and inclusion in executing company strategies
- Assess the role of culture and leadership in executing company strategies
| Group written case analysis | 20% |
| Midterm | 20%-25% |
| Participation | 10%-15% |
| Individual written case analysis | 15%-25% |
| Group case presentation | 0-10% |
| Final exam | 20%-30% |
| Total | 100% |
Students must pass the combined total individual assessment components in order to pass the course.
Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the Douglas College Research Ethics Board prior to conducting the research.
Thompson, Jr., A.A., Peteraf, M.A., Gamble, J.E., and Strickland III, A.J., Crafting and Executing Strategy, McGraw-Hill, latest edition
Or
Any alternative textbook that has been approved by the department.
Students are also expected to review / analyze several journals, research reports.
Faculty of Commerce and Business Administration approved calculators only.
90 Credits towards BBA Degree OR permission of instructor
Courses listed here must be completed either prior to or simultaneously with this course:
- No corequisite courses
Courses listed here are equivalent to this course and cannot be taken for further credit:
- No equivalency courses