Code: | 1GE306 | Acronym: | ESTE |
Keywords | |
---|---|
Classification | Keyword |
OFICIAL | Management Studies |
Active? | Yes |
Responsible unit: | Management |
Course/CS Responsible: | Bachelor in Business Administration |
Acronym | No. of Students | Study Plan | Curricular Years | Credits UCN | Credits ECTS | Contact hours | Total Time |
---|---|---|---|---|---|---|---|
LGES | 242 | Bologna Syllabus since 2012 | 3 | - | 6 | 63 | 162 |
This course main aim is to provide students with a consistent perspective of key strategy concepts. Specifically, to provide them with tools to: 1) analyze the external and internal contexts of a focal company or organisation; 2) characterize the nature (content) of the strategies pursued; 3) identify the strategy formation mechanisms in the company and its main counterparts.
Additionally, the course also aims at training students in applying the theoretical tools to characterize the strategies currently underway in companies and organizations and to produce strategic recommendations grounded in sound internal and external analysis. Furtermore, the course also aims at developing capabilities of research, analysis and discussion and communication that will be useful for them to participate actively in strategy management and implementatio processes and strategy implementation. The present discipline of Business Strategy starts from the classical perspective,because it is more familiar to the stu dents, but presents them with alternative currents of thought about the fundamentals of strategies and about the processes of strategy formation.
Students shoud be able to analise problems and take decisions using the tools discussed in class. Namely, they should be able to distinguish the different strategy levels, to identify and analyse the organizational and external factors that are relevant in each case and to draw adequate strategies. As the strategic analysis, decision-making and implemention are holistic processes, students must be able to consider the requirements and impacts that strategies place upon the organizations.
Students must also develop soft skills as the ability to work in group and to present and discuss their ideas and arguments in a clear and appealing way. This will be mainly achieved throught group assigments and the presentation of the outcomes of those assignments (short cases and group projects) in class.
No pre-requisites required
1. Introduction to Strategy
1.1. Introduction
1.2. Concept of strategy
1.3. Exploring Strategy Model
1.4. Working with strategy
1.5. Studying strategy
1.6 Evaluating strategies
2. Macro-environment analysis
2.1. Introduction
2.2 PESTEL analysis
2.3 Forecasting
2.4 Scenarios
3. Industry ans Sector Analysis
3.1 Introduction
3.2.The competitive forces
3.3. Industry types and dynamics
3.4. Competitors and markets
3.5. Opportunities and threats
4. Resources and Capabilities
4.1. Introduction
4.2. Foundation of resources and capabilities
4.3 Distinctive resources and capabilities as a basis of competitive advantage
4.4. Diagnosing resources and capabilities
4.5. Dynamic capabilities
4.6 Strengths and Weaknesses
5. Purpose and Stakeholders
5.1. Introduction
5.2. Mission, Vision and Values
5.3 Stakeholders
5.4. Social responsibility and ethics
6. History and Culture
6.1. Introduction
6.2. Importance of history
6.3. Culture and its importance
6.4. Strategic drift
7. Strategies (at) Business level
7.1. Introduction
7.2. Generic competitive startegies
7.3. Interactive strategies
7.4. Business Model
8. Strategy (at) the corporate level
8.1. Introduction
8.2. Strategic directions
8.3. Diversification drivers
8.4. Diversification and performance
8.5. Vertical integration
8.6. Value creation and the corporate parent
8.7. Portfolio matrices
9. International Strategy
9.1. Introduction
9.2. Inducers of internationalization
9.3. Geographic Sources of Advantage
9.4. international strategies
9.5. Market Selection and entry
9.6 International Portfolio
9.7 Internationalization and Performance
10. Entrepreneurship and Innovation
10.1. Introductio
10.2 Entrepreneurship
10.3 Innovation dilemmas
10.4. Innovation difusion
10.5. Innovators and followers
11. Mergers, Acquisitions and Alliances
11.1. Introduction
11.2. Organic Development
11.3. Mergers and acquisistions
11.4. Strategic alliances
11.5. Comparing organic development, mergers and acquisitions, strategic alliances
12. Strategy evaluations
Lectures combine the presentation of theoretical concepts and tools the presentation, analysis and discussion of real-life cases and, eventually short videos. Classes also include the presentations of group assignments. This methodology, that stimulated debate and the participation of students, aims at helping them understand the teoretical concecpts and tool and their applicability to real-life settings.
Students are challenged to solve a strategic challenge of a real organization. The project is developed aloong the semester and has one intermediate presentation and oone final presentation.
Designation | Weight (%) |
---|---|
Teste | 60,00 |
Trabalho prático ou de projeto | 40,00 |
Total: | 100,00 |
Designation | Time (hours) |
---|---|
Apresentação/discussão de um trabalho científico | 3,00 |
Estudo autónomo | 67,00 |
Frequência das aulas | 42,00 |
Trabalho de campo | 50,00 |
Total: | 162,00 |
There is no minimum number classes that need to be attended to be approved.
Students must participate in the final presentations of the group assignment that constitute a component of evaluation.
Participation in the classes dedicated to the application of contents to the group project is registered and is considered in the evaluation of the group members.
The assessment process provides two alternatives:
1 ) Distributed evaluation: it which consists of a group assignment component and 3 tests, made during the semester.
Approval in the course requires a minimum of 7/20 points in the theory component (tests) and group work.
2 ) Exam.
Note: oral tests can be made to confirm the grades of the written tests and exam, if thus considered necessary by the course teaching team.