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Strategic Management

Course developer

Prior knowledge

Ekon5139, Economic Resources

VadZ5055, Business Planning and Controlling

Course abstract

Master students are provided with knowledge of the substance and methods of strategic enterprise management. By using various strategic management methods and models that are popular in the world, students gain knowledge of how to practically apply strategic management, i.e. to perform a strategic analysis and planning and management activities for an enterprise.

Learning outcomes and their assessment

Students will be able to:
- demonstrate an extended knowledge and understanding of the substance and concepts of strategic management t – discussions in classes, a test;
- Demonstrate an in-depth knowledge and understanding of instruments for implementing a strategy - practical assignments, group work, independent work;
- Demonstrate the knowledge of how to apply a portfolio analysis in enterprises and organisations - practical assignments;
- Independently assess the internal and external environments of an enterprise - practical assignments, group work, independent work;
- Independently analyse the elements of an enterprise value chain - discussions in classes, practical assignments, independent work;
- Responsibly plan the completion of the assignments given - group work, independent work;
- Responsibly plan the completion of the assignments given - group work, independent work;
- Engage in teamwork, express and argue their own opinions - group work;
- Present the plans designed and the results of analyses – presentation;
- Perform an analysis of competitive advantages - practical assignments, a test;

- Draw up a strategic plan - practical assignments, independent work.

Course Content(Calendar)

1. The essence of strategic management (lecture - 1 hour).
2. Methodology of strategic analysis (lecture - 1 hour).
3. Strategic analysis of the external and internal environment of the organization (lecture - 1 hour, practical - 1 hour).
4. Analysis of the internal environment elements of the organization (lecture - 1 hour, practical - 1 hour).
5. Analysis of external strategic factors of the organization (lecture - 2 hours, practical - 1 hour).
6. Strategic analysis of alternatives and choice of strategy (lecture - 1 hour, practical - 1 hour).
7. Strategic alternatives development process (lecture - 1 hour, practical - 1 hour).
8. Forecasting in strategic management (lecture - 1 hour, practical - 1 hour)
9. Analysis of strategies in anti-crisis management (lecture - 1 hour, practical - 1 hour).
10. Anti-crisis strategic management (lecture - 1 hour, practical - 1 hour).
11. Strategy analysis in the process of strategy implementation (lecture - 1 hour, practical - 1 hour)
12. Test (practical - 1 hour)

13. Presentations (practical - 2 hours)

Requirements for awarding credit points

The cumulative assessment of the study course consists of:
Test - 20 points;
Independent work - 20 points;
Practical classes - 20 points;
Discussion in classes - 20 points;
Independent work presentation - 20 points.

The student must develop an independent work - a strategic analysis of the company "X", presenting it. Presentation duration - up to 10 minutes.

Description of the organization and tasks of students’ independent work

The student must develop an independent work - a strategic analysis of the company "X", presenting it. Presentation duration - up to 10 minutes.

Criteria for Evaluating Learning Outcomes

The evaluation of the study course depends on the evaluation of the test, practical and independent work - 10 points make up 1 point.
Independent work and tests are assessed in accordance with the previously determined assessment procedures.

Compulsory reading

1. Jenkins W., Williamson D. Strategic Management and Business Analysis. Second edition. London; New York, NY: Routledge, Taylor & Francis Group, 2016. xi, 297 p. ISBN 978-1-138-81765-4
2. Grant R.M. Contemporary Strategy Analysis. Chichester, West Sussex: John Wiley & Sons, 2016. xvi,458 p. ISBN: 978-1-119-12083-4
3. Baaij M., Reinmoeller P. Maping a Winning Strategy: Developing and Executing a Successful Strategy in Turbulent Markets. United Kingdom; North America: Emerald Publishing, 2018. xxiv, 248 p. ISBN 978-1-78756-130-4
4. Kasahara E. Practical strategic management: how to apply strategic thinking in business. Rikkyo University, Japan, 2015, 139 p.
5. Caune J., Dzedons A. Stratēģiskā vadīšana. 2.izd. Rīga: Lidojošā zivs, 2009.
6. Volkova T., Aneraude B. U.c. Bizness pāri robežām. Praktisks ceļvedis jaunu tirgu apgūšanā. Rīga: LU Akadēmiskais apgāds, 2010.
7. Caune J., Dzedons A. Stratēģiskā vadīšana. Rokasgrāmata. Funkcionālā, biznesa un korporatīvā līmeņa stratēģija. Rīga: de Novo, 2004.
8. Forands I. Biznesa vadības tehnoloģijas. Foranda konsultantu grupa, 2004.

9. Charles W.L.Hill, Gareth R. Jones Strategic management: an integrated approach. Boston, New York, Houghton Mifflin Company. 2007, 511 p.

Further reading

1. Thompsons J., Scott J. M., Jonatham M., Martin F. Strategic Management: Awareness & Change. 8th ed. Australia: Cengage Learning, 2017., 650 p. ISBN: 978-1-4737-2633-8
2. Современный стратегичекий анализ. Иванов П.В. и др. Под редакцией Иванова П.В. Ростов н/Д, Феникс, 2014. 589 с.
3. Stjuarts T., Kirbija Dž u.c. Stratēģijas atjaunošana. Rīga: SIA „Lietišķās informācijas dienests”, 2009

4. Leiks N. Startēģiskā plānošana. Multineo, 2008.

Periodicals and other sources

1. Dienas Bizness: nedēļas laikraksts: Latvijas Biznesa avīze. Rīga: Diena: Dagens Industri, 1992. ISSN 1407-2041

2. Strategic Management Journal: the official journal of: the Strategic Management Society. Wiley Online Library. John Wiley & Sons, Ltd. Online ISSN: 1097-0266.

Notes

Elective study course for the ESAF professional master programme Business Management.