SemesterSpring Semester, 2018
DepartmentSenior Class A, Department of Business Administration Senior Class B, Department of Business Administration
Course NameStrategic Management
InstructorGUO SHIAU-LING
Credit3.0
Course TypeRequired
PrerequisiteFoundations in Human Resources and Organizational Dynamics、Human Capital Management、Human Resource Development、Human Resource Management、Human Resource Management Seminar、Human Resource Mangement for International Managers、Human Resources、Human Resources and Organization、Human Resources Management、Human Resources Management in International Context、Human Resourses Development、International management of human resource、Introduction of Human Resource Management、Introduction to HR Mgmt、Introduction to Human Resourse Management、Leadership,critical Thinking and Decision Making、Management of Human Resources、Managing Human Resources、Managing People in Organization、Organization and Human Resource Management、Organizational Behavior、Personnel Administration、Strategic Human Resource Management、Work Psychology for Human Resources Management,Fundamentals of Operation Management、Lean Management、Managing Operations、Operation Management、Operations Management、Principles of Operations Management、Production / Operation Management、Production and Operation Management,Basic Corporate Finance、BUS 312 Financial Management、Business Finance、Corporate Finance、Finance Management (SBB)、Financial Management、Financial Statement Analysis、Finanzmanagement、International Financial、Introduction to Finance、Managerial Finance、Principles of Finance、Problems in Business Finance,Business Information Management、Consulting in Information Systems、Information Management、Information Systems for Digital Business、Introduction to Information System、Management Info Systems、Management Information、Management Information System、Management Information Systems、Management of Information Systems、Organizational Informatics,Advertising、Basic Marketing Management、BUS 343 Marketing Management、Customer Relationship Management、Foundation of Marketing、Foundations of Marketing、Fundamentals of Marketing、General Principles of Marketing、Global Marketing、Intro to Market Analysis、Introduction to Marketing、Introduction to Marketing Management、Management of Fashion Companies、Market Management、Marketing、Marketing (SBB)、Marketing Communication、Marketing Concepts、Marketing Management、Marketing Management Decisions、Marketing Management for International Managers、Marketing Principles、Marketing Principles & Practice、Marketing Strategy、Principle of Marketing、Principles of International Marketing、Principles of Marketing、Salea and Marketing Practices in Multinational Enviroment、Sales Management、Topics in Marketing、Trade Marketing and Category Management
Course Objective
Course Description
Course Schedule























































































































































週次



Week



課程主題



Topic



課程內容與指定閱讀



Content and Reading Assignment



教學活動與作業



Teaching Activities and Homework



學習投入時間



Student workload expectation



課堂講授



In-class Hours



課程前後



Outside-of-class Hours



1



2/28



Public Holiday



N/A



N/A



0



0



2



3/7




  • Course Introduction

  • What is Strategy and why is it important?



Chapter 1




  • Lecture

  • Prepare the course chapters



3



6



3



3/14




  • External Analysis: Industry Structure, Competitive Forces, and Strategic Groups



Chapter 3



Lecture



3



6



4



3/21




  • Internal Analysis: Resources, Capabilities, and Activities

  • Competitive Advantage




  • Chapter 4, 5

  • Case 1: Apple-Industry analysis-712490-PDF-ENG




  • Lecture

  • Case presentation and discussion



3



6



5



3/28




  • Competitive Advantage and Firm Performance



Case 2: Zara: Fast Fashion -703497-PDF-ENG



Case presentation and discussion



3



6



6



4/4



企管系商務研習週 (4/2-4/6),統一停課以便進行海外研習、企業參訪、企業競賽、企業專案等活動



7



4/11




  • Business Strategy: Differentiation, Cost Leadership and Integrated



Chapter 6



Lecture



3



6



8



4/18




  • Business Strategy: Innovation and Strategic Entrepreneurship




  • Chapter 7

  • Case 3: Make or Break at RIM (in 2013): Launching BlackBerry 10 MH0020-PDF-ENG




  • Lecture

  • Case presentation and discussion



3



6



9



4/25




  • Corporate Strategy: Vertical Integration and Diversification



Chapter 8



Lecture



3



6



10



5/2




  • Corporate Strategy: Acquisitions, Alliances and Networks



Chapter 9



Lecture



3



6



11



5/9




  • Competitive positioning and competitive dynamics



Case 4: Dogfight over Europe: Ryanair (A)



Case presentation and discussion



3



6



12



5/16




  • Introduction of Market Rivalry through Game Theory



Supplementary Materials



Activity: Win as much as you can



3



6



13



5/23




  • Global Strategy: Competing Around the World




  • Chapter 10

  • Case 5: Grolsch: Growing Globally - PG0001 - PDF - ENG




  • Lecture

  • Case presentation and discussion



3



6



14



5/30




  • Organization Design: Structure, Culture, and Control




  • Chapter 11



Lecture



3



6



15



6/6




  • Corporate Governance: Business Ethics, and Strategic Leadership




  • Chapter 12

  • Case 6: Accounting Fraud at Worldcom - 104071 - PDF - ENG




  • Lecture

  • Case presentation and discussion



3



6



16



6/13




  • Decision making and strategic leadership



Supplementary Materials



Activity: Desert survival



3



6



17



6/20



Course Summary



Supplementary Materials



Final Exam



3



6



18



6/27



企管系商務研習週 (6/25-6/29),統一停課以便進行海外研習企業參訪、企業競賽、企業專案等活動




Note. Instructor reserves the right to adjust schedule as needed.


Teaching Methods
Teaching Assistant

TBD


Requirement/Grading








Course policy




  1. Instructor reserves the right to adjust schedule as needed – some topic may run longer.



 




  1. Students need to show up in the first class if they would like to enroll in this course.



 




  1. Students are expected to arrive this course on time. Class attendance is part of the learning process. I will check the attendance randomly. If you miss over three times at the random call, your grade will be affected and may fail to get the credit.



 




  1. The use of laptop and smartphone is NOT allowed during the class unless the instructor asks for. You will be regarded as “ABSENCE” if you use laptop and smartphone during the class. Please switch voice-off for your cellular phones.



 




  1. Assignments that appear to be copied in whole or in part will be considered to violate the academic code of conduct and will be dealt with accordingly.



 




  1. You may lose points for the following reasons: 1) Disrespectful actions during discussion. 2) Chronic distractions such as your laptop or cell phone. 3) Not completing the peer review. 4) Not being prepared for case discussion. Penalties may include a zero on the assignment, not being eligible for grade curve, an exam which is unique to you, zero on the exam, being moved within the classroom, being asked to leave the room, or other as allowed by the University or limited by my creativity. I am easy going and flexible. I am extremely intolerant of cheating.



 




  1. One of the enduring difficulties of using group projects in a class is assessing the contributions of individual group members to the final cumulative product of the group. Consequently, in evaluating group project work and assigning grades, it is important to have input from the members of the groups that participated. In this regard, you will be evaluating each of your group member’s contribution at the end of the semester.





Evaluation Criteria



A. One Final Exam (30%): Final exam will be given during the regularly scheduled class time. You are expected to be present at the beginning of class for the exam so please arrange your schedule accordingly. If you believe you have an excellent reason for not being there, you must get permission BEFORE the exam and arrange a make-up exam. Failure to take the exam on the scheduled date in the scheduled time slot may result in a make-up essay exam or a zero on the exam.



 



B. Case Analyses: Strategic thinking and analysis is best learned through practice. The cases we will study are about real world business situations; they are an opportunity to both apply the concepts we discuss in class as well as further develop our ability to think about business strategy. How much you get out of a case depends on your preparation and active participation. Case analyses will be completed in groups.



 



i) Case Write-up + Presentation (30%): For one of the cases, your group will be chosen to play the role of consultants. A second group will be chosen to act as the senior management team. The general approach is that your group will lead the class discussion by presenting the results of your analysis to the class. Your role is to use the case to develop a set of recommendations derived from proper analysis. Each recommendation should be valid and tied to the analysis. One of the recommendations should be chosen to additional support. Choosing a recommendation also implies students should consider risk, mitigation of risk, as well as implementation issues. The case assignment consists of two parts: group write-up (20% of the final grade) and group presentation (20% of the grade) in class. Each case presentation will have three parts:



- Approximately 5 minutes identifying the problem(s) facing the company along with the symptoms of the problems;



- Approximately 20 minutes outlining the central issues confronting the company, analyzing these issues using course concepts and models, and addressing the questions of the case.



- Approximately 10 minutes leading a discussion with the class – answering questions and trying to determine where they agree and disagree with your team’s analysis. You should defend your position, but also be willing to incorporate good suggestions from the class.



 



The format above is a general format that can work. Feel free to deviate from this format should you have an idea which you think will be more effective. Each of the presenting groups is to prepare some discussion issues for the class. A copy of the presenting group’s case write-up, presentation slides and discussion questions should be e-mailed to me by 6 PM the day before the presentation.



 



(ii) Case Management Team representation with Write-up (10%): For one of the cases, your group will be chosen to act as the management team. Your role is to use the case to develop a set of recommendations derived from proper analysis. Each recommendation should be valid and tied to the analysis. One of the recommendations should be chosen to additional support. Choosing a recommendation also implies students should consider risk, mitigation of risk, as well as implementation issues. It is easiest to restate the question(s) and address the question directly with analysis. This is NOT meant to be a regurgitation of case facts. This preparation will help each class member to have discussion questions prepared for the presenting teams.



 



A copy of the management team group’s case write-up should be e-mailed to me by 6 PM the day before the presentation.



 



Because both the consulting and management team cases compose an important part of the course. Students should feel free to do additional research on the companies, competitors and implementation issues. However, you cannot use information which was not available at the time of the case. We are aware that many of the cases are a few years old. However, the path chosen by the company was not necessarily the only option and there is no evidence that it is the “right” option. We only know that for the path chosen, we can observe the outcome. We don’t know the outcome of a path not chosen. Thus, it is not the recommendation which is most critical. The support of the alternatives and support for the recommendation is more important.



 



In your case write-up (both consulting and management teams), you need to follow the format:



- Title page with your group number and the names of your members (full name with student ID number);



- 5 pages at maximum (excluding, title page, tables, figures, appendices and references);



- 1.5~2 line spacing;



- Times New Roman 12-point font;



- Use 8.5 x 11 paper;



- Use page numbers;



- Insert footnotes and proper citations where necessary.



 



Note: Late assignments will NOT be accepted and cannot be made up. Re-grade requests must be made in writing within five days of the first attempt to return the write-up. All group members must be present for the presentation. Bear in mind that some of the best papers I have seen have been short and concise, but clearly demonstrated mastery of the subject. Use bullets, tables, and graphics where it makes sense. The grade is based on professionalism, clarity, completeness and support of relevant concepts and issues, and creativity, completeness and support of recommendation.



 



C. Class Participations (30%): You will have several opportunities to link course concepts to examples from your workplace or the business press to the class discussions. The most common way to contribute to class learning is through contributing to the discussion. Fundamentally, a good contribution involves presenting a clear opinion, expressing it civilly, and supporting the opinion with sound logic. In addition, we all have the responsibility to create an environment where each member of the class feels comfortable offering his or her opinion; thus, knowing how to listen is also important. In grading the class discussion score, I will use several criteria, most of which emphasize the quality of comments, including:



a) Relevance – Do your comments speak directly to the issues and concepts being addressed? Do they extend our understanding of those issues or concepts? Do they reflect your adequate preparation to participate in the discussion?



b) Additivity – Do your comments reflect active listening to the comments of other class members? Have they incorporated insights introduced earlier and built upon them?



c) Substance – Do your comments make a real contribution to the ideas being exchanged? Has anything new been gained from your contribution to the discussion?



d) Persuasiveness – Have your points been well articulated, argued, and supported, such that others take note of the convincing nature of your points?



e) Questioning – Have your comments reasonably questioned the comments of others or challenged their assumptions without disparaging the person who offered them?



f) Amount of participation (this does NOT mean dominating the discussion, rather frequency of additive comments).



 



You are not required to speak each day although this does help your odds of accumulating points. However, it is more important to add insight or ask clarification where you can add unique value. If I ask questions about the case or chapter and you are unprepared, you will not accumulate points for that day. I reserve the right to adjust participation based quality of contribution. This means extra points for those who further the discussion or add depth. It also means that those seeking “air time” will not be rewarded.


Textbook & Reference

Textbooks





  1. Strategic Management Concepts by Frank T. Rothaermel. 3rd edition.



    Please note that this is the Concepts book only and NOT Concepts and Cases.




  2. HBSP cases





References





  1. Seetoo, D.S. 2005. Strategic Management: A New Perspective for Analysis (2nd Ed.). Taipei:



    Best-Wise.




  2. Hill, C.W.L., & Jones, G.R. 2013. Strategic Management Theory: An Integrated Approach (10th Ed.). Boston: Houghton Mifflin.




  3. 司徒達賢 (2016),「策略管理新論 -觀念架構與分析方法」,台北:智勝文化出版社,三版。




Urls about Course
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