SemesterFall 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
PrerequisiteFundamentals of Operation Management、Lean Management、Managing Operations、Operation Management、Operations Management、Principles of Operations Management、Production / Operation Management、Production and Operation Management,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,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,Foundations 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,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
Course Objective
Course Description
Course Schedule







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



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



     3. Course policies, slides, assignments, and guidance can be found on Moodle. Students should check this site regularly.



         4. ALL students prepare ALL cases!










































































































































Week



Topic



Content and Reading Assignment



Teaching Activities and Homework



Student workload expectation



In-class Hours



Outside-of-class Hours



1



9/17




  • Course Introduction

  • What is Strategy and Why is it Important?



Chapter 1




  • Lecture

  • Assigning Groups



3



6



2



9/24



Public Holiday (Mid-Autumn Festival) —No Class



3



10/1




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



     Chapter 3



Lecture



3



6



4



10/8




  • Internal Analysis: Resources, Capabilities, and Activities



Chapter 4



Lecture



3



6



5



10/15




  • Competitive Advantage and Firm Performance




  • Chapter 5

  • Case 1: Apple Inc. in 2012




  • Lecture

  • Case presentation and discussion



3



6



6



10/22




  • Business Strategy: Differentiation, Cost Leadership and Integrated



Chapter 6



Lecture



3



6



7



10/29




  • Business Strategy: Innovation and Strategic Entrepreneurship




  • Chapter 7

  • Case 2: Zara: Fast Fashion




  • Lecture

  • Case presentation and discussion



3



6



8



11/5



Midterm Exam



9



11/12




  • Corporate Strategy: Vertical Integration and Diversification

  • Corporate Strategy: Acquisitions, Alliances and Networks



Chapter 8, 9



Lecture



3



6



10



11/19




  • Competitive positioning and competitive dynamics



Case 3: Dogfight over Europe: Ryanair (A)



Case presentation and discussion



3



6



11



11/26




  • Introduction of Market Rivalry through Game Theory



Supplementary Materials



Activity: Win as much as you can



3



6



12



12/3




  • Global Strategy: Competing Around the World




  • Chapter 10

  • Case 4: Grolsch: Growing Globally




  • Lecture

  • Case presentation and discussion



3



6



13



12/10




  • Organization Design: Structure, Culture, and Control

  • Corporate Governance: Business Ethics




  • Chapter 11, 12




  • Case 5: Accounting Fraud at Worldcom




  • Lecture

  • Case presentation and discussion



3



6



14



12/17




  • Decision making and strategic leadership

  • Course Wrap-up



Supplementary Materials



Activity: Desert survival



3



6



15



12/24



Term Project Presentation



16



12/31



Holiday—No Class



17



1/7



Flexible Class (Office Hour)



18



1/14



Flexible Class (Office Hour)




Teaching Methods
Teaching Assistant

TBD


Requirement/Grading

More detailed instructions will be provided in the first class.




  1. One Midterm Exam (25%)



Midterm 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 zero on the exam.




  1. Case Analysis—Case Write-up + Presentation (25%)



The case assignment consists of two parts: group write-up (5-page at maximum) and group presentation in class. For one of the cases, your group will be chosen to play the role of consultants. Your role is to use the case to develop a set of recommendations derived from proper analysis. The case questions attached in the syllabus should guide students in the write-up and in-class discussion. Students are encouraged to state and address additional problems identified in the case.



A copy of the group’s case write-up and presentation slides should be uploaded to Moodle by 5 PM the day before the presentation. You are also expected to hand in the hard copy of the case write-up in class. Late assignments will NOT be accepted and cannot be made up.




  1. Term Project —Report + Presentation (30%)



For the term project, your team is expected to identify a situation that a company makes a corporate-level strategic decision. Corporate-level strategic decisions relate to issues such as M&A, alliance formation, diversification, vertical integration, international expansions, business ethics, and so forth that are covered in our course topics after the midterm exam.



Each team will be required to (a) submit a term project report (6-page at maximum) and (b) provide a presentation outlining the background, analysis, and conclusion of your term project. Each team will have 20 minutes for the presentation in December 24th. A copy of the term project report and presentation slides should be uploaded to Moodle by 5 PM the day before the presentation. You are also expected to hand in the hard copy of the term project report in class. Late assignments will NOT be accepted and cannot be made up. More detailed instructions will be provided in class as the semester progresses.




  1. Attendance and Class Participation (20%)



Attendance: 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.



Class participation: In grading the class participation score, I will use several criteria, most of which emphasize the quality of comments, including (a) relevance, (b) additivity, (c) substance, (d) persuasiveness, (e) questioning, and (f) amount of participation.




  1. Peer Evaluation



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.




  1. Course Policy and Requirements



In this course, our class meetings will be “unplugged.” Please turn off all computers, tablets, organizers, phones, or other electronic devices during class meetings, so that everyone can focus their full attention on the class discussion itself. You will be regarded as “ABSENCE” if you use laptop and smartphone during the class.



There are very high expectations about professional behavior in this course. Please avoid the following unprofessional behaviors:




  • Arriving late for class meetings.

  • Not being prepared for class and case discussion.

  • Holding side conversations during class meetings. (If you have a question about the class material, please raise your hand and ask it, rather than whispering it to your neighbor. Chances are good that if you have a question about what’s happening, then many of your classmates may also have the very same question, so asking the question publicly rather than privately helps everyone. If you have to discuss something unrelated to class with a classmate, then please wait until after class.)

  • Inattention during class meetings (e.g., using laptop or cell phone, reading unrelated materials or studying for other classes).

  • Personal attacks or comments of a disrespectful or insulting nature, directed toward anyone.



Unprofessional behavior may be penalized. Penalties may include losing points in class participation grade, a zero on the assignment, not being eligible for grade curve, 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. Please also note that 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.


Textbook & Reference

Textbooks




  1. Strategic Management by Frank T. Rothaermel. 3rd edition. McGRAW-HILL Education (ISBN 978-1-259-25549-6)



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




  1. HBSP cases: Cases will be ordered from PERDO. Every enrolled student is required to pay the fee for copyright and photocopy for all five cases.


Urls about Course
Attachment