SemesterSpring Semester, 2021
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 ManagementorOperations and Supply Chain 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 & Practice、Marketing Strategy、Principle of Marketing、Principles of Marketing、Salea and Marketing Practices in Multinational Enviroment、Sales Management、Topics in Marketing、Trade Marketing and Category Management,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 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、Introduction to Information System、Management Info Systems、Management Information、Management Information System、Management Information Systems、Management of Information Systems、Organizational Informatics,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
Course Objective
Course Description
Course Schedule





































































































































 



Week



Topic



Content and Reading Assignment



Teaching Activities and Homework



Student workload expectation



In-class Hours



Outside-of-class Hours



1



2/22



Course Introduction: What is Strategy and Why is it Important?



Chapter 1




  • Lecture

  • Assigning Groups



3



6



2



3/1



Deferred Holiday(228 Memorial Day)—No Class



3



3/8



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



Chapter 3




  • Lecture



3



6



4



3/15



Internal Analysis: Resources, Capabilities, and Activities



Chapter 4



Case 1– Apple Inc. in 2012




  • Lecture

  • Case discussion



3



6



5



3/22



Business Strategy: Differentiation, Cost Leadership, and Blue Oceans/



Competitive Advantage and Firm Performance, and Business Models



Chapters 5, 6




  • Lecture



3



6



6



3/29



Business Strategy: Innovation, Strategic Entrepreneurship, and Platforms



Chapter 7



Case 2–Sony AIBO




  • Lecture

  • Case discussion

  • Submit term project proposal



 



 



7



4/5



Deferred Holiday(Children Day/Tomb Sweeping Festival)—No Class



8



4/12



Corporate Strategy: Vertical Integration and Diversification



Chapter 8




  • Lecture



3



6



9



4/19



Corporate Strategy: Strategic Alliance, Mergers, and Acquisitions



Chapter 9




  • Lecture



3



6



10



4/26



Global Strategy: Competing Around the World



Chapter 10



Case 3–Zara: Fast Fashion




  • Lecture

  • Case discussion



3



6



11



5/3



Midterm Exam



3



10



12



5/10



Organization Design: Structure, Culture, and Control



Chapter 11



Case 4–Stone Finch, Inc.: Young Division, Old Division




  • Lecture

  • Case discussion



3



6



13



5/17



Field Learning Week (Office Hours)



14



5/24



Introduction of Market Rivalry through Game Theory



Supplementary Materials



Case 5–Dogfight over Europe: Ryanair (A)




  • Case discussion



Activity: Win as much as you can



3



6



15



5/31



Course Wrap-up and Summary



3



6



16



6/7



Term Project Presentation



3



10



17



6/14



Dragon Boat Festival(Holiday)—No Class



18



6/21



Field Learning Week (Office Hours)




The lecturer reserves the right to modify this syllabus throughout the semester if necessary.



 


Teaching Methods
Teaching Assistant

TBD


Requirement/Grading

  1. One Midterm Exam (30%): Midterm exam will be given during the regularly scheduled class time in May 3rd.

  2. Case Analysis—Case Write-up + Presentation (20%): There are five cases in this semester. Each case will be assigned to groups for case write-up and presentation. 

  3. Term Project —Report + Presentation (30%): For the term project, your team is expected to identify a situation that a company underwent or is going to make a corporate-level strategic decision. Each team will be required to collect information on the company of its choice (and industry where the company is in if necessary), highlight the course topic you are going to apply to the company for investigation, analyze and assess the situation and the company’s corporate strategic decision, and then assess the path chosen by the company and propose your recommendations.

  4. Attendance and Class Participation (20%): Students are expected to arrive this course on time. Class attendance and participation are parts of the learning process. If student misses over THREE times at the random call, the grade will be affected and may fail to get the credit.

  5. Peer Evaluation: The highest rating for peer evaluation is 5. Students who receive an average rating that is less than 3 but greater than or equal to 2, i.e., 2.0 to 2.99, by other team members will have 20% deducted from their group work point total; students who have an average rating less than 2 will have 25% deducted.



Course Policy and Requirement



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.



It is everyone’s responsibility to foster a mutually respectful learning environment. So, there are very high expectations about professional behavior in this course. 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 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.



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



Strategic Management by Frank T. Rothaermel. 4th edition (International edition). McGRAW-HILL Education.



(ISBN 978-1-260-09237-0).




  • 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.



Case 1—Apple Inc. in 2012



Case 2—Sony AIBO: The World’s First Entertainment Robot



Case 3—ZARA: Fast Fashion



Case 4—Stone Finch, Inc.: Young Division, Old Division



Case 5—Dogfight over Europe: Ryanair (A)




 


Urls about Course
Attachment