Semester	Fall Semester, 2023
Department	Senior Class A, Department of Business Administration Senior Class B, Department of Business Administration
Course Name	Strategic Management
Instructor	GUO SHIAU-LING
Credit	3.0
Course Type	Required
Prerequisite	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,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,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、Introduction to Financial Management、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,Core Areas of International Business、Fund Op & Supply Chain Management、Introduction to Logistics and Supply Chain Management、Operations and Supply Chain Management、Operations Management、Operations Strategy

Course Objective

Course Description

Course Schedule

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

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

Week	Topic	Content and Reading Assignment	Teaching Activities and Homework
1 9/11	Course Introduction: What is Strategy and Why is it Important?	Chapter 1	Lecture & Assigning Group
2 9/18	External Analysis: Industry Structure, Competitive Forces, and Strategic Groups	Chapter 3	Lecture & Activity
3 9/25	Internal Analysis: Resources, Capabilities, and Activities	Chapter 4 Case 1	Lecture & Case Discussion
4 10/2	Business Strategy: Differentiation, Cost Leadership, and Blue Oceans	Chapter 6	Lecture & Activity
5 10/9	Adjusted Holiday: National Day
6 10/16	Business Strategy: Innovation, Strategic Entrepreneurship, and Platforms	Chapter 7 Case 2	Lecture & Case Discussion
7 10/23	Competitive Advantage and Firm Performance, and Business Models	Chapters 5 Case 3	Lecture & Case Discussion
8 10/30	Corporate Strategy: Vertical Integration and Diversification	Chapter 8	Lecture & Term Project Proposal
9 11/6	Corporate Strategy: Competing Around the World	Chapter 10 Case 4	Lecture & Case Discussion
10 11/13	Corporate Strategy: Strategic Alliance, Mergers, and Acquisitions	Chapter 9	Lecture & Activity
11 11/20	Midterm Exam
12 11/27	Flexible Supplemental Instruction Week (2023/11/27~12/1)
13 12/4	Organization Design: Structure, Culture, and Control	Chapter 11 Case 5	Lecture & Case Discussion
14 12/11	Introduction of Market Rivalry through Game Theory	Supplementary Materials Case 6	Lecture & Case Discussion
15 12/18	Course Review	Course wrap-up	Lecture & Activity
16 12/25	Term Project Presentation
17 1/1	Holiday: Founding Day of the ROC
18 1/8	Flexible Supplemental Instruction Week (2024/1/8~1/12)

Teaching Methods

Teaching Assistant

TBA

Requirement/Grading

A. One Midterm Exam (25%): Midterm exam will be given during the regularly scheduled class time on November 20th. Students are expected to be present at the beginning of class for the exam, so please arrange the 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 will result in a zero on the exam.

B. Case Analysis (25%)

There are six cases in this semester. Each case will be assigned to teams and the assigned team will be chosen to play the role of either consultant or senior management team.

C. Term Project —Report + Presentation (25%)

For the term project, each team is expected to identify a situation that a company underwent or is going to make a corporate-level strategic decision. Corporate-level strategic decisions include issues such as diversification, vertical integration, alliance formation, M&A, international expansions, and so forth that are covered in our course topics after October 30th. 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. Each team will have a presentation and Q&As on December 25th.

D. Attendance and Class Participation (25%)

E. Peer Evaluation: you will be evaluating each of your group member’s contributions at the end of the semester.

F. 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 a 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 the grade curve, a zero on the exam, being moved within the classroom, being asked to leave the room, or others 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.

• Inattention during class meetings (e.g., using a 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.

*** 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. (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 six cases.

Urls about Course

Attachment