UNIVERSITY OF KENT
MODULE SPECIFICATION TEMPLATE
SECTION 1: MODULE SPECIFICATIONS
1.
Title of the module
Contemporary Issues in Strategic Management (CB945)
2.
School or partner institution which will be responsible for management of the module
Kent Business School
3.
Start date of the module
September 2005. Revised version start date January 2014
4.
The number of students expected to take the module
20 part-time, 40 full-time
5.
Modules to be withdrawn on the introduction of this proposed module and consultation with
other relevant Schools and Faculties regarding the withdrawal
None
6.
The level of the module (e.g. Certificate [C], Intermediate [I], Honours [H] or Postgraduate [M])
M
7.
The number of credits and the ECTS value which the module represents
15 credits (7.5 ECTs)
8.
Which term(s) the module is to be taught in (or other teaching pattern)
Spring
9.
Prerequisite and co-requisite modules
None
10. The programmes of study to which the module contributes
MBA – compulsory module
11. The intended subject specific learning outcomes
On completion of this module students will be able to:
11.1
Demonstrate an appreciation of areas which are fundamental to the development of
successful strategy
11.2
Outline and critique the major perspectives on the conduct of strategy
11.3
Explain and use the most common tools of strategic analysis
11.4
Demonstrate an understanding of, and ability to assess the complexities of strategic
decision making
11.5
Consider and where possible choose appropriate action within certain key strategy focus
areas
11.6
Appreciate the nuances of the effect of organisational context on strategy development
and implementation
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11.7
Integrate strategic thinking into the holistic management of an organisation
12. The intended generic learning outcomes
On completion of this module students will be able to demonstrate:
12.1
Ability to work in groups and teams
12.2
Problem solving and decision taking skills
12.3
Research skills in the business and management area
12.4
Critical thinking skills
12.5
Ability to learn through reflection on practice and experience
12.6
Ability to work with complex material
12.7
Ability to analyse problems and identify appropriate solutions
12.8
Ability to work and study independently and utilise resources effectively
12.9
Communication and report writing skills
12.10
Ability to scan and organise data, abstract meaning from information and share
knowledge with others
13. A synopsis of the curriculum
This will consist of two parts. Part one generic global strategy issues and Part two contemporary issues
in strategic management. The content of the latter may change from year to year.
Part One – Global Strategy
• Defining global strategy
• Determinants of global level strategy – external and internal environment
• Implementing and executing global strategy
• Building the global organisation
Part Two – Contemporary Issues in Strategic Management
• Strategic control and leadership
• E-business strategy
• Performance measurement and management
• Ethics and corporate social responsibility
• Managing strategic innovation and change
14. Indicative Reading List
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Barney, J.B. (2007) Gaining and Sustaining Competitive Advantage, 3rd Edition, Pearson
Prentice Hall, ISBN 0131470949 Bowman, C. and Asch, D. (1996) Managing Strategy,
Macmillan
Gamble, J.E., Thompson, Jr. A. A., and Peteraf, M, A., (2012) Essentials of Strategic
Management, The Quest for Competitive Advantage, McGraw-Hill International
Grant, R. (2010). Contemporary Strategy Analysis (7th Edition). Oxford: Blackwell Publishing
Ireland, R D, Hoskisson, R E and Hitt M (2009) The Management of Strategy, South-Western,
8th edition, Cengage Learning.
Johnson, G., Scholes, K., & Whittington, R. (2008) Exploring Corporate Strategy (8th Edition).
London: FT Prentice Hall
Mintzberg, H., Lampel, J., Quinn, J. B. and S. Ghoshal (2003) The Strategy Process, (4th
edition), Prentice Hall Publishing.
Phillips, P. A. (2003) E-business Strategy: Text and Cases, McGraw-Hill.
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Tushman, M. L, and Anderson, P. (2004) Managing Strategic Innovation and Change, (2nd
edition). Oxford University Press.
Witcher, B. J. & Chau, V. S. (2010) Strategic Management. Principles and Practices, SouthWestern, Cengage Learning.
Yip, G. S., and Hult, G. T. (2003) Total Global Strategy, (3rd edition), Pearson
15. Learning and Teaching Methods, including the nature and number of contact hours and the total
study hours which will be expected of students, and how these relate to achievement of the
intended module learning outcomes:
For Full-Time and Executive students, there will be 36 hours of class contact time. The other 114 hours
will be used for preparation for lectures and seminars, reading case studies, reading academic journal
articles referred in class, revision and preparation of coursework. During these sessions, new learning
materials will be introduced to students who will interact with the module tuition team and with their
peers. These learning sessions will also involve small group discussion of case studies and scenarios
and plenary presentations and discussions.
There may also be an opportunity to introduce new on-line learning materials and virtual seminar
discussions as the business school develops these modes of teaching.
Hours
Subject LOs
Generic LOs
Lectures & Seminars
36
11.1-11.7
12.1-12.7, 12.9-12.10
Independent study
114
11.1-11.7
12.2-12.10
Total hours
150
16. Assessment methods and how these relate to testing achievement of the intended module
learning outcomes
Coursework: this will account for 40% of the overall module mark. The coursework will be a 3000 word
report, and students will be expected to analyse a major organisation in self-selected groups consisting
of 3 to 5 students. The emphasis of the review will be to consider the strategic drivers of success or
failure of the organisations. For the group report, students will submit an individual reflective account of
their individual contribution to the group assessment together with comments on how well the group
performed as a whole.
Examination: there will be a three hour unseen examination, which will include a case study and will
account for 60% of the overall module mark.
Weighting
Subject LOs
Generic LOs
60%
11.1-11.7
12.2-12.10
Group report - 3000 words 40%
11.1-11.7
12.1-12.7, 12.9-12.10
Examination – 3 hour
unseen
17. Implications for learning resources, including staff, library, IT and space
There will be some need to involve external expertise in the development and delivery of the
module. Both of these items will be met from within the Kent Business School budget.
Students will be required to have access to appropriate ICT facilities (e.g. a laptop computer of
approved type with Internet connections) to enable them to participate in the on-line learning
18. The School recognises and has embedded the expectations of current disability equality
legislation, and supports students with a declared disability or special educational need in its
teaching. Within this module we will make reasonable adjustments wherever necessary,
including additional or substitute materials, teaching modes or assessment methods for
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students who have declared and discussed their learning support needs. Arrangements for
students with declared disabilities will be made on an individual basis, in consultation with the
University’s disability/dyslexia support service, and specialist support will be provided where
needed.
19. Campus(es) where module will be delivered:
Canterbury
SECTION 2: MODULE IS PART OF A PROGRAMME OF STUDY IN A UNIVERSITY SCHOOL
Statement by the School Director of Graduate Studies: "I confirm I have been consulted on the above
module proposal and have given advice on the correct procedures and required content of module
proposals"
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Director of Graduate Studies
Date
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Print Name
Statement by the Head of School: "I confirm that the School has approved the introduction of the module
and, where the module is proposed by School staff, will be responsible for its resourcing"
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Head of School
Date
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Print Name
Module Specification Template
Last updated January 2013
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