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THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO
The Bryan School of Business and Economics
Department of Management
MGT 491-Combined: Business Policy and Strategy
Fall 2014
On-line / Asynchronous Delivery
Instructor:
Office:
Telephone:
Email Address:
Office Hours:
Course Websites:
Dr. Eric Ford
Online
Skype ID: ewford
EWFord@jhu.edu
By appointment online on Skype
1) Wordpress – https://baecourses.uncg.edu/mgt491/ (You can also
access Wordpress site from the Blackboard’s menu (Course Reading
Materials)
2) Blackboard – https://blackboard.uncg.edu
3) GLO-BUS Simulation – http://www.glo-bus.com
REQUIRED TEXT & MATERIALS
1. Dess, G. G., Lumpkin, G. T., Eisner, A. B. Strategic Management (DLEM), 7th Edition,
2011. ISBN-13: 9780077862527 (Note that the recommended copy is the loose-leaf
version obtainable from the UNCG Bookstore, which is about 40% cheaper and you can
order from the bookstore and it will be shipped to you).
2. Glo-Bus Simulation Membership http://www.glo-bus.com/. You can find your Glo-Bus
group ID in the BlackBoard Gradebook.
3. Thompson, A. A., Stappenbeck, G. A., & Reidenbach, M. A., GLO-BUS: Developing
Winning Competitive Strategies. Participant’s Guide. 2013 Edition. Available either
bundled with the textbook at the UNCG Bookstore or online at http://www.glo-bus.com/.
The guide is free.
4. The Mobius SLIP (MOBIUS SLIP) System (further instructions will be provided via
email). Access to the system costs $20. The website (http://www.ctasit.com/).
COURSE PREREQUISITES
MGT 301, 309, 312, & 330; MKT 320; FIN 315; ISM 280 & 360 plus senior standing and
admission to approved major — Note that these are prerequisites, not co-requisites.
COURSE DESCRIPTION
Please see the Introductory Lecture on the MGT 491 Website
https://baecourses.uncg.edu/mgt491/ for more information.
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Business Policy and Strategy (or Strategic Management) is considered the capstone course in
your undergraduate business education. It is first and foremost a course about "strategy" and
concerned with "managing for organizational success". The central theme of the Business
Policy and Strategy (Strategic Management) course is that a company’s chances for enjoying
persistent or sustained competitive advantage and/or profitability are greatly enhanced if and
only if its managers (1) have an astute, timely strategic “game plan” for running the company;
and (2) implement and execute the game plan with proficiency. We shall explore in some depth
how and why a well-formulated and well-executed strategy nearly always enhances a
company's long-term performance through strategic content analysis and skill building
exercises.
The content portion of the course would be devoted to explaining what it means to think
strategically about a company’s situation and it would instruct the student in the formal tools and
techniques of strategic analysis, formulating a strategy, and then implementing it successfully.
The skill-building portion of the course is built around case analysis and simulation game. The
purpose of the skill-building portion is to drill students in the application of the key concepts and
analytical techniques, and is designed to help develop their ability to conduct strategic analysis,
force them to exercise business judgment, and provide them with experiential contact with
strategic decision-making.
COURSE OBJECTIVES
By the end of the semester, students should be able to:
1. Understand the strategic issues and policy decisions facing businesses and how current
management concepts address these issues.
2. Understand and describe the strategic management process and the difference between
strategic analysis, strategy formulation and strategy implementation.
3. Acquire an understanding of how to use new and existing knowledge to analyze "real
world" cases and by so doing, to understand the complexity of strategic issues.
4. Elaborate on how strategic plans and policies are integrated, implemented and controlled
and to comprehend the culture and ethical factors that influence these management
activities.
5. Analyze new knowledge and use existing knowledge to conduct strategic and competitive
analysis using various tools (e.g., five forces model, SWOT analysis, Portfolio matrix
models) in a variety of industries.
6. Evaluate the formulation of business and corporate level strategies, the different business
and corporate strategic types, alternative actions, and make sound strategic decisions
using what-if analysis.
7. Discuss the managerial task associated with implementing and executing company
strategies, and the action managers can take to promote competent strategy execution.
8. Assess the role of government policy in creating incentives and disincentives for a variety
of competitive condition for both domestic and international competition.
9. Demonstrate how the various pieces of the knowledge they have acquired in their
functional-oriented business courses fit together, and discuss why the different parts of a
company's business need to be managed in strategic harmony for the company to operate
successfully.
10. Synthesize and apply the concepts and analytical tools exposed to in the course by
participating in managing a company through a business simulation game or conduct a
strategic and competitive analysis of a company, both individually and as a member of a
group.
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TIME REQUIREMENTS
The workload in this course is heavy. Therefore, we will be very busy. As such, you should plan
to spend a minimum of fifteen (15) hours per week on class (e.g., reading the textbook (4-7 hrs),
preparing the mini case analyses and reviews (8-10 hrs), and gathering information and
preparing your Globus group project (3-6 hrs)). The course will have 3 or 4 deliverables each
week. The simple was to think about the time commitment is relative to the expectations for a
14-week, 3-credit course is 6-9 hours. If you cut the time frame by a third (5 weeks), the effort
should go up a commensurate amount. If you invest the right amount of time in the course,
it will not only be one of the most demanding, but also the most enjoyable course you
will take in business school. It is therefore, important that each of us work consistently and
diligently to complete the objectives of the course. I plan to work very hard in this course to
make it a success, so I will expect you to follow the following norms seriously. Deadlines will be
strictly enforced as materials must be re-distributed to other students for evaluation.
COURSE GRADING POLICY
Please see the Grading Philosophy Lecture on the MGT 491 Website
https://baecourses.uncg.edu/mgt491/ for more information on how the course evaluation will be
managed. It is highly recommended that you view this lecture prior to beginning the course.
The general grading philosophy is based on the following facts, assumptions and beliefs:
1. Based on your past performance, it is very likely that you should be able to pass this course
in good order (assumption). Therefore, there is no need to ‘weed out’ any low performers as
a rule. Hence, it is very likely that every student will pass this class in good standing
measured as a ‘C-‘ or better;
2. The top grades of ‘A’ and ‘A-‘ are reserved for the Top 20 percent of all students in this
course. In addition to rewarding the Top Performers, this policy is designed to create a
negative incentive to collaborate on individual activities (cheating) as it will potentially harm
the grade of the student that provides the information.
3. The on-line course format is more time consuming and challenging for most students (fact);
4. Based on fact 3, I will deviate from the normal grading distribution (which has 50% of the
class receiving a B- or better) and allow for 50 percent of the class to receive a B or better.
This should result in a class-wide average GPA of 3.0.
5. The course will be graded on a curve outlined in the following table
6. If you submit all deliverables you’re guaranteed at least a C- grade.
7. If you diligently contribute to each components of the course, your risk of low grade is low.
Class Rank
Top 10% of class
Second 10% of class (i.e., 11% - 20%)
Third 10% of class (i.e., 21% - 30%)
Fourth and Fifth 10% (i.e., 31% - 50%)
Sixth and Seventh 10% (i.e., 51% - 70%)
Eight 10% (i.e., 71% - 80%).
Ninth 10% (81% - 90%). If every student
completes every assignment, every student will
pass the class.
Tenth tier (91%-100%). For students who do not
complete all course work.
Grade
A
AB+
B
BC+
C
C- to F
Cumulative Percent
10
20
30
50
70
80
90
100
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Grading Rubric: Your course points will be based on the following criteria:
Assignments
Points
Quizzes (four quizzes at 50 points each)
200
Mini-case analysis Artifacts
100
Case 1 – What is Strategy? (10
points)
WSJ Cases 2 (20 points)
WSJ Cases 3 and 4 (35 points each)
Mini-case analysis Benchmark & Critiques
100
Case 1 – What is Strategy? (10
points)
WSJ Cases 2 (20 points)
WSJ Cases 3 and 4 (35 points each)
Mini-case analysis Instructor Adjustment
100
Case 1 – What is Strategy? (10
points)
WSJ Cases 2 (20 points)
WSJ Cases 3 and 4 (35 points each)
GLO-BUS Simulation Exercises
400
Simulation quiz (40 points)
Simulation performance (160 points)
3-Year Strategic plan (70 points)
Personal experience report (70 pts.)
Personal experience peer review (30 pts.)
Glo-Bus submitted Peer evaluation (30
pts.)
Total for Online Sections
900
For face-to-face (F2F) classes there is an
100
attendance and participation grade
Total for F2F sections
1,000
Final grades can be obtained through the UNCG uncGenie immediately the grades are posted
to the UNCG Web site or sent to the Registrar's Office.
COURSE ASSIGNMENTS
1. Quizzes
There will be FOUR quizzes on the material presented in class in the form of video lectures and
from the textbook. The quiz is open book. The quiz is an INDIVIDUAL activity. As the course is
graded on a relative scale, giving assistance to another student will harm your own grade.
Each quiz will consist of 25 questions (multiple choice, pick-all-that apply, and matching). You will
be given one half hour (30 minutes) to complete each exam, within a 24-hour period (from
11:59 PM (Midnight) MONDAY to 11:59 PM TUESDAY – In effect, all day Tuesday). The
quizzes are not cumulative, but the nature of the course material results in a de facto need for
cumulative course knowledge. As the quizzes times are posted well in advance, it is your
responsibility to ensure that you are free during the quiz period. There will be no final exam.
There are practice quizzes covering all the Units in the course. The practice quizzes have no point
value toward your final grade and are intended as an optional tool. The quizzes are intended to
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give you an opportunity to: 1) assess the nature of the questions that will be asked on the exam
so you can study appropriately; 2) test your computer system to ensure you experience no
technical problems during exams, and 3) assess your level of readiness for the exams. The
practices quizzes will be disabled at least 12 hours before a quiz is available to be taken by
students.
2. Mini-case assignments
There will be FOUR mini-case analysis assignments involving peer reviews. The purpose of the
individual written assignments is to help you develop higher-level understanding of major
concepts in the course. Assignments are based on selected cases from the Wall Street Journal
which will cover a couple of major topics in the course. Mobius SLIP (mobiusSLIP.com) will be
used for administering and processing the written assignments. Mobius SLIP is accessible via the
Blackboard course menu. In each assignment, you will be randomly matched with a varying group
of peers, whose identities you will not know. Scores generated by peer assessment will count
towards your grade.
The Mobius SLIP Student Guide explaining the system’s workflow and interface is accessible at
the Mobius SLIP website. Your Artifacts on the mini-case assignments must respond to the
questions with the response to each question clearly indicated in a separate paragraph.
For example, if the mini-case has five (5) questions, your responses to the questions must
be document in five (5) different paragraphs with each paragraph focusing on a separate
question.
Plagiarism detection: Mobius SLIP has a button to alert the professor to potential plagiarism
issues in peers’ work. Please include a website address (url) pointing to the material you believe
has been copied or incorrectly cited. Students violating the UNCG honor code will be given a zero
for the assignment on the first offense. For the second offense, students will be given a failing
grade in the course and referral to university’s honor committee. Students that identify plagiarism
will be given a half-letter grade increase in their final assessment (one-time only).
The code for sell-enrollment is: fall14ef (lowercase)
3. Glo-Bus Simulation Exercises
Team would be randomly formed for the Glo-Bus Simulation exercise. Each team will manage a
company, which would be required to make a set of decisions relating to the various functional
areas in a company in the simulation game, GLO-BUS. To learn the mechanics of playing the
simulation, you will need to read the Player’s Guide thoroughly. To register for the GLO-BUS
simulation, I will form student groups for the GLO-BUS simulation game and provide each student
with her/his industry/company registration code before the commencement of class. You will then
have to go to www.glo-bus.com and register for the simulation exercise. You will need to complete
the registration process by paying with a credit card (if you do not purchase the course textbook
with a registration code embedded).
There will also be a practice round to help you familiarize yourself with the dynamics of the game.
You will be evaluated on the following activities:
1. One Simulation quiz (open-book, to be completed online by the due date shown in the
schedule).
2. Developing a 3-Year Strategic Plan on-line for Years 11 to 13 (Decisions 6 to 8).
 Articulate your team’s company’s strategic vision (in a couple of sentences);
 Set performance targets for EPS, ROE, Stock price appreciation, credit rating, and
image rating for each of the next three years;
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
State the competitive strategy the company will pursue in entry-level cameras and cite
data showing that this strategy is either currently on track or will require substantial
internal changes.
 State the competitive strategy the company will pursue in multi-featured cameras and
cite data showing that this strategy is either currently on tack or will require substantial
internal changes; and
 Develop a projected income statement that lays out projections of unit sales, revenues,
costs, and profits for each of the four geographic regions and for the company as a
whole for each of the next three years.
3. Simulation Performance: You will be awarded points based on how well your company
meets its different performance objectives in comparison with other companies in the
same industry. Your company’s performance will be based on five performance measures,
with weights in parentheses: (a) earnings per share (20%); (b) return on stockholders’
equity (ROE) (20%); (c) stock price appreciation (20%); (d) the company’s credit rating
(20%); and (e) corporate/brand image (20%).
4. Simulation Meetings: Team members need to demonstrate that they can effectively
schedule, plan and document meetings. Ideally, team members should seek to have the
highest quality encounter on-line. Suggestions for meetings include: a conference call by
Skype. Skype allows for three-way meetings within its free application; and meeting is
through an asynchronous series of postings on the discussion board in GLO-BUS.
Irrespective of the meeting modality, there needs to be an agenda prepared (the plan) and
minutes kept (documentation). With respect to scheduling, given the on-line nature of the
course, it is reasonable to expect your team members to respond within one business day
to asynchronous posts or within shorter windows if you should so agree. It may be
beneficial to e-mail you team members that you have posted a message. I take freeriding very seriously and team members who free-ride will obtain a zero score for
each of the Glo-Bus exercises.
5. A written report of a review of your personal experience at the end of the simulation.
***THE REPORT WILL BE SUBMITTED THROUGH THE MOBIUS SLIP***
The written report should include the following in an integrated manner:
a. An overview of the total experience including the group's greatest strengths and
weaknesses.
b. Assess your own role in the group's dynamics. What would you have done differently?
What would you do again next time?
c. Which other group member's behavior (other than yourself) did you find most effective
in helping to achieve the collective goals? How will you integrate this into your future
experiences?
d. Which other group member's behavior (other than yourself) did you find most
detrimental to achieve the collective goals? Have you ever exhibited this behavior?
In the Review phase of the assignment, identify if your group had similar strengths
and challenges. For the challenges, offer an alternative strategy for improving the
dynamic.
Submission specifications:
a. Write a 1,000 - 1,250 word (approximately 4-5 double-spaced pages with 1-inch
margins) report on your experience.
b. Give the report a title that reflects your experience (e.g., 'The Best Darn Group Since
the Smiths' or 'The Donner Party of Glo-Bus Teams').
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c. Immediately below the title put the word count in parentheses.
d. Do NOT use any names in the report (your own, a group member's name, or the
company name selected.
e. Apply the Learning Objectives when preparing and reviewing peers' reports.
6. Team member non-performance recourse process: Group exercises are among the
most difficult in business and during school especially when team members are in different
parts of the State/Country. Therefore, it is common for teams to experience a variety of
problems ranging from overactive participants to free-riders. If your team experiences a
dysfunctional dynamic, it is essential that the process be fully documented for any
instructor mitigation to occur. If you feel that your group is not performing effectively, alert
the instructor directly by email. While the GLO-BUS site of the groups will be monitored,
the class is large and there are many groups and non-performance should be specifically
identified. You will have the opportunity to directly influence your team members’ grade
through the evaluation process.
The written report must not be more than 5 pages.
4. Readings
Readings are assigned for each section of the semester. You will be required to read from your
textbook and additional readings if possible. The additional readings will be supplied on-line. And
it will be your responsibility to read in preparation for the class activities. It is suggested that you
keep a notebook and take notes for each chapter of required reading to supplement the
Powerpoint notes. If you require further explanation of the concepts in the textbook or have
questions after you read the book or Powerpoint notes, or any course-related question, post your
question on the discussion board under “Ask the Professor” so that other students in the class
will have access to your question and my response. I will respond to all course-related
questions within 48 hours. All personal questions should be sent to my email address and I will
respond as soon as possible (usually within 24 hours). I will not respond to any course-related
questions sent to my email address. This is the best way to comprehend the material since you
will not attend classroom lectures.
ADDITIONAL REQUIREMENTS
Blackboard and Electronic Communications
A number of course documents, including course lecture slides and readings, will be posted in
Blackboard. Typically an electronic communication will be sent to the class indicating that a new
posting has been made through your UNCG email address. Having access to and frequently
checking Blackboard and your UNCG emails will be important to your success in this course.
Email Communications
For purposes of this course I will assume that you check your UNCG email daily. Thus, I assume
you will be aware of any communications or requests sent at least 24 hours prior to any
assignment relating to the class meetings. If you have any questions about UNCG email you can
obtain assistance by calling 256-tech during normal business hours or by asking for assistance in
the Bryan School computer labs.
ALL ELECTRONIC COMMUNICATIONS WILL BE SENT TO YOUR UNCG EMAIL ADDRESS.
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ALSO USE YOUR UNCG EMAIL ACCOUNT TO COMMUNICATE WITH ME AT ALL TIMES. I
WILL NOT RESPOND TO ANY ELECTRONIC COMMUNICATIONS THAT IS NOT FROM A
UNCG EMAIL ACCOUNT.
Inclement Weather
The University of North Carolina at Greensboro will remain open during adverse weather
conditions unless the Chancellor makes the administrative decision to make a schedule change.
Students can obtain details on those decisions from the Adverse Weather Line at (336) 334-4400
or the web address: http://www.uncg.edu/iss/weather.htm.
STATEMENT OF STUDENTS' RIGHTS AND RESPONSIBILITIES
As a student in this class, you have explicit rights and responsibilities. Your full understanding
and acceptance of the following rights and responsibilities can lead to more useful time in the
class and more effective learning.
You have the right to expect:
a) Your professor to be prepared for each class, to start the class promptly at the
designated time and to end the class at the designated time.
b) Your professor to teach all scheduled classes or to arrange for a qualified substitute if it
is necessary to miss class because of University or departmental approved
commitments.
c) Clear statements of course expectations, policies, testing, and grading practices and
student performance.
d) Your professor to hold a reasonable number of office hours to discuss assignments or
to assist you with course matters.
e) Knowledgeable assistance from you professor regarding class assignments and course
contents.
f) Your professor's behavior to reflect equitable treatment, ethical practices, and respect
for human rights.
g) Opportunities to challenge ideas and defend your beliefs in a professional manner.
h) To be challenged so as to grow both academically and professionally.
i) Your professor to abide by University policies and to have fairness and clarity in the
evaluation of your performance.
j) Adequate opportunity to appeal any perceived violations of the above rights.
You have specific responsibilities to:
a) Plan your study and work schedule appropriately to allow sufficient time to do quality
work in the course. (Please review "Suggested Academic Workload Guidelines" for the
Bryan School of Business and Economics published in the UNCG Undergraduate
Bulletin)
b) Attend each class on time and be prepared to discuss readings and participate in
discussions.
c) Complete assignments by due date and submit quality work.
d) Understand and follow course policies as explained in class and in the syllabus.
e) Commit yourself to grow academically and professionally.
f) Work effectively and cooperatively as a team member on group projects as assigned.
g) Practice ethical behaviors and display respect for the rights of others. Please refrain
from eating, drinking, and wearing hats or caps in the classroom.
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h) Contact your professor and discuss circumstances that my prevent you from achieving
acceptable performance and to make contact on a timely basis.
i) Fully understand and abide by the UNCG Honor Policy and other University policies on
student conduct.
j) Report observed violations of the UNCG Honor Policy.
You are encouraged to read the Bryan School’s guidelines for student conduct at
http://www.uncg.edu/bae/faculty_student_guidelines.pdf
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COURSE SCHEDULE / CHECKLIST
 You can also use the following schedule as a checklist to track your progress in the course.
 Units containing readings and video-lectures are posted in the Learning Area on the
Blackboard.
 Surveys and quizzes are posted in the Start Here page of the Blackboard.
 Links to access MOBIUS SLIP will be sent to you through your UNCG email.
WEEK
TUESDAY
THURSDAY
Week 1: Starts
August 18
Unit 1
Read DLEM Chapters 1 & 13
Readiness Assessment
Unit 1
Read DLEM Chapter 13
Read GLO-BUS Guide
Unit 2
Read DLEM Chapter 2
August 22 is the last day to drop
w/ a full refund.
Unit 2
Read DLEM Chapter 2
Week 2: Starts
August 25
Units 1&2 practice Quiz
Available
Week 3: Starts
September 1 - 5
Week 4: Starts
September 8
Quiz 1 Due (Focus of Quiz is
Units 1 and 2)
Register for MOBIUS SLIP
Mini-case 1 Available Aug 29
Unit 3
Read DLEM Chapter 3
Sept. 1 is Labor Day (no class)
GLO-BUS Quiz 1 Due
Unit 3
Read DLEM Chapter 4
Mini-case 1 Deliverable 1 (M1 D1)
Due
Unit 4
Read DLEM Chapter 5
GLO-BUS Practice Decision
Due
Unit 3 Practice Quiz Available
GLO-BUS Decision 1 (Y6) Due
Unit 4 Practice Quiz Available.
Mini-case 1 Deliverable 2 (M1 D2)
Due
Week 5: Starts
September 15
Week 6: Starts
September 22
Quiz 2 Due (Focus of Quiz is
Units 3, 4 and 5)
Unit 5
Read DLEM Chapter 6
Unit 5 Practice Quiz Available
Mini-Case 2 Available
GLO-BUS Decision 2 (Y7) Due
Mini-case 1 Deliverable 3 (M1 D3)
Due
GLO-BUS Decision 3 (Y8) Due
Mini-case 2 Deliverable 1 (M2 D1)
Due
Mini-case 3 Opens
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Week 7: Starts
September 29
Week 8: Starts
October 6
Week 9: Starts
October 13
Unit 6
Read DLEM Chapter 7
Unit 6 Practice Quiz Available
Unit 7
Read DLEM Chapter 9
GLO-BUS Decision 5 Due
Unit 7 Practice Quiz Available
Mini-case 2 Deliverable 3 (M2
D3) Due
FALL BREAK
GLO-BUS Decision 4 (Y9) Due
Mini-case 2 Deliverable 2 (M2 D2)
Due
Quiz 3 Due (Focus of Quiz is
Units 6, 7 and 9)
Oct. 10 is last day to drop without
academic penalty
Unit 8
Read DLEM Chapter 10
GLO-BUS Decision 6 (Y10)
Mini-case 3 Deliverable 1 (M3 D1)
Due
Week 10: Starts
October 20
Units 9
Read DLEM Chapter 11
Unit 9 Practice Quiz Available
Week 11: Starts
October 27
Week 12: Starts
Quiz 4 (Focus of quiz is on
Units 8 and 9)
Mini-case 3 Deliverable 3 (M3
D3) Due
Unit 8 Practice Quiz Available
GLO-BUS Decision 7 (Y11) Due
Mini-case 3 Deliverable 2 (M3 D2)
Due
Mini-Case 4 Available
GLO-BUS Decision 8 (Y12) Due
GLO-BUS 3-Year Strategic Plan
Due
GLO-BUS Decision 9 (Y13) Due
November 3
Week 13: Starts
November 10
Mini-case 4 Deliverable 1 (M4
D1) Due
GLO-BUS Decision 10 (Y 14) Due
Week 14: Starts
November 17
Mini-case 4 Deliverable 2 (M4
D2) Due
GLO-BUS REPORT DUE AT IN
MOBIUS 23:59 (G1D1)
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Week 15:
Mini-case 4 Deliverable 3 (M3
D3) Due
November 24
THANKSGIVING HOLIDAY
GLO-BUS Peer Evaluation Due
in Glo-Bus System
Reviews on Peers’ Glo-Bus
Reflections Due in Mobius
(G1D2)
Week 16
December 1
Reactions to Peers’ Glo-Bus
Reflections Due in Mobius
(G1D3)
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SCHEDULE OF VIDEO LECTURE AND READING ACTIVITIES BY
UNITS

UNIT 1: What Is Strategic Management?
o
o
o
o
o
Unit 1-1: Definition of Strategy and Strategic Management
Unit 1-2: The Strategic Management Process
Unit 1-3: Corporate Governance and Stakeholder Management
Unit 1-4: Ensuring Coherence in Strategic Direction
Unit 1-5: Analyzing Strategic Management Cases
____________________________________________________________________________

UNIT 2: Analyzing the External Environment
o Unit 2-1: Importance of External Environment
o Unit 2-2: Environmentally Aware Organization
o Unit 2-3: The General Environment
o Unit 2-4: The competitive Environment I
o Unit 2-5: The Competitive Environment II
____________________________________________________________________________

UNIT 3: Assessing the Internal Environment of the Firm (and Intellectual Assets)
o
o
o
o
o
o
o
Unit 3-1: SWOT Analysis
Unit 3-2: Value Chain Analysis
Unit 3-3: Resources and Capabilities
Unit 3-4: Evaluating Firm Performance
Unit 3-5: Knowledge, Human Capital and Intellectual Capital
Unit 3-6: Social Capital
Unit 3-7: Leveraging Human Capital and Knowledge
____________________________________________________________________________

UNIT 4: Business-Level Strategy
o
o
o
o
o
o
Unit 4-1: Competitive Advantage and Business-Level Strategy
Unit 4-2: Cost Leadership Strategy
Unit 4-3: Differentiation Strategy
Unit 4-4: Focus Strategy
Unit 4-5: Combination Strategy
Unit 4-6: Industry Life Cycle Stages and Business-level Strategies
__________________________________________________________________________
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__________________________________________________________________________

UNIT 5: Corporate-Level Strategy
o
o
o
o
o
Unit 5-1: Corporate Strategy through Diversification
Unit 5-2: Related Diversification
Unit 5-3: Unrelated Diversification
Unit 5-4: Means to Achieve Diversification
Unit 5-5: Managerial Motives and Value Creation
____________________________________________________________________________

UNIT 6: International Strategy
o Unit 6-1: Factors Affecting International Competitiveness
o Unit 6-2: International Expansion: Motives and Risks
o Unit 6-3: Competitive Advantage in International Markets
o Unit 6-4: Entry Modes of International Expansion
____________________________________________________________________________

UNIT 7: Strategic Control and Corporate Governance
o Unit 7-1: Responding to Environmental Change
o Unit 7-2: Balancing Culture, Rewards, and Boundaries
o Unit 7-3: Corporate Governance and Internal Control Mechanisms
o Unit 7-4: External Corporate Governance Mechanisms
____________________________________________________________________________

UNIT 8: Organizational Design
o
o
o
Unit 8-1: Traditional Forms of Organizational Design
Unit 8-2: International Operations and Organizational Structure
Unit 8-3: Boundryless Organizational Designs
____________________________________________________________________________

UNIT 9: Strategic Leadership
o Unit 9-1: Three Interdependent Activities of Leadership
o Unit 9-2: Emotional Intelligence
o Unit 9-3: Developing a Learning Organization
o Unit 9-4: Creating an Ethical Organization
__________________________________________________________________________