SemesterFall Semester, 2019
DepartmentSenior Class A, Department of Business Administration Senior Class B, Department of Business Administration
Course NameStrategic Management
InstructorGUO SHIAU-LING
Credit3.0
Course TypeRequired
PrerequisiteBusiness 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,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,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,Advertising、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、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,Fundamentals of Operation Management、Lean Management、Managing Operations、Operation Management、Operations Management、Principles of Operations Management、Production / Operation Management、Production and Operation Management
Course Objective
Course Description
Course Schedule

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

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

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

  • ALL students prepare discussion for ALL cases.










































































































































Week



Topic



Content and Reading Assignment



Teaching Activities and Homework



Student workload expectation



In-class Hours



Outside-of-class Hours



1



9/13



Public Holiday (Mid-Autumn Festival) —No Class



2



9/20





  • Course Introduction




  • What is Strategy and Why is it Important?







  • Chapter 1







  • Lecture




  • Assigning Groups





3



6



3



9/27





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







  • Chapter 3







  • Lecture





3



6



4



10/4





  • Internal Analysis: Resources, Capabilities, and Activities







  • Chapter 4




  • Chapter 5







  • Lecture





3



6



5



10/11



Adjusted Holiday for National Day—No Class



6



10/18





  • Competitive Advantage and Firm Performance







  • Chapter 5 (cont.)




  • Case 1







  • Lecture




  • Case presentation and discussion





3



6



7



10/25





  • Business Strategy: Differentiation, Cost Leadership and Integrated







  • Chapter 6







  • Lecture





3



6



8



11/1





  • Business Strategy: Innovation and Strategic Entrepreneurship







  • Chapter 7




  • Case 2







  • Lecture




  • Case presentation and discussion





3



6



9



11/8





  • Introduction of Market Rivalry through Game Theory







  • Supplementary Materials




  • Case 3







  • Case presentation and discussion




  • Activity: Win as much as you can





3



6



10



11/15





  • Corporate Strategy: Vertical Integration and Diversification







  • Chapter 8







  • Lecture





3



6



11



11/22



Midterm Exam



12



11/29





  • Corporate Strategy: Strategic Alliances







  • Chapter 9







  • Lecture





3



6



13



12/6





  • Corporate Strategy: Mergers and Acquisitions







  • Chapter 9




  • Case 4







  • Lecture




  • Case presentation and discussion





3



6



14



12/13





  • Global Strategy: Competing Around the World







  • Chapter 10







  • Lecture





3



6



15



12/20





  • Organization Design: Structure, Culture, and Control







  • Chapter 11




  • Case 5







  • Lecture




  • Case presentation and discussion





3



6



16



12/27



Term Project Presentation



17



1/3



Flexible Class



18



1/10



The Beginning of Spring Break



Teaching Methods
Teaching Assistant

TBD


Requirement/Grading

More detailed instructions will be provided in the first class.



A. One Midterm Exam (25%)



B. Case Analysis—Two case assignments





  •  Case Write-up + Presentation (15%): For one of the cases, your group will be chosen to play the role of consultants. A second group will be chosen to act as the senior management team. The general approach is that your group will lead the class discussion by presenting the results of your analysis to the class. Your role is to use the case to develop a set of recommendations derived from proper analysis.




  • Case Management Team representation with Write-up (10%): For one of the cases, your group will be chosen to act as the senior management team. Your role is to use the case to develop a set of recommendations derived from proper analysis.





A copy of the case write-up (both presenting group and senior management team), presentation slides and discussion questions (only presenting group) 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.



C. 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. Corporate-level strategic decisions include 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 November 8th. 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 propose your recommendations.



Each team will be required to (a) submit a term project report (8-page at maximum) and (b) provide a presentation outlining the background, analysis, and conclusion of your term project. Each team will make the presentation and lead the discussion in December 27th. 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.



D. 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



The most common way to contribute to class learning is through contributing to the discussion. Fundamentally, a good contribution involves presenting a clear opinion, expressing it civilly, and supporting the opinion with sound logic. In addition, we all have the responsibility to create an environment where each member of the class feels comfortable offering his or her opinion; thus, knowing how to listen is also important. In grading the class participation score, We will use several criteria, most of which emphasize the quality of comments, including:



a) Relevance – Do your comments speak directly to the issues and concepts being addressed? Do they extend our understanding of those issues or concepts? Do they reflect your adequate preparation to participate in the discussion?



b) Additivity – Do your comments reflect active listening to the comments of other class members? Have they incorporated insights introduced earlier and built upon them?



c) Substance – Do your comments make a real contribution to the ideas being exchanged? Has anything new been gained from your contribution to the discussion?



d) Persuasiveness – Have your points been well articulated, argued, and supported, such that others take note of the convincing nature of your points?



e) Questioning – Have your comments reasonably questioned the comments of others or challenged their assumptions without disparaging the person who offered them?



f) Amount of participation (this does NOT mean dominating the discussion, rather frequency of additive comments).



We reserve the right to adjust participation based quality of contribution. This means extra points for those who further the discussion or add depth. It also means that those seeking “air time” will not be rewarded. Please note that mere attendance does not constitute participation. Attendance is a necessary, but not sufficient, condition for class participation. If we reach the end of the course, and you have never (or very rarely) contributed to the class discussion, then you may receive a very low class participation grade, which can dramatically reduce your overall weighted-average grade, even if your performance on all other requirements is perfect.



E. Peer Evaluation



One of the enduring difficulties of using group projects in a class is assessing the contributions of individual group members to the final cumulative product of the group. Consequently, 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. It is REQUIRED that every class member fill the peer evaluation form out.



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.



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 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. 




  • 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. 3rd edition. McGRAW-HILL Education



(ISBN 978-1-259-25549-6).



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