Strategic Management

This module information is representative of what is included in the module in a given year. Details of actual reading, lectures and coursework may vary year to year and will be available at the beginning of the semester.


Module Co-ordinator

Professor George Burt





Credit value


Contact hours

 25 hours


Assessment is 100% coursework


Strategic management is at the centre of managerial decision making that is intended to help an organization survive, grow and be sustainable. This module is intended to enable students to understand the main strategic management theories, tools and techniques, apply these in a practical manner to enhance student understanding of the theory-practice-theory relationship. In addition, the Strategic Management module is designed as an integratory module to enable students to make cross-functional / cross-disciplinary links. For example, operations, marketing, people management and how these are linked to create the basis of competitive advantage for an organisation?

The Strategic Management module is practical in design, where students will act as management consultants to analyse their chosen case study organization and from that analysis develop strategy for them – whether the case study organisation is large or small, private or public. Students will, through a process of strategic analysis and critical reasoning, identify and evaluate potential strategic options that are intended to ensure the chosen case organization’s future viability and sustainability.

The class aims to develop students’ ability to work as managers within modern, complex organisational environments by providing them with structured opportunities to explore and understand the major strategic management and economic theories. By doing so, students will be confident with the language and practice of strategy and strategic management.

The Strategic Management module introduces alternative strategic frameworks in which to critically analyse organisations’ and their strategies, the forces within their contextual and transactional environments that influence and determine the choice of strategy. In addition, the Strategic Management module will help students’ to analyse a range of strategic options and business strategies and policies that are proposed to be adopted by organisations, relating these to the concept of the business idea (their theory of success) sustainable competitive advantage as key to organizational adaptation and change.

Learning outcomes

BY the end of the module students will have:

  • Specific knowledge and understanding of current developments on the subject;
  • The ability to conduct wide-ranging business / organisational analysis and use appropriate presentational methods to communicate the outcome of the analysis; 
  • The ability to analyse an organisation’s resource base to reveal rent generating competencies within existing organisational routines and activities;
  • The ability to understand the concept of the “Business Idea” as the main approach to understanding value-creating activities and processes of the organisation, and thus appreciate the role of organisations systems in determining organisational success; 
  • The ability to employ knowledge of economic theory on supply and demand to identify market forces that determine an organisations’ competitive position; 
  • The ability to identify and utilise alternative frameworks to categorise the position of organisation’s and their products / services in their appropriate market and competitive space; 
  • The ability to generate and evaluate proposed strategic options that respond to identified opportunities and threats to support organisational adaptation;
  • The ability to understand the implications of multi-business organisations, with a portfolio of businesses in terms of corporate strategy and portfolio management;
  • The ability understand the processes that influence the way in which individuals and groups approach strategic problem identification and decision making in ambiguous and complex environments; and
  • The ability to identify the individual’s dominant style and characteristics and their impact on strategy development in organisations.
  • Research skills, analytical skills, presentation skills, oral and written communication skills, argument building, and team working skills.
  • Current terminology – concepts and theories (including an ability to understand their strengths and weaknesses), cross functional knowledge and links, problem solving and critical reasoning.



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