ISL 508 - Strategic Management

The course is designed specifically not only to introduce students with key strategy concepts but also aims to help students to integrate and apply their prior learning to various business situations. The course aims to support programme objectives with solid grounding in ethics, globalization and crossfunctional issues.

This course introduces the concept of strategic management through readings, discussion and case analyses, and considers the basic direction and goals of an organization, the environment (social, political, technological, economic and global factors), industry and market structure, and organizational strengths and weaknesses. The emphasis is on the development and successful implementation of strategy in different types of firms across industries. Strategic management process and concepts, value of vision, mission and corporate objectives, the role of corporate governance and stakeholder management, coherence in strategic direction. External analysis: Porter’s Five Forces model, the general environment, the competitive environment, the national environments, and creating the environmentally aware organisation. Internal analysis: value chain analysis, resource-based view of a firm, evaluation of firm performance, the balanced scorecard and the strategy map. The Nature of Competitive Advantages and Strategic Formulation Nature of competitive advantages and sustainability. Different levels of strategy. Low cost, differentiation and focus strategies. Factors affecting a nation's competitiveness. International expansion. International, multidomestic, global and transnational strategies. Creating value and diversification, outsourcing, acquisitions, internal new ventures, international strategic alliances, and restructuring. Horizontal and vertical integration.

Dess, G. G., Lumpkin, G. T., Eisner, A. B., McNamara, G. 2013. Strategic Management: Creating
Competitive Advantages, 7th Edition, McGraw-Hill International Edition, McGraw-Hill/Irwin.
David, F. R. & David, F. R. (2015). Strategic Management Concepts and Cases. Pearson: London, UK.
Michael A. , R. Duane , Robert E. Hoskisson, Strategic Management - Competitiveness and Globalization -
Concept and Cases, 2007

Neil Ritson, Strategic Management , 2011
Management and Business Policy TOWARD GLOBAL SUSTAINABILITY by Thomas L. Wheelen andJ. David
Hunger with contribution of Kathryn E. Wheelen ,Alan N. Hoffman , 2012
Mary Coulter, Strategic management in action, 5th Edition, Pearson, 2010
Gerry Johnson, Kevan Scholes, Richard Whittington, Fundamentals of Strategy, 1th Edition, Financial
times/Prentice Hall, 2009

Explanaition about asessments:
• Each student must complete a report following the specified schedule. If he/she would not submit
the report on time, there is no another opportunity to submit again.
• Mark of 0 will be given if not submitting the report.
• The topic and the template will be given by instructor
Explanaition about exam:
• The Mid term Exam and the Final Exam will be written form

Class activities will include lectures and in-class exercises such as cases, team discussions, student
report-backs and student presentations of projects. Being active in class discussions and asking
questions are highly encouraged.
- Students should check course email frequently, which is a platform for communication between me
and students.
- Students should attend class regularly. Their absence should not exceeds more than half.
- Further details of the requirements for the project will be distributed on the system platform