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Course Details

Program Name PGP Batch 25

Term 3 Year 2021-22

Course Code &

Strategic Management
Course Title

Course type Core Course Credit 3

Total no. of sessions 24 Session Duration 1 hour 15

Sections (if any) A and B Consultation Hours By appointment

Contact Details nandakumarmk@iimk.ac.in, +91-495-2809256

Office Faculty Block-2, Room -5

Pre-requisites (if Fundamental courses in Accounting and Finance, Operations, Marketing,

any) Economics, and Statistics

Instructors

Faculty Name

Anita Kerai

Anubha Shekhar Sinha

Nandakumar M K

Pratima Verma

Rameshan P

Salman Ali

Introduction
The Strategic Management course strives to provide a kaleidoscopic panorama of various multi-pronged
strategies to explore and exploit a wide variety of prospects for organizations from the perspective of
new wealth creation. It systematically introduces various concepts relating to strategy formulation and
implementation to students. The course encompasses various analytical tools, models, and frameworks
for diagnosing situations, handling business imbroglios, and making shrewd strategic decisions. This
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course provides an opportunity to integrate the learning acquired by doing courses in Marketing,
Finance, HR/OB, Operations Management, and Economics. The knowledge and skills acquired from
other courses can be effectively used while analyzing cases, writing assignments, and preparing for
examinations. Strategic Management encompasses strategic decision-making and implementation at
both corporate and business levels. Strategic decisions are long-term decisions taken by organizations
after examining their environmental contingencies and internal strengths.

Proper planning and implementation of strategies at various stages of a business, starting from deciding
to establish a business, and determining its success or failure. Strategic planning is an elaborate process
that involves the analysis of the external and internal environment of a business, the evaluation of
possible strategic options, the selection of desirable options, preparing the organization for
implementing the selected options, implementing the selected options, and then, continually evaluating
the effectiveness of the implemented strategies. While strategic planning requires the involvement of top
echelons of the organization more than anyone else, successful strategy implementation requires every
internal stakeholder's involved participation.

The concepts covered in this course are directly related to contemporary issues and practices in
business. Hence students are encouraged to read business newspapers and magazines regularly and
relate the issues discussed to the course's concepts.

Learning Objective / Course Outcome

CLO Key Linked Degree of

Verb from Programme Key word emphasis
CLO
CLO Bloom’s Level linking CLO Description given to the
No
Taxonomy Objective with PLO PLO in the
verb list (PLO) No. course

Develop a Critically
thorough evaluate various
understanding of macro &/or
CLO1 Understand 1.1 Evaluate Introduced
the strategic micro
management environmental
process factors.

Critically
examine
organizational
Develop the
problems and
ability to conduct
issues, using
strategic analyses Analytical
CLO2 Apply 4.1 various analytical Emphasized
using various Thinking
tools and
tools and
frameworks.
frameworks;
(Critical
/Analytical
Thinking)

Develop the Propose

ability to make innovative and
strategic sustainable
decisions at the solutions to
CLO3 Apply 2.1 solutions Emphasized
business level complex real
and corporate world business
level of an challenges.
organization (Innovation)

CLO4 Develop the Solve 1.3 communicate Effectively Reinforced

ability to communicate
diagnose complex
strategic information
problems in an through a range
organization and
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make practical of media

recommendations (Communication)

Develop
Familiarize advanced
yourself with the knowledge of
strategic various
management advanced management
CLO5 Synthesize 1.2 Reinforced
literature knowledge domains and
discussing related
various strategic disciplines
issues (Functional
Knowledge)

Integrate and
apply core
concepts to
analyze, initiate
Develop the
application and implement
CLO6 ability to think Interpret 4.2 Reinforced
of concepts managerial
strategically
actions
(Integration &
application of
concepts)

Develop
advanced
Develop a knowledge of
thorough various
understanding of management
CLO7 Analyze 1.2 Develop Emphasized
the strategic domains and
management related
process disciplines
(Functional
Knowledge)

Develop the Propose

ability to make innovative and
strategic sustainable
decisions at the decision solutions to
CLO8 Apply 2.1 Emphasized
business level making complex real
and corporate- world business
level of an challenges.
organization (Innovation)

Develop the
ability to Critically
diagnose evaluate various
strategic macro &/or
CLO9 Solve 1.1 Evaluate Reinforced
problems in an micro
organization and environmental
make practical factors.
recommendations

Textbooks and Learning Materials (if any)

Hitt, M.A., Ireland, R.D., Hoskisson, R.E. (2017)

Strategic Management: Competitiveness and Globalization: Concepts and Cases

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12E, New Delhi: Cengage

Other Resources (Journals, Internet Websites) (if any)

Porter, M.E., 2008. The five competitive forces that shape strategy. Harvard business review, 86(1),
pp.25-40.

Barney, J., 1991. Firm resources and sustained competitive advantage. Journal of
Management, 17(1), pp.99-120.

Prahalad, C.K. and Hamel, G., 2009. The core competence of the corporation. In Knowledge and
strategy (pp. 41-59). Routledge.

Cases, Activities, and Supplementary Readings: TBD by individual faculty members

Kumar, N., 2006. Strategies to fight low-cost rivals. Harvard business review, 84(12), pp.104-12.

Argyres, N. and McGahan, A.M., 2002. An interview with Michael Porter. Academy of Management
Perspectives, 16(2), pp.43-52.

Performance, S., 1987. From competitive advantage to corporate strategy.

Collis, D.J. and Montgomery, C.A., 1998. Creating corporate advantage (pp. 71-83). Harvard
Business School.

Campbell, A. and Goold, M., 1995. Corporate strategy: The quest for parenting advantage. Harvard
business review, 73(2), pp.120-132.

Kumar, N., 2009. How emerging giants are rewriting the rules of M&A. Harvard Business
Review, 87(5), p.115.

Dyer, J.H., Kale, P. and Singh, H., 2004. When to ally and when to acquire (pp. 109-115). Harvard
Business Review.

Carey, D., 2000. A CEO roundtable on making mergers succeed. Harvard Business Review, 78(3),
pp.145-145.

Martin, R.L., 2016. M&A: The one thing you need to get right. Harvard business review, 94(6),
pp.43-48.

Christensen, C.M., Alton, R., Rising, C. and Waldeck, A., 2011. The new M&A playbook. Harvard
business review, 89(3), pp.48-57.

Hoang, H. and Rothaermel, F.T., 2016. How to manage alliances strategically. MIT Sloan
Management Review, 58(1), pp.1-8.

Bamford, J., Ernst, D. and Fubini, D.G., 2004. Launching a world-class joint venture. Harvard
business review, 82(2), pp.90-100.

Prashant, K. and Harbir, S., 2009. Managing strategic alliances: what do we know now, and where
do we go from here?. Academy of management perspectives, 23(3), pp.45-62.

Inkpen, A.C. and Ross, J., 2001. Why do some strategic alliances persist beyond their useful
life?. California management review, 44(1), pp.132-148.

Dyer, J.H., Kale, P. and Singh, H., 2001. How to make strategic alliances work. MIT Sloan
management review, 42(4), pp.37-37.

Ghemawat, P., 2001. Distance still matters. Harvard business review, 79(8), pp.137-147.

Ghemawat, P., 2007. Managing differences: The central challenge of global strategy. Harvard
business review, 85(3), pp.58-68.

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Ghemawat, P., 2003. The forgotten strategy. Harvard business review, 81(11), pp.76-84.

Porter, M.E., 2011. The competitive advantage of nations: creating and sustaining superior
performance. simon and Schuster.

Yoder, S., Visich, J.K. and Rustambekov, E., 2016. Lessons learned from international expansion
failures and successes. Business Horizons, 59(2), pp.233-243.

Cossin, D. and Metayer, E., 2015. How strategic is your board?. MIT Sloan Management Review
Sloanselect Collection, pp.45-51.

Wiersema, M. and Mors, M., 2016. What do board directors really think of gender quotas? Harvard
Business Review, 14(November), pp.2-6

Fich, E.M. and Shivdasani, A., 2012. Are busy boards effective monitors?. In Corporate
governance (pp. 221-258). Springer, Berlin, Heidelberg.

Boivie, S., Bednar, M. and Andrus, J., 2016. Boards aren’t the right way to monitor
companies. Harvard Business Review, 10.

Useem, M., 2006. How well-run boards make decisions. Harvard Business Review, 84(11), p.130.

Nadler, D.A., 2004. Building better boards. Harvard business review, 82(5), pp.102-11.

Pedagogy/Learning Process
The main concepts will be introduced to the students during lectures and discussions. They need to carry
out thorough analyses of the specified cases before attending the teaching sessions. They also need to
read relevant readings before attending the sessions

Evaluation Components/Assessment of Student Learning

PLO
Tested
Assessment Tool Weight Remarks Description
(give the
PLO No)

Class 25% Class participation is 1.2 Develop advanced

Participation/Activities assessed based on the 4.1 knowledge of
contribution made by 3.2 various
students during the management
classes through domains and
active participation. related disciplines
They are expected to (Functional
prepare well for the Knowledge)
case discussion while Critically examine
attending the classes. organizational
problems and
issues, using
various analytical
tools and
frameworks.
(Critical
/Analytical
Thinking)
Evaluate the
effectiveness,
competence, and
ethicality of
managerial
decisions (Ethical
Decisions)
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Effectively
communicate
complex
information
through a range of
media
(Communication)
Propose innovative
The group project and sustainable
provides an solutions to
1.3
opportunity for complex real world
Group Project 20% students to assimilate 2.1
business
their learning and 4.2
challenges.
apply them in real (Innovation)
business situations. Integrate and apply
core concepts to
analyze, initiate
and implement
managerial actions
(Integration &
application of
concepts)

Develop advanced
knowledge of
various
management
domains and
related disciplines
(Functional
Knowledge)
The students are
expected to revise all Critically examine
organizational
the topics covered in
problems and
the course
issues, using
thoroughly for the 1.2
various analytical
Mid-Term end-term 4.1
25% tools and
Examination examination. It gives 4.2
frameworks.
an opportunity for
the students to reflect (Critical
/Analytical
on the critical
Thinking)
concepts discussed in
Integrate and apply
the course.
core concepts to
analyze, initiate
and implement
managerial actions
(Integration &
application of
concepts)

End-term Examination 30% The students are 1.2 Develop advanced

expected to revise all 4.1 knowledge of
the topics covered in 4.2 various
the management
course thoroughly for domains and
the end- related disciplines
term examination. It (Functional
gives an opportunity Knowledge)
for the students to Critically examine
reflect on the critical organizational
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concepts discussed in problems and

the course. issues, using
various analytical
tools and
frameworks.
(Critical
/Analytical
Thinking)
Integrate and apply
core concepts to
analyze, initiate
and implement
managerial actions
(Integration &
application of
concepts)

Session Plan

Session
Module Topic Covered Reading Material
No

Strategic Strategic Management

1&2 Management – An and Strategic Text book Chapter No:1
Introduction Competitiveness

Text book chapter :2

The External
Porter, M.E., 2008. The five
Analyzing the Environment:
competitive forces that shape
3&4 External Opportunities, Threats,
strategy. Harvard business
Environment Industry Competition,
review, 86(1), pp.25-40.
and Competitor Analysis
Cases, Activities, and Supplementary
Readings: TBD by individual faculty
members

Textbook chapter :3

Barney, J., 1991. Firm resources and

sustained competitive
The Internal advantage. Journal of
Organization: Management, 17(1), pp.99-120.
Analyzing the Resources, Capabilities,
5&6 Internal Core Competencies, and Prahalad, C.K. and Hamel, G., 2009.
Environment Competitive Advantages The core competence of the
corporation. In Knowledge and
strategy (pp. 41-59). Routledge.

Cases, Activities, and Supplementary

Readings: TBD by individual faculty
members

7&8 Business-level Business-Level Strategy. Text book Chapter :4

Strategy
Kumar, N., 2006. Strategies to fight
low-cost rivals. Harvard business
review, 84(12), pp.104-12.

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Argyres, N. and McGahan, A.M.,

2002. An interview with Michael
Porter. Academy of Management
Perspectives, 16(2), pp.43-52.

Cases, Activities, and Supplementary

Readings: TBD by individual faculty
members

Textbook Chapter:6

Performance, S., 1987. From

competitive advantage to corporate
strategy.

Collis, D.J. and Montgomery, C.A.,

1998. Creating corporate
advantage (pp. 71-83). Harvard
Corporate Level
Business School.
Corporate Level Strategy
9 & 10
Strategy
Campbell, A. and Goold, M., 1995.
Corporate strategy: The quest for
parenting advantage. Harvard
business review, 73(2), pp.120-132.

Cases, Activities, and Supplementary

Readings: TBD by individual faculty
members

Textbook Chapter: 8

Kumar, N., 2009. How emerging

giants are rewriting the rules of
M&A. Harvard Business
Review, 87(5), p.115.

Dyer, J.H., Kale, P. and Singh, H.,

2004. When to ally and when to
acquire (pp. 109-115). Harvard
Business Review.

Carey, D., 2000. A CEO roundtable on

11 & Mergers and making mergers succeed. Harvard
12 Acquisitions Strategic Acquisition Business Review, 78(3), pp.145-145.
and Restructuring
Martin, R.L., 2016. M&A: The one
thing you need to get right. Harvard
business review, 94(6), pp.43-48.

Christensen, C.M., Alton, R., Rising,

C. and Waldeck, A., 2011. The new
M&A playbook. Harvard business
review, 89(3), pp.48-57.

Cases, Activities, and Supplementary

Readings: TBD by individual faculty
members

13 & Cooperative Cooperative Textbook Chapter : 9

14 Strategy Implications for Strategy
Hoang, H. and Rothaermel, F.T., 2016.
How to manage alliances
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strategically. MIT Sloan Management

Review, 58(1), pp.1-8.

Bamford, J., Ernst, D. and Fubini,

D.G., 2004. Launching a world-class
joint venture. Harvard business
review, 82(2), pp.90-100.

Prashant, K. and Harbir, S., 2009.

Managing strategic alliances: what do
we know now, and where do we go
from here?. Academy of management
perspectives, 23(3), pp.45-62.

Inkpen, A.C. and Ross, J., 2001. Why

do some strategic alliances persist
beyond their useful life?. California
management review, 44(1), pp.132-
148.

Dyer, J.H., Kale, P. and Singh, H.,

2001. How to make strategic alliances
work. MIT Sloan management
review, 42(4), pp.37-37.

Cases, Activities and Supplementary

Readings: TBD by individual faculty
members

Textbook Chapter : 8

Ghemawat, P., 2001. Distance still

matters. Harvard business
review, 79(8), pp.137-147.

Ghemawat, P., 2007. Managing

differences: The central challenge of
global strategy. Harvard business
review, 85(3), pp.58-68.

Ghemawat, P., 2003. The forgotten

strategy. Harvard business
Global Strategy review, 81(11), pp.76-84.
15,16 International
&17 Strategy Porter, M.E., 2011. The
competitive advantage of nations:
creating and sustaining superior
performance. simon and Schuster.

Yoder, S., Visich, J.K. and

Rustambekov, E., 2016. Lessons
learned from international expansion
failures and successes. Business
Horizons, 59(2), pp.233-243.

Cases, Activities and Supplementary

Readings: TBD by individual faculty
members

18 & Corporate Corporate Governance Textbook Chapter : 10

19 Governance and Ethics
Cossin, D. and Metayer, E., 2015.
How strategic is your board?. MIT

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Sloan Management Review

Sloanselect Collection, pp.45-51.

Wiersema, M. and Mors, M., 2016.

What do board directors really think
of gender quotas? Harvard Business
Review, 14(November), pp.2-6

Fich, E.M. and Shivdasani, A., 2012.

Are busy boards effective monitors?.
In Corporate governance (pp. 221-
258). Springer, Berlin, Heidelberg.

Boivie, S., Bednar, M. and Andrus, J.,

2016. Boards aren’t the right way to
monitor companies. Harvard Business
Review, 10.

Useem, M., 2006. How well-run

boards make decisions. Harvard
Business Review, 84(11), p.130.

Nadler, D.A., 2004. Building better

boards. Harvard business
review, 82(5), pp.102-11.

Cases, Activities and Supplementary

Readings: TBD by individual faculty
members

Textbook Chapter : 11
Structure and Controls
20 & Strategy with Organizations Cases, Activities, and Supplementary
21 Implementation
Readings: TBD by individual faculty
members

Textbook Chapter -13

Entrepreneurial
Corporate Implications for Strategy
22 Cases, Activities, and Supplementary
Entrepreneurship
Readings: TBD by individual faculty
members

23 & Project
Project Presentations
24 Presentations

Additional Instructions (If any)

Plagiarism is a serious offense. All assignments submitted by the students will be checked for plagiarism
using anti-plagiarism software. Quotations from published materials and internet sources should be
referenced properly. If it is found that an assignment is heavily plagiarized by including quotations from
various sources, the group members will be penalized by reducing marks significantly.

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