Indian Institute of Management Rohtak

Executive Post Graduate Programme in Management

Course Outline

Course Title : STRATEGIC MANAGEMENT

Credits :1
Number of Sessions : 16
Session Duration : 1.25 HOURS
Term :2
Year : 2020-21
Faculty : Prof. Pushkar. P. Jha & Prof. Rojers P Joseph
______________________________________________________________________________

I. Course Objectives:
Strategic skills are a key asset for business leadership across business functions and seniority levels. The need
for and benefit of those skills is no longer limited to elite staff groups or top executives. Increasingly,
companies expect their product managers, senior business analysts and mid-level executives in diverse
functions to possess the ability to think and act strategically without losing their agility. Therefore, this course
will focus on the craft, the opportunities and the challenges of developing strategies in these roles. As we do so,
the most basic strategic question is: How do we best position and compete among significant uncertainty and
ambiguity to maximize value created and profits made in a sustainable way? This course provides students a
combination of analytical and engagement tools for strategy projects for internal or external clients. The wider
stakeholder and societal context is also interfaced with business strategy.

II. Pedagogy and learning resources: Case-based discussions, in class quizzes; assignments
Google Scholar, HBS- A range of journals including HBR

III. Text Book:

Strategic Management: An Integrated Approach, by Charles W.L Hill & Gareth R Jones, Latest Edition,
(abbreviation: H&J)

IV. Reference Book:

1. Strategy Safari: The complete guide through the wilds of strategic management (2nd Edition) by Henry
Mintzberg, Bruce Ahlstrand, Joseph Lampel. Publisher: Pearson Education Canada; 2nd edition (20 Nov. 2008)
ISBN-10: 0273719580 the book is a good read that aligns well with several lectures- NOT essential to purchase.

2. Paper and Case Readings in Session Wise Schedule

V. Evaluation Criteria: 4 or more

1. Critically evaluate the scope and the perspectives that comprise business strategy.
2. Ability to apply tools and frameworks for analysing business strategies and their sufficiency.
3. Gain proficiency in key concepts that comprise contemporary strategic thinking for a contextual
deployment and for shaping arguments to evaluate strategy.
4. Understand and reflect on the link between intent, strategy and outcomes for a range of business case
studies.
ASSESSMENT:

1. QUIZZES: 20%
2. TERM PROJECT (GROUP WORK): 20%
3. CASE BASED ENDTERM EXAM: 60%

Session Wise Schedule

Case/Article/Chapter no.
Session Topic Activity/Additional Reading Faculty
(Compulsory Reading)
Session1 Nature of Strategy Recommended Also useful to read Prof. Jha
Mintzberg, H., & Lampel, J. Ovans, A. (2015) What is Strategy,
Sub-topics and (1999). Reflecting on the Again? HBR, May 12
concepts: strategy process. Sloan
management review, 40(3), 21. Chapter1:Strategy Safari
 Deliberate vs.
emergent Porter, M.(1996). What is Reflections (guidance in class)
strategy Strategy? Harvard Business Google’s project Dragonfly
Review, Nov.-Dec, 61-78.
 Schools of https://www.bbc.co.uk/news/techno
strategy – logy-49015516
overview SHORT IN CLASS CASE:
Robin Hood by J. Lampel
 Overview of
module and
assessment

Session 2 Design Planning Recommended Also useful Prof. Jha

and Positioning: Porter, M. E. (2008). The five Salavou, H. E. (2015). Competitive
Industry and Firm competitive forces that shape strategies and their shift to the
level contexts strategy. Harvard business future. European Business
Sub-topics and review, 86(1), 25-40. Review, 27(1), 80-99.
concepts:
McGrath, R. G. (2013). Chapter 2,3,4 Strategy Safari
 Integrative Transient advantage. Harvard
perspective, Business Review, 91(6), 62-70.
Generic
strategies, Five SHORT IN CLASS CASE:
Forces, Value (Japanese Animation Industry)
chain
 Sustainable v.
Transient
competitive
advantage

Session 3 Value creation Recommended: Also useful Prof. Jha

generation and Pil, F. K., & Holweg, M. Kramer, M. R., & Pfitzer, M. W.
appropriation (2006). Evolving from value (2016). The ecosystem of shared
chain to value grid. MIT Sloan value. Harvard Business Review,
Sub-topics and management review, 47(4), 72. 94(10), 80-89.
concepts:
 Value chains & SHORT IN-CLASS Crane, A., Palazzo, G., Spence, L.
grids EXAMPLES: J., & Matten, D. (2014). Contesting
 Value the value of “creating shared
architecture value”. California Management
 Review, 56(2), 130-153.

Session 4 Resource Based Recommended: Also useful Prof.

View Collis, D., & Montgomery, C. Jha
(2008). July. Competing on McGee, J. (2015). Resource‐Based
Sub-topics and Resources. Harvard Business View. Wiley Encyclopedia of
concepts: Review. Management, 1-8.
 Resource
capabilities and Ck, P., & Hamel, G. (1990).
core The core competence of the
competence corporation. Harvard Business
 VRIN Review, 68(3), 79-91.
 Adapted Value
Chain CASE VIDEO: CIRQUE DU
SOLEIL
https://www.youtube.com/wat
ch?v=aM_rZMT0EWQ
Session 5 Architecture of Recommended Also useful Prof. Jha
Simplicity and Miller, D. (1993). The Lewis, M. W., Andriopoulos, C., &
Strategic Learning architecture of Smith, W. K. (2014). Paradoxical
Sub-topics and simplicity. Academy of leadership to enable strategic
concepts: Management review, 18(1), agility. California Management
116-138. Review, 56(3), 58-77.
 Strategic Gupta, A. K., Smith, K. G., & Lampel, J., & Jha, P. P. (2017).
Learning Shalley, C. E. (2006). The Inertia, aspirations, and response to
 Failings of interplay between exploration attainment discrepancy in design
Simplicity and and exploitation. Academy of contests. R&D Management, 47(4),
concepts of management journal, 49(4), 557-569.
Inertia and 693-706. Jha, P. P., & Lampel, J. (2014).
convergence Performance feedback, competitive
Doz, Y., & Kosonen, M.
 Strategic repertoire simplicity, and
(2008). The dynamics of
agility technological evolution in a
strategic agility: Nokia's
rollercoaster televised design contest. Research
experience. California Policy, 43(2), 403-413.
Management Review, 50(3), Kuwada, K. (1998). Strategic
95-118 learning: The continuous side of
The NOKIA CASE as Above discontinuous strategic
& change. Organization
SHORT IN CLASS CASE Science, 9(6), 719-736.
EXAMPLES Chapter 6,7 Strategy Safari

Session 6 Strategic Recommended: Also useful Prof. Jha

Leadership Senge, Peter M., The Leader's
New Work: Building Learning Schoemaker, P. J., Krupp, S., &
Sub-topics and Organizations , Sloan Howland, S. (2013). Strategic
concepts: Management Review, 32:1 leadership: The essential
 The field of (1990:Fall) skills. Harvard business
leadership and review, 91(1), 131-134.
how strategic Montgomery,C. (2008) Putting Chapter 8 Strategy Safari
leadership is Leadership Back into Strategy.
situated : HBR, 86(1),54-60, 134
Macro and
Micro power
 Shifting
 strategic SHORT IN-CLASS CASE
contexts and (Mayfair Flowers)
leadership
practice
 Leadership
practice and
learning
Session 7: Strategic Recommended: Also useful Prof. Jha
Innovation Satell, G. (2017) Four types of
Innovation and the problems Chesbrough, H. W., & Appleyard,
 Innovation as a they solve. HBR. June, 212. M. M. (2007). Open innovation and
field and strategy. California management
typologies review, 50(1), 57-76.
Lampel, J., Jha, P. P., &
 The process of Bhalla, A. (2012). Test-driving
innovation the future: How design Hansen, M. T., & Birkinshaw, J.
competitions are changing (2007). The innovation value
innovation.  Academy of chain. Harvard business
Management review, 85(6), 121. [read abridged
Perspectives, 26(2), 71-85. at INSEAD KNOWLEDGE]

Christensen, C. M., Raynor,

M. E., & McDonald, R.
(2015). What is disruptive
innovation. Harvard Business
Review, 93(12), 44-53.

Sessions 8 Global Strategy H&J Ch.8, Prof.

&9 Globalization and Reading: Barbie and the World Economy Joseph
its objectives; Los Angeles Times
Risks in global CASE: Harvesting Poverty: The Great Catfish War (NY Times)
trade
Session 10 Strategic Choice Reading: Portfolio techniques for corporate strategic planning. 2013. Prof.
Portfolio analysis Darden Business Publishing. Joseph
techniques: BCG CASE: Danaka Corporation: Growth Portfolio Management
matrix; GE-Nine (Kellogg/Emerald)
Cell Planning
Grid
Session 11 Strategy Reading: H&J Ch-12- 13 Prof.
Implementation CASE: The De Beers Group: Exploring the Diamond Joseph
Why good Reselling Opportunity (HBSP)
strategies fail;
Formulation vs.
implementation
Session 12 Strategy Reading: Using the Balanced Scorecard as a Strategic Management Prof.
Evaluation System, HBR -July-Aug, 2007 Joseph
Balanced CASE: Tata Power Delhi Distribution Ltd: Measuring Beyond The
Scorecard Metrics (Emerald) (C9)
Sessions 13 Contemporary Readings: New Business Models in Emerging Markets Prof.
& 14 Concepts in HBR, Jan- Feb 2011 Joseph
Strategy Creating Shared value
Reverse HBR, Jan 2011
Innovation;
 BOP; CSR; Blue CASE: GE in India: Changing Healthcare (IIMA) (C11)
ocean strategy
Session 15 Corporate Readings: H&J, Ch-11; Prof.
Governance How Well Run Boards Make Decisions Joseph
Agency theory; HBR, Nov 2006
The role of the CASE: Corporate Governance Scandal at Satyam Computer Services
board Ltd (Emerald) (C10)

Session 16: Strategy and Recommended Also useful Prof. Jha

Society
Mintzberg, H. (2015) Time for Kolk, A., & Van Tulder, R. (2006).
 The Plural
the Plural Sector. Stanford Poverty alleviation as business
Sector
Social Innovation Review. strategy? Evaluating commitments
 CSR and
of frontrunner multinational
Corporate
corporations. World
Strategy
Development, 34(5), 789-801.
 The wider
stakeholder
context Jha, P.P. , Bhalla A. (2018) Life of
a PAI: Mediation by willingness
and ability for beneficiary
community engagement . World
Development-Perspectives. DOI:
10.1016/j.wdp.2018.04.004, 9, 27-
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