Module Details

Module Code: n/a
Full Title: Business Strategy
Valid From:: Semester 1 - 2023/24 ( September 2023 )
Language of Instruction:English
Duration: 1 Semester
Credits:: 5
Module Owner::
  • Shane Hill
  • Maeve McArdle
Departments: Management & Financial Studies
Module Description: This course will provide students with insight into the theory and practice of business strategy in a dynamic world. Using a case based approach, students will explore key models and frameworks in various contexts to make strategic decisions. In addition, strategy related issues facing organisations will be researched and examined.
 
Module Learning Outcome
On successful completion of this module the learner will be able to:
# Module Learning Outcome Description
MLO1 Interpret the financial and strategic situation of a firm using relevant frameworks and techniques.
MLO2 Appraise the relevance and applicability of strategic models and frameworks in profit and non profit organisations.
MLO3 Critique contemporary strategic issues facing management today.
MLO4 Develop strategic action plans in the context of different organisations.
MLO5 Assess the role played by management in strategic development within the organisation.
Pre-requisite learning
Module Recommendations
This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named DkIT module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
No recommendations listed
 
Module Indicative Content
Analysis
Tools and techniques for strategic decision making. External analysis techniques - macro and micro environment, PESTEL, five forces that shape strategy, competitor analysis, group map analysis and driving forces. Internal analysis techniques - Resource based view, SWOT framework, VRIO framework and value chain analysis.
Strategic choice
Strategy development for globalization and internationalisation. Entrepreneurial strategies. Non-profit sector strategy.
Strategy in different contexts
Strategy and society. Competitive strategy and sustainability. Governance and ethics.
Module Assessment
Assessment Breakdown%
Course Work100.00%
Module Special Regulation
 

Assessments

Full Time On Campus

Course Work
Assessment Type Continuous Assessment % of Total Mark 40
Marks Out Of 0 Pass Mark 0
Timing S1 Week 4 Learning Outcome 2
Duration in minutes 0
Assessment Description
Individual task where students develop and apply decision models of various strategy models and frameworks (e.g. portfolio analysis, five forces analysis, SWOT framework).
Assessment Type Continuous Assessment % of Total Mark 30
Marks Out Of 0 Pass Mark 0
Timing S1 Week 9 Learning Outcome 1,4
Duration in minutes 0
Assessment Description
Case study analysis and discussion. Three individual cases prepared for class discussion.
Assessment Type Essay % of Total Mark 30
Marks Out Of 0 Pass Mark 0
Timing S1 Week 12 Learning Outcome 3,5
Duration in minutes 0
Assessment Description
Individual essay on a current topic in business strategy (1000 words)
No Project
No Practical
No Final Examination

Part Time On Campus

Course Work
Assessment Type Continuous Assessment % of Total Mark 40
Marks Out Of 0 Pass Mark 0
Timing S1 Week 4 Learning Outcome 2
Duration in minutes 0
Assessment Description
Individual task where students develop and apply decision models of various strategy models and frameworks (e.g. portfolio analysis, five forces analysis, SWOT framework).
Assessment Type Continuous Assessment % of Total Mark 30
Marks Out Of 0 Pass Mark 0
Timing S1 Week 9 Learning Outcome 1,4
Duration in minutes 0
Assessment Description
Case study analysis and discussion. Three individual cases prepared for class discussion.
Assessment Type Essay % of Total Mark 30
Marks Out Of 0 Pass Mark 0
Timing S1 Week 12 Learning Outcome 3,5
Duration in minutes 0
Assessment Description
Individual essay on a current topic in business strategy (1000 words)
No Project
No Practical
No Final Examination

DKIT reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time On Campus
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact Lecture and topic discussion. Practical application of tools and techniques. Every Week 2.00 2
Directed Reading Non Contact Assigned readings and case studies Every Week 3.00 3
Independent Study Non Contact Topic driven research Every Week 4.00 4
Total Weekly Learner Workload 9.00
Total Weekly Contact Hours 2.00
Workload: Part Time On Campus
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact Lecture and topic discussion. Practical application of tools and techniques. Every Week 2.00 2
Directed Reading Non Contact Assigned readings and case studies Every Week 3.00 3
Independent Study Non Contact Topic driven research Every Week 4.00 4
Total Weekly Learner Workload 9.00
Total Weekly Contact Hours 2.00
 
Module Resources
Supplementary Book Resources
  • A. J. Strickland, III,John E. Gamble,Arthur A. Thompson, Jr.. ISE Crafting and Executing Strategy: Concepts, 23rd. McGraw Hill, USA, [ISBN: 1264370598].
  • Richard Lynch. (2021), Strategic Management, Ninth. Sage Publications Limited, UK, [ISBN: 9781529758245].
  • Jeffrey H. Dyer,Paul C. Godfrey,Robert J. Jensen,David J. Bryce. (2020), Strategic Management, Third. John Wiley & Sons, [ISBN: 1119563135].
Recommended Article/Paper Resources
  • Edwards, M.G. (2021), The growth paradox, sustainable development, and business strategy, Business Strategy and the Environment, 30(7), pp.3079-3094.
  • Jan Anton van Zanten, Rob van Tulder. (2021), Improving companies' impacts on sustainable development: A nexus approach to the SDGS, Business Strategy and the Environment, Vol 30 (8), pp 3703-3720,
    https://doi.org/10.1002/bse.2835
  • Wenzel, M., Stanske, S. and Lieberman, M.B.. (2020), Strategic responses to crisis, Strategic Management Journal, 41(7/18).
  • Porter, M.E. and Kramer, M.R. (2019), Creating shared value., Managing sustainable business, (pp. 323-346).
  • Porter, Michael E and Kramer, Mark R. (2006), Strategy and society: the link between competitive advantage and corporate social responsibility, Harvard Business Review, Dec;84(12), p.78-92.
This module does not have any other resources