BA 508 | Course Introduction and Application Information - Logistics Management (Without Thesis)

Course Name

Strategic Management

Code	Semester	Theory (hour/week)	Application/Lab (hour/week)	Local Credits	ECTS
BA 508	Fall/Spring	3	0	3	7.5

Prerequisites	None
Course Language	English
Course Type	Elective
Course Level	Second Cycle
Mode of Delivery	-
Teaching Methods and Techniques of the Course	Discussion Group Work Problem Solving Case Study Q&A Critical feedback Lecture / Presentation
National Occupation Classification	-
Course Coordinator	Prof. Dr. Şükrü Özen
Course Lecturer(s)	Prof. Dr. Burak ÇAPRAZ
Assistant(s)	Araş. Gör. Zeynep Göksu Beşkaya

Course Objectives	To explain, interpret and manage the set of managerial decisions and actions, reactions as well as interactions which all determine the long term , midterm and short terms performance of a corporation whether it is local, national or international and to guide business leaders seek, find and adapt most unique way of working for each organization for corporate success. Also, to establish understanding for transforming knowledge from different cases experienced to new cases of businesses and organizations.
Learning Outcomes	The students who succeeded in this course; will be able to explain the major determinants of getting competitive advantage in today’s changing and complicated business environment will be able to define organizational goals will be able to develop strategic tools to achieve organizational goals will be able to use strategic tools that will help the firm to reach its organizational goals will be able to conduct SWOT analysis
Course Description	This course covers topics related with business policy and strategic management.
Related Sustainable Development Goals

Course Category	Core Courses	Χ
	Major Area Courses
	Supportive Courses
	Media and Management Skills Courses
	Transferable Skill Courses

Week	Subjects	Related Preparation
1	Introduction to Course Syllabus, Strategic management video: TED.com
2	What is strategy? Basic Concepts of Strategic Management	Porter, M. (1996) What is strategy? HBR, Vol. November-December, pp. 61-78. Ansoff, H. I. (1991). Critique of Henry Mintzberg's ‘The design school: reconsidering the basic premises of strategic management’. Strategic management journal, 12(6), 449-461.
3	Business Model, Mission Vision Values, SWOT-TOWS Analysis	Lanzolla, G., & Markides, C. (2021). A business model view of strategy. Journal of Management Studies, 58(2), 540-553.
4	Macro and Micro Environmental Analysis (PESTLE, Stakeholder, 5 Forces Model, Industry Analysis)	Anderson, C. R., & Paine, F. T. (1978). PIMS: a reexamination. Academy of Management Review, 3(3), 602-612.
5	Strategic Groups, VRIO Model, BCG Analysis, McKinsey Analysis, Profit Investment Matrix, 4 Corners Analysis	McKelvie, A., & Wiklund, J. (2010). Advancing firm growth research: A focus on growth mode instead of growth rate. Entrepreneurship theory and practice, 34(2), 261-288.
6	Value Creation and Value Chain, How to Gain Competitive Advantage	In-class studies
7	Technology Strategy Relationship, Business Strategies	Tushman, M. L., & Anderson, P. (2018). Technological discontinuities and organizational environments. In Organizational Innovation (pp. 345-372). Routledge.
8	Corporate Strategies	Quélin, B., & Duhamel, F. (2003). Bringing together strategic outsourcing and corporate strategy:: Outsourcing motives and risks. European management journal, 21(5), 647-661.
9	Functional Strategies	In-class studies
10	Midterm Exam
11	Global Strategies, Blue Ocean Strategy	In-class studies
12	Innovation Strategies, Strategy Maps, Case Study	Buytendijk, F., Hatch, T., & Micheli, P. (2010). Scenario-based strategy maps. Business Horizons, 53(4), 335-347. Vaka Çalışması; Sınıf içi çalışma
13	Corporate Social Responsibility	Vilanova, M., Lozano, J. M., & Arenas, D. (2009). Exploring the nature of the relationship between CSR and competitiveness. Journal of business Ethics, 87, 57-69
14	Student Presentations: Strategic Management Project	Group Presentations
15	Review of the Semester
16	Final Exam

Course Notes/Textbooks

Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. 2018. Strategic Management and Business Policy: Globalization, Innovation and Sustainability, Global Edition, 15/E. Pearson.

ISBN: 978-1-292-21548-8

Suggested Readings/Materials

Supplementary readings given above.

Semester Activities	Number	Weigthing
Participation
Laboratory / Application
Field Work
Quizzes / Studio Critiques
Portfolio
Homework / Assignments
Presentation / Jury	1	30
Project
Seminar / Workshop
Oral Exams
Midterm	1	30
Final Exam	1	40
Total

Weighting of Semester Activities on the Final Grade	2	60
Weighting of End-of-Semester Activities on the Final Grade	1	40
Total

Semester Activities	Number	Duration (Hours)	Workload
Theoretical Course Hours (Including exam week: 16 x total hours)	16	3	48
Laboratory / Application Hours (Including exam week: '.16.' x total hours)	16		0
Study Hours Out of Class	14	4	56
Field Work			0
Quizzes / Studio Critiques			0
Portfolio			0
Homework / Assignments			0
Presentation / Jury	1	40	40
Project			0
Seminar / Workshop			0
Oral Exam			0
Midterms	1	34	34
Final Exam	1	45	45
		Total	223

#	Program Competencies/Outcomes	* Contribution Level
#	Program Competencies/Outcomes	1	2	3	4	5
1	Being able to contribute to the institution the participant works for and the logistics sector by the use of the knowledge and abilities gained during the education period; and manage change in the institution and the sector;	-	-	-	-	X
2	Reaching a competency about contemporary business and technology applications in the area of logistics and supply chain management and analysis and strategy development methods;	-	-	-	-	X
3	Being able to create opportunities by combining supply chain management with information technologies and innovative processes by the use of the interdisciplinary courses the participants take;	-	-	-	-	X
4	Having the ability to develop creative solutions by working on global logistics and supply chain subjects and realizing these by the use of their project management knowledge;	-	-	-	X	-
5	Having the knowledge, abilities and capabilities required for effective logistics and supply chain management by the use of a problem and case analysis based learning;	-	-	-	-	X
6	Being able to examine logistics and supply chain processes with the management science viewpoint, analyze related concepts and ideas by scientific methods;	-	-	-	-	X
7	If continuing to work in the academia, having the necessary information on logistics applications; if continuing to work in the sector, having the necessary knowledge on conceptual subjects;	-	-	-	-	X
8	Being able to specify appropriate research questions about his/her research area, conduct an effective research with the use of necessary methods and apply the research outcomes in the sector or the academia;	-	-	-	X	-
9	Being able to follow the changes and developments in the sector the participant works in, in order to keep his/her personal and professional competence updated and develop himself/herself when necessary;	-	-	-	-	X
10	Be experts in the fields of logistics and supply chain with the help of the sectorfocused education they receive;	-	-	-	-	X
11	Have the necessary capabilities to pursue doctoral studies in national and foreign institutions	-	-	-	X	-

BA 508 | Course Introduction and Application Information

WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES

EVALUATION SYSTEM

ECTS / WORKLOAD TABLE

COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP

NEW GÜZELBAHÇE CAMPUS

GLOBAL CAREER

CONTRIBUTION TO SCIENCE

VALUING PEOPLE

BENEFIT TO SOCIETY