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Master of Business Administration (MBA) (With Thesis)
BA 508 | Course Introduction and Application Information
| Course Name |
Strategic Management
|
|
Code
|
Semester
|
Theory
(hour/week) |
Application/Lab
(hour/week) |
Local Credits
|
ECTS
|
|
BA 508
|
Fall
|
3
|
0
|
3
|
7.5
|
| Prerequisites |
None
|
|||||
| Course Language |
English
|
|||||
| Course Type |
Required
|
|||||
| Course Level |
Second Cycle
|
|||||
| Mode of Delivery | - | |||||
| Teaching Methods and Techniques of the Course | DiscussionGroup WorkProblem SolvingCase StudyQ&ACritical feedbackLecture / Presentation | |||||
| National Occupation Classification | - | |||||
| Course Coordinator | ||||||
| Course Lecturer(s) | ||||||
| Assistant(s) | ||||||
| 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;
|
| Course Description | This course covers topics related with business policy and strategic management. |
| Related Sustainable Development Goals |
|
|
|
Core Courses |
X
|
| Major Area Courses | ||
| Supportive Courses | ||
| Media and Management Skills Courses | ||
| Transferable Skill Courses |
WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES
| 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. |
EVALUATION SYSTEM
| 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 |
ECTS / WORKLOAD TABLE
| 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
|
COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP
|
#
|
Program Competencies/Outcomes |
* Contribution Level
|
|||||
|
1
|
2
|
3
|
4
|
5
|
|||
| 1 |
To be able to demonstrate general business knowledge and skills. |
-
|
-
|
X
|
-
|
-
|
|
| 2 |
To able to master the state-of-the-art literature in the area of specialization. |
-
|
-
|
-
|
-
|
-
|
|
| 3 |
To be able to evaluate the performance of business organizations through a holistic approach. |
-
|
-
|
X
|
-
|
-
|
|
| 4 |
To be able to effectively communicate scientific ideas and research results to diverse audiences. |
-
|
-
|
-
|
-
|
-
|
|
| 5 |
To be able to deliver creative and innovative solutions to business-related problems. |
-
|
-
|
-
|
X
|
-
|
|
| 6 |
To be able to solve business related problems using analytical and technological tools and techniques. |
-
|
-
|
-
|
-
|
-
|
|
| 7 |
To be able to take a critical perspective in evaluating business knowledge. |
-
|
-
|
-
|
X
|
-
|
|
| 8 |
To be able to exhibit an ethical and socially responsible behavior in conducting research and making business decisions. |
-
|
-
|
-
|
X
|
-
|
|
| 9 |
To be able to carry out a well-designed independent and empirical research. |
-
|
-
|
-
|
-
|
-
|
|
| 10 |
To be able to use a foreign language to follow information about the field of finance and participate in discussions in academic environments. |
-
|
-
|
-
|
-
|
-
|
|
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
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