UNIWERSYTET WARSZAWSKI
WYDZIAŁ ZARZĄDZANIA
KARTA PRZEDMIOTU
Kod przedmiotu w USOS (course cod of USOS)
2600-0550211014
Kod przedmiotu SOCRATES
(course cod of SOCRATES)
Nazwa przedmiotu (cours title)
Strategic Management
Typ przedmiotu (type of course)
Obligatory
Poziom przedmiotu (level of course)
Rok studiów, semestr (year of study, semester)
I
ECTS (number of credits)
2
Metody nauczania (teaching methods)
Lecutres supported by e-learning
Język wykładowy przedmiotu (language of
instruction)
ENGLISH
Imię i nazwisko wykładowcy (name of lecturer)
Dr Tomasz Ludwicki
Wymagania wstępne (prerequisites)
Microeconomics, Macroeconomics, Organization Theory
Cele przedmiotu (objectives of the course, preferably
expressed in terms of learning outcomes and competences)
Skrócony opis przedmiotu (brief course description)
Pełny opis przedmiotu (full course description)
Course objectives are:
1. to develop an understanding of the different concept
of strategy and their commonalities and differences
2. to practice several tools of strategic management
3. to analyze several cases of good and bad strategic
management
This course focuses on key issues in formulating and implementing strategies in business organization, in a way to create
a sustainable competitive advantage. These issues are approached from the perspective of general manager, responsible for organizational success in today’s global, turbulent
economy. The emphasis is on pragmatic and action oriented
general management skills. However, a considerable body of
theory has evolved within different disciplines that have salient implications for the strategy discipline. Therefore the
course will emphasize interdisciplinary nature of the strategy
field.
Topics
Introduction to the Strategy Course
Strategy as a plan
 Main assumptions
 General strategy model
1
Tools – trends, programs, SWOT
Discussion of Honda (A) case study
- What are the reasons of Honda success?
- How did Honda manage to create a positive feedback
loop that ensures growth?
Summary: lessons from the case study
Strategy as a pattern
- Main assumptions
- Development of inertial pattern
Tools – analysis of organizational rules of the game
Discussion of Honda (B) case study
- Evaluate leaders of Honda and their relations?
- How did Honda prepare to entry to the US market?
- How did Honda perform entry into the US market?
- What was the pattern of Honda activities and moves?
Summary: lessons from the case study
Strategy as position at the marketplace
 Main assumptions;
 General strategy model;
 Tools:
o 5 forces model;
o Value net model;
o Stakeholder model;
o Generic strategies framework;
o Value chain model and strategy as set of choices
and activities.
Discussion of RyanAir (A) case study:
- What is your assessment of Ryanair’s launch strategy?
(give solid arguments.)
- How do you expect Aer Lingus and BA to respond Create scenarios and discuss which is the most probable?
- How costly would it be for those airlines to retaliate
against Ryanair’s launch rather than accommodate it?
(Calculate range of costs involved).
Summary: lessons from the case study
Strategy as core competence
 Main assumptions
 General strategy model – VRIO framework
 Tools
o Core competence exercise
o Strategy as configuration – developing
innovative strategies
 Strategy as simple rules and real options.
Case study: Judo in Action
Developing and implementing strategy
 Selection of approach and 5 elements of good strategy making choices and implementing them.
Types of strategy – classical typologies and trade offs
 Price-quality
 Old-new markets/products
 Conservative versus offensive strategies
 Generic strategies
 Focused and diffused advantages
Case Study “Barco Projection Systems (A)”
- Analyze the industry
2
-
Evaluate strategic position of Barco from the perspective
of different typologies
- Analyze options listed at the end of the case – which one
should they choose? Why?
Summary: lessons from the case study
Metody oceny (assessment methods)
Literatura (bibliography)
Strategic toolbox
 Analyzing strategic groups and practical significance
of drawing groupings – making options clear
 Analyzing value chains
 Benchmarking
 Configuration analysis
 Portfolio Analyzes
 Rules of good and bad strategic portfolio
- Case Study: Samsung
Summary: lessons from the case study
1. Team Assignments - Cases ( Honda (A+B), RyanAir
A, Barco, Judo Samsung) -5 x 8 = 40 Points
2. Class Participation (class discussion and right activity
mean taking part in cases discussion, offering insightful commentaries, being prepared) – 10
3. Final Exam – Individual Case Study (remote, open
book exam) – 50
Total -100
Bonus - 10
Lektury podstawowe:
1. Bob de Wit i Ron Meyer (2004) Strategy: Process,
Content, Context. London: ITBP lub (1999) Strategy
Synthesis, London: ITBP,
www.thomsonlearning.co.uk
Articles available via EBSCO:
2. Don Sull (1999), Why Good Companies Go Bad,
HBR , July-August
3. C. Markides (1999), Six Principles of Breakthrough
Strategy, Business Strategy Review, Issue 2/1999
4. Bower and Christensen (1995), Disruptive
Technologies, HBR January-February
5. Hamel Gary and C.K. Prahald (1989), Core
Competence of a Corporation, HBR
6. Hamel Gary (1996), Strategy as Revolution, HBR,
July-August
7. Christiansen C. M. (2001) The Past and Future of
Competitive Advantage, Strategic Management
Review
8. Eisenhardt Kathleen and Don Sull (2001), Strategy
As Simple Rules, HBR , Jan.-Feb.
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