Standardized Outline for Courses

Part A: Basic Details

Name of Course Strategic Management (STM)

Course Instructor(s)
Manoj T Thomas manojthomas@xlri.ac.in
(please provide email id)
Academic Associate(s)
Manjula Siby manju@xlri.ac.in
(please provide email id)

Area Strategic Management

Program BMD

Term III

Type of Course
Core
(Core/Elective/Workshop)

Number of Credits 3

Number of Classroom Contact

20 sessions (30 hours)
Hours
Course Pre-requisites (if any,
including cut-off grades in NA
specific core courses)
Strategic Management by Frank T. Rothaermel, 3rd Edition,
Course Textbook
McGraw Hill Education.
Course Handout to be Provided
Yes
(Yes/No)
No. of Sessions to be taken by
0
Guest Faculty
Name of Guest Faculty (if
NA
identified)

Part B: About the Course

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 Standardized Outline for Courses

Course Description This core course gives an overview of the

Course Learning Objectives
domain of strategic management.
The main objectives of the course are the
following:
• Expose the students to the various
concepts/frameworks of strategic management.

• Linking the takeaways of other functional

courses in an integrated fashion.

• Orient the students towards a methodical

analysis of strategic issues under conditions of
incomplete and imperfect information.

• A student should be able to understand what

allows certain organizations to make a profit
while other organizations fail to do so.

• Why certain organizations can sustain their

economic profits over long periods of time in
comparison to other organizations?

Who is the course suitable for? (for electives NA

only)

Part C: AOL - Learning Goals Mapping at the Course Level*

AOL Learning Goal (PLO) Relevance for Course (put a tick)

Decision Making √

Quest for Excellence

Sustainability

Global Mindset

Please indicate the rationale for choosing the
specific learning goal(s) for this course
The course is heavily dependent on the case
pedagogy where the student is required to
evaluate various alternatives and decide certain
course of action while providing
recommendations for the firm in context. This
helps in building decision making skills among
students.

*Description appended at the end of the document

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 Standardized Outline for Courses

Session Plan*

Course Chapters from Course Textbook and Reading Pedagogy (Case Studies/in-class
Session Material other than Case Studies exercise/questionnaire/presentations)
Session Topic Learning
No(s)
Objectives
1 and 2 Introduction Decision (Chapters 1 & 2) In Class exercise, Presentations,
 Concept of Strategy, Making  Porter, M.E. (1996), What is strategy? HBR Articles
 Stakeholders  Hambrick, D.C. & Fredrickson, J.W. (2005),
 Value Chain Are you sure you have a strategy? AOM
Executive
3 and 5 External Environment Analysis ----do------ (Chapter 3) In Class exercise, Presentations,
–  Porter, M.E. (2008), The five competitive Articles
 General Environment forces that shape strategy, HBR
(PEST, Emerging VOLVO Trucks (A)
 Brandenburger, A.M., & Nalebuff, B.J.
Economy)
 Industry Analysis (Porter’s (1995), The right game: Use game theory to VOLVO Trucks (B)
Five Force Framework) shape strategy, HBR
6 and 8 Internal Environment Analysis ----do------ (Chapter 4) In Class exercise, Presentations,
 Resources, capabilities &  Collis, D.J. Montgomery, C.A. (2008), Articles
core competencies Competing on resources, HBR
 Barney (1991), Firm Resources and Sustained Federal Bureau of Investigation 2001
(Resource-Based View)
(Abridged)
 Structure,Culture,Processes Competitive Advantage, JM
9 to 11 Generic Competitive Strategies ----do------ (Chapter 6) Case: QuickMedx
(Business-level)  Ghemawat, P., & Rivkin, J.W. (2006), Case: Calveta
Creating competitive advantage, HBS note
12 Introduction to Balanced ----do------ Kaplan, R.S. & Norton, D.P. (1996) Linking the Case: Calveta
Scorecard Balanced Scorecard to Strategy, CMR

13 and Introduction to Growth and ----do------  Porter, M. E. (1987). From competitive

14 Corporate Strategies advantage to corporate strategy. Harvard
Business Review.
Growth versus Innovation

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 Standardized Outline for Courses

Introduction to Innovation  Campbell, A., Goold, M., & Alexander, M.

(1995). Corporate strategy: The quest for
parenting advantage. Harvard Business
Review.
15 Corporate Strategy: ----do------ (Chapter 8) Case: The De Beers Group: Exploring
Vertical Integration  Osegowitsch, T., & Madhok, A. (2003). the Diamond Reselling Opportunity
Vertical integration is dead, or is it? Business
Horizons, 46(2), 25-34.
16 Corporate Strategy: ----do------ (Chapter 8) Case: Alphabet Eyes New Frontiers
Diversification  Collis, D. J. & Montgomery, C. A., (1998),
Creating Corporate Advantage. Harvard
Business Review, 76(3): 70-83.
17 Mergers and Acquisitions ----do------ (Chapter 9) Case: Groupe PSA: Acquisition of
 Christensen, C. M., Alton, R., Rising, C., & Opel/Vauxhall-From Turnaround to
Waldeck, A. (2011). The big idea: The new Profitable Growth
M&A playbook. Harvard Business Case: Fnac-Darty Merger: From
Bidding Wars to Entity Integration
Review, 89(3), 48-57.
18 Joint Ventures and Alliances ----do------ (Chapter 9) Case: Eli Lilly in India: Rethinking the
 Dyer, J. H., Kale, P., & Singh, H., (2004), Joint Venture Strategy
When to Ally and When to Acquire, Harvard
Business Review, 82(7): 108-115.
19 Internationalization ----do------ (Chapter 10) Case: Globalization of CEMEX
 Porter, M. E. (1990). Competitive Advantage of
Nations. Harvard Business Review.
 Ibarra, H. (1996). National cultures and work-
related values: The Hofstede study. Harvard
Business Review, 7.
20 Strategy in Emerging Market ----do------  Khanna, T. & Palepu, K. G., (2006), Emerging Case: Leading the Tata Group (A): The
context Giants: Building World-Class Companies in Ratan Tata Years
Developing Countries, Harvard Business
Review, 84(10): 60-69.
 Ramachandran, J., Manikandan, K.S., & Pant,

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 Standardized Outline for Courses

A., (2013), Why Conglomerates Thrive

(Outside US), Harvard Business Review, AOL Copy
Note: - The course instructor may modify the sequence of topics or coverage based on initial experience and the mid-course review.
For Attendance Norms please refer to section 10 of the Student’s Manual.
For Evaluation and Grading Norms refer to sections 20, 21 and 22 of the Student’s Manual.
For Disciplinary Action refer to sections 26 and 27 of the Student’s Manual.

Details of Evaluation Components

Weightage for the

Average Number of Hours
Evaluation Module Yes/No Evaluation PLO sub-dimension measured
of Work Outside Classroom2
Component1

Mid-Term Yes 30% Understanding & applying theory 14

Visualization, Analysis and Narrowing to
End-Term Yes 30% 4
solution/ Understanding & applying theory
Quizzes and in class
yes 20% Understanding & applying theory
submissions
Group Work and Visualization, Analysis and Narrowing to
Yes 20% 24
Assignments solution
Class Participation No
Presentation No

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