MBA7101: STRATEGIC MANAGEMENT

Dr. Purva Kansal

Professor
University Business School
purvakansal@pu.ac.in

Course Outline This course is about how firms build and sustain competitive advantage in their
quest for Industry presence and domination. It involves understanding industry
configuration and its impact on the firm; the selection of specific strategies for
market entry, while retaining the strongest aspects of the firm’s business model;
the development of organizational competencies in ways that leverage advantage
through a commitment to customers; selective partnership and alliances; creative
use of sourcing and supply chains; and the restructuring of an organizational
culture by way of responsive structures, processes. In summary, this course is
about how to design and implement a successful strategy for sustained
competitive advantage and above average rate of return.

Text book We don’t have a text book. I am giving you names of reference books and you
can refer to these for content. I will be referring to all these for the class
discussions and content.
1. Frynas, J. G., & Mellahi, K. (2015). Global strategic management. Oxford
University Press, USA.
2. Lasserre, P. (2017). Global strategic management. Macmillan
International Higher Education.
3. Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2016). Strategic
management: Concepts and cases: Competitiveness and globalization.
Cengage Learning.
4. Porter, M. E. (2008). Competitive advantage: Creating and sustaining
superior performance. simon and schuster.
5. Porter, M. E. (2011). Competitive advantage of nations: creating and
sustaining superior performance. simon and schuster.

Assessment MST 7.5

Criteria
(Half Paper) Assignment 7.5
Class participation 5
Monthly Test 5
TOTAL 25
 Syllabus Unit I
Introduction to corporate strategy, an overview of formulation and
implementation of strategy (including various models of strategy formulation and
implementation), strategic leadership, determinants of competitive advantage,
vision and mission including various approaches to business model, strategic
coherence, stakeholders and strategy, internal and external environment of
strategy, environmental analysis (including various tools of analysis), corporate
resources, capabilities and core competencies, dynamic capabilities, value chain,
competitor analysis, key success factors, drivers of change, competitive rivalry and
competitive dynamics, challenges to sustainable competitive advantage,
advantages and disadvantages of first movers, second movers and fast followers,
defensive strategies for incumbents caught off guard, personal goals and
aspirations of top management, corporate social responsibility, corporate
governance and strategy, diversification-related and unrelated, integration-
vertical and horizontal, execution of strategy.

The subject is shared and therefore I will cover Unit 1.

Class Test Sept 9th and 10th , 2021

Nov 11th and 12th , 2021

There would be NO MAKE UP tests.

The syllabus for this test will be announced in the class. Test would be for 50 -60
minutes and Format of the test will announced in the class.

Mid Semester Test Oct 4th to 9th 2021 (Monday-Friday)

There would be NO MAKE UP tests.
The syllabus for this test will be announced in the class.

Assignment the class assignment

This will be a group assignment

1 Adhyatma Manjusha
2 Armaan mudit
3 Aryaman Nitish
4 Ayush Pranav
5 Bhava Pranjal
6 Biswajit Puneet
7 Deepak Rajat
8 Dilpreet Rohit
9 Gopal Saurabh
10 Harshit Shataksahi
11 Ishita Shivam jain
12 Jagmeet Shivam
13 Jasleen Utsav
14 Jaspreet Venketesh
15 kallal Vipul
 16 Kavya Yamini lakshay

Each group is supposed to choose an industry and do an industry analysis while

highlighting the stage in industry life cycle and generic strategy options
companies can adopt in this industry. The analysis will be done on quantitative
variables. It is not a qualitative analysis or a review of literature-based analysis.

1. Choose an industry
2. Judge the industry cycle and alco the concentration of competition/ power
in the market. Use porters industry life cycle and 13 industry indicators to
do the analysis. Analysis need not be done on all 13 variables. The team can
build a case for choosing the 7 indicators for predicting industry life cycle.
3. Choose the market leader and apply HAMBRICK MODEL to

Submission dates

Choice of industry 25th Aug 2021 • Which

industry is
being chosen
• Why it is
being chosen
• Its past five
years of data
in terms of
major players,
growth rate,
contribution
to GDP, etc
(data source
PROWESS)
• Substitutes
industries
2-3 pages
Industry analysis 25th Sept 2021 • Model of
choice for
analysis
10-15 pages

Hambrick model 26th Oct 2021 10-15 pages

• Typed
• Times new roman
• Font size 11
• Single line spacing
• Models are not included in the page count

Lecture plan
Topics Chapter Articles

Concept of strategy including global 1. Porter, M. E. (2000). What is strategy?.

strategy, 2. In, G. S. (1989). Global strategy... in a world of nations?.
* what is strategy? 3. Alexander, M., & Korine, H. (2008). When you shouldn’t go
* process of strategy global. Harvard Business Review, 86(12), 70-77.
* levels of strategy 4. Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman, H. J.
* global strategy (1978). Organizational strategy, structure, and
* Strategy, structure and process process. Academy of management review, 3(3), 546-562.
* Models for strategic analysis 5. Hambrick, D. C., & Fredrickson, J. W. (2001). Are you sure
(hambrick model, business model) you have a strategy?. The Academy of Management
Executive, 15(4), 48-59.
6. Johnson, M. W., Christensen, C. M., & Kagermann, H.
(2008). Reinventing your business model. Harvard business
review, 86(12), 57-68.
7. Hedman, J., & Kalling, T. (2003). The business model
concept: theoretical underpinnings and empirical
illustrations. European journal of information systems, 12(1),
49-59.
8. Zott, C., & Amit, R. (2008). The fit between product market
strategy and business model: implications for firm
performance. Strategic management journal, 29(1), 1-26.
9. Peng, M. W., & Pleggenkuhle‐Miles, E. G. (2009). Current
debates in global strategy. International journal of
management reviews, 11(1), 51-68.

analyzing the external environment 1. Guth, W. D. (2009). Developing new avenues for growth:
especially the tools of analysis, Challenges presented by five trends in the global
*external environment environment. Journal of International Management, 15(3),
* Constraints, threats and 251-261.
opportunities. 2. Porter, M. E. (2008). Competitive strategy: Techniques for
* Components of External analyzing industries and competitors. Simon and Schuster.
environment 3. Walsh, S. T., & Linton, J. D. (2001). The competence
* Industry life cycle. pyramid: A framework for identifying and analyzing firm and
industry competence. Technology analysis & strategic
management, 13(2), 165-177.
4. Smircich, L., & Stubbart, C. (1985). Strategic management in
an enacted world. Academy of management Review, 10(4),
724-736.
analyzing company resources and 1. Grant, R. M. (1991). The resource-based theory of
capabilities, competitive advantage: implications for strategy
* internal environment formulation. California management review, 33(3), 114-135.
* Strengths, weaknesses, core 2. Hall, R. (1993). A framework linking intangible resources and
competencies. capabiliites to sustainable competitive advantage. Strategic
* VRIO management journal, 14(8), 607-618.
* RBV and IO model
Case: Nucor at a Crossroads:
functional level strategies,
business level strategies,
corporate level strategy including
vertical integration,
diversification,
strategic alliance and acquisition
Entering foreign markets,
* entry modes
* OLI paradigm
strategy and technology,
evaluation of strategy,
implementation of strategy,
organization structure and strategy,
management of political risk and
negotiation,
governing the corporation around
the world
culture and global strategy,
3. Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource‐
based view: Capability lifecycles. Strategic management
journal, 24(10), 997-1010.
1. Morrison, A. J., & Roth, K. (1992). A taxonomy of business‐
level strategies in global industries. Strategic Management
Journal, 13(6), 399-417.
2.
1. Elkington, J. (2004). Enter the triple bottom line. The triple
bottom line: Does it all add up, 11(12), 1-16.
2. Hubbard, G. (2009). Measuring organizational performance:
beyond the triple bottom line. Business Strategy and the
Environment, 18(3), 177-191.
3. Hall, T. J. (2011). The triple bottom line: what is it and how
does it work?.Indiana business review, 86(1), 4.
1. Kim, W. C., & Hwang, P. (1992). Global strategy and
multinationals' entry mode choice. Journal of International
Business Studies, 23(1), 29-53.
2. Agarwal, S., & Ramaswami, S. N. (1992). Choice of foreign
market entry mode: Impact of ownership, location and
internalization factors. Journal of International business
studies, 23(1), 1-27.
3. Hill, C. W., Hwang, P., & Kim, W. C. (1990). An eclectic
theory of the choice of international entry mode. Strategic
management journal, 11(2), 117-128.
5. Hambrick, D. C., & Fredrickson, J. W. (2001). Are you sure
you have a strategy?. The Academy of Management
Executive, 15(4), 48-59.
1. Peng, M. W., Sun, S. L., Pinkham, B., & Chen, H. (2009). The
Institution-Based View as a Third Leg for a Strategy Tripod. The
Academy of Management Perspectives, 23(3), 63-81.
Busse, M., & Hefeker, C. (2007). Political risk, institutions and
foreign direct investment. European journal of political
economy, 23(2), 397-415.
Peng, M. W., Wang, D. Y., & Jiang, Y. (2008). An institution-
based view of international business strategy: A focus on
emerging economies. Journal of international business
studies, 39(5), 920-936.
Yip, G. S., Johansson, J. K., & Roos, J. (1997). Effects of
nationality on global strategy. MIR: Management International
Review, 365-385.

personal goals of top management,
** additional cases to be announced in class
Peng, M. W., & Pleggenkuhle‐Miles, E. G. (2009). Current
debates in global strategy. International journal of
management reviews, 11(1), 51-68.
Miller, D., De Vries, M. F. K., & Toulouse, J. M. (1982). Top
executive locus of control and its relationship to strategy-
making, structure, and environment.Academy of Management
journal, 25(2), 237-253.