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Strategic Management – MBA FEB UGM

Strategic Management



The course of strategic management is intended to be a challenging, demanding, and exciting (integrating) course for the curriculum of management education. It is first and foremost a course about “strategy” and about “managing strategy formulation and implementation processes,” especially in the pursuits of corporate growth through sustainable development. As a “big picture” course, this class is also designed to assist the student in integrating much of the knowledge and skills that have gained in the core management curriculum. The problems or issues of strategy formulation, formation, and implementation or execution cover the whole spectrum of business and management. The main objective is to sharpen your abilities to think strategically, to make strategic decisions, and to weigh things from the perspective of the total enterprise. It means systematically exposing the student to the rigors of industry and competitive analysis, to the characteristics of a global market environment, to the critical linkages between competitive strategy and sustainable development issues to the important ingredients of strategic moves and plans, and to the varied managerial tasks associated with implementing and executing the chosen strategy.


After completion of this courses, students are expected to be able to:

  1. To develop student’s capability to think strategically about a company, its business position, and how it can gain sustainable competitive advantage and sustainable development.
  2. To build student’s skills in conducting strategic analysis in a variety of industries and competitive situations.
  3. To improve student’s ability to manage the organization process by which strategies get formulated, formed, and implemented or executed.
  4. To integrate and synthesize the knowledge and skills learned in earlier courses (e.g. marketing, finance
    and accounting, production/operations, human resources, and organizational behavior).
  5. To integrate environmental and social issues into the strategic management process.
  6. To develop student’s power of managerial judgments, help you become familiar with the problem of top management, and provide you with a stronger understanding of the competitive challenges of a global business environment and stakeholder activisms and pressures on sustainable development.
  7. To apply the theory and technique of strategic management to actual business situations by utilizing case methods.


  • Thompson, Jr.,A.A., Peteraf, M.A., Gamble, J.E., and Strickland III, A. J. (2018). Crafting and executing strategy-The quest for competitive advantage: Concepts and cases, 20th Edition. McGraw-Hill, New York, NY. (TPGS)


  • Porter, M.E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. The Free Press, New York. (PM)
    Additional materials will be distributed during the sessions.


This method is a particular type of learning methods under the student-centered learning (SCL) paradigm. In this approach, students are active learners to find and construct their own knowledge. The instructor serves only as a facilitator to help students achieve learning objectives and develop interpersonal skills. The class time will be devoted to discuss any concepts, materials, and or issues in the subject.


  1. Mid-term Exam (25%)
  2. Final Exam (25%)
  3. Presentation, Discussion, Participation (30%)
  4. Assignment/Quiz (20%)


The course Strategic Management weighs 3 credit units which is held in 14 sessions of lectures and 2 sessions of exams @ 150 minutes for regular class and 12 sessions of lectures and 2 sessions of exams @ 180 minutes for the executive class.

Session Topic Reading Materials
1 Introduction to strategic management

  • Course overview
  • The concept of strategy
  • Strategic management process
TPGS (Ch. 1)
2 Charting a company’s direction

  • Developing a strategic vision: Mission, vision and values
  • Setting goals and objectives
  • Crafting a strategy
TPGS (Ch. 2)
TPGS Case 3
3 External environment analysis

  • Analyzing political, economic, social-cultural, technological, and ecological environments
  • Industry Analysis: Porter’s (1980) Five Forces, industry value- chain, and strategic groups
  • Competitive analysis
  • SWOT Analysis: Identifying opportunities and threats
  • Identifying key success factors (KSFs)
TPGS (Ch. 3)
PM (Ch. 1, 3, 4, 7,
Case will be distributed later.
4 Internal analysis

  • SWOT analysis: Identifying strengths and weaknesses
  • Competitive advantageand corecompetence concepts – Resource- based view (RBV)
  • Assessing resources and capabilities as sources of competitive advantage – applying value-chain analysis and VRIO approach
TPGS (Ch. 4)
PM (Ch. 2, 5, 6)
Case will be distributed later.
5 Business-Level Strategy

  • Formulating business strategy
  • Porter’s generic strategies
  • Beyond competitive strategy
TPGS (Ch. 5)
Case will be distributed later.
6 Strengthening a company’s competitive position

  • Strategic moves, timing, and scope of operations to improve a company’s competitive position
  • Competitive strategies in the fragmented industry
  • Competitive strategies and industry evolution
TPGS (Ch. 6)
PM (Ch. 9-12)
TPGS Case 12
7 Strategies for competing in foreign markets

  • Multi-domestic strategy
  • Global strategy
TPGS (Ch. 7)
PM (Ch. 13)
Case will be distributed later.
Mid-Term Exam TPGS Ch. 1-7
 8 Corporate-level strategy

  • Formulating corporate strategies – diversification
  • The concepts of corporate advantage and parenting advantage
  • Analyzing the strategies of diversified companies – applying growth-share matrices
TPGS (Ch. 8)
PM (Ch. 14, 15,
9 Corporate-level strategy (cont…) TPGS Case 21
10 Corporate-level strategy (cont…) TPGS Case22
 11 Strategy, Ethics, Social Responsibility, and Environmental Sustainability

  • Linking strategy with ethics, corporate social responsibility and environmental sustainability
TPGS (Ch. 9)
TPGS Case 31
 12 Strategy implementation

  • Creating fits between strategy and organizational factors: The 7S framework
  • Building organizational capabilities
  • The “8S integrated” approach – the 7S + Sustainability
TPGS (Ch. 10)
Case will be distributed later.
 13 Strategy implementation (cont…)

  • Managing internal operations
TPGS (Ch. 12)
Case will be distributed later.
14 Strategic evaluation and control

  • Corporate culture and leadership
TPGS Case 25
Final Exam TPGS (Ch. 8-12)