Strategic Management

Know the Manager’s Functions: Planning, Organizing, Motivation, Leadership and Controlling. Distinguish
manager functions from business functions.

The course will work with theoretical-practical classes, seeking to combine the expository dimension of the
subject with the necessary practical illustration, where the teacher and students will present and discuss the
resolution of several exemplary cases from real life.

The purpose of these works is threefold:

i) develop the organizations’ ability to solve real problems;

ii) familiarization of the student body with the application of the “Case Method”;

iii) enhance relationships with other disciplines.

To speed up the understanding of the materials and make the exhibitions more attractive, different
audiovisual means will be used.

Objectives:

1. The aim is to transmit to students the fundamental concepts of Business Strategy that allow them to acquire a vision global importance of strategy for the success of organizations in an increasingly competitive world;

2. It is also intended to introduce the student to some of the tools and methodologies most used in the strategy;

3. Finally, the aim is to integrate the various knowledge necessary for strategic thinking.

Competences:

1. Understand the strategic management process;

2. At the end of this subject, students must be able to:

– Carry out a strategic diagnosis for a company and, in particular;

– Carry out a PESTAL analysis;

– Apply Porter’s five forces model;

– Build and analyze a company’s value chain;

– Analyze a company’s resources and skills;

– Identify and characterize the strategy followed by a company and verify whether or not it creates value;

– Design a structure to implement the strategy;

– Understand the BSC as a strategy management system.

1. What is Strategy?

2. Principles Theories of Strategy

2.1. I/O Model

2.2. Resources and Capabilities Model (RBV)

3. The strategic management process

3.1. The 5 tasks of the strategy

3.2. Strategy levels4. Strategic analysis

4.1. Internal Analysis: Resources and Capabilities and Value Chain

4.2. External analysis

4.2.1. PESTAL

4.2.2. 5 Forces

5. Choosing the strategy

5.1. Ansoff’s Product-Market Matrix

5.2. Porter’s generic strategies

6. Strategy Implementation

6.1 Strategy as a practice for excellent performance

6.2 Adjusting the structure and strategy

6.3. Strategic action

6.3. Control of strategy implementation

NAO

FUNDAMENTAL

Silva, Gabriel & Silva, José Trovão; (2019); Estratégia: O Poder da Gestão Estratégica para Identificar, Explorar e Resolver Problemas; Editora Atual; 

Teixeira, S.; (2020); Gestão Estratégica; 2ª Edição; Escolar Editora

Freire, Adriano; (2020); Estratégia: Criação de Valor Sustentável em Negócios Tradicionais e Digitais; Bertrand Editora

ADDITIONAL

Betz, Frederick; (2016); Strategic Thinking: A Comprehensive Guide Hardcover; Emerald Publishing  

David, Fred R. & David, Forest R.; (2023); Strategic Management: A Competitive Advantage Approach; 18ª Edition; Pearson

Dess Gregory et. al.; (2021); Strategic Management: Text and Cases; 10ª Edition; McGraw-Hill

Grant, Robert M.; (2021); Contemporary Strategy Analysis: Text and Cases; 11ª Edition; Wiley

Hitt, Michael A. et. al.; (2017); Strategic Management Concepts and Cases Competitiveness and Globalization; 12ª Edition; Cengage Learning

Lynch, Richard; (2018); Strategic Management; 8ª Edition; Pearson

Rothaermel, Robert; (2023); Strategic Management; 6ª Edition; McGraw-Hill

Scholes, Kevan et. al.; (2023); Exploring Strategy; 13ª Edition; Pearson

Thompson, Artur et. al.; (2019); Crafting and Executing Strategy; 20ª Edition; McGraw-Hill

Tonelli, Marcello & Cristoni, Nicoló; (2019); Strategic Management and the Circular Economy; Routledge

Wheelen, Thomas L. et. al.; (2018); Strategic Management and Business Policy: Globalization, Innovation, and Sustainability; 15ª Edition; Pearson

Witcher, Barry J.; (2020); Absolute Essentials of Strategic Management; Routledge