Educational guide

IDENTIFYING DATA

2024_25

Subject

STRATEGIC MANAGEMENT

Code

00510025

Study programme

0510 - GRADO EN ECONOMÍA

Descriptors

Credit.

Type

Year

Period

Compulsory

Third

First

Language

Castellano

Prerequisites

Department

DIREC.Y ECONOMIA DE LA EMPRESA

Coordinador

CABEZA GARCÍA , LAURA

E-mail

lcabg@unileon.es
bjimp@unileon.es

Lecturers

CABEZA GARCÍA , LAURA

JIMENEZ PARRA , BEATRIZ

Web

http://

General description

The aim of this subject is to analyse in deep the theoretical and practical topics related to the Strategy Management: strategic analysis, competitive and global strategies and the implementation of firm strategies

Tribunales de Revisión

Tribunal titular
Cargo	Departamento	Profesor
Presidente	DIREC.Y ECONOMIA DE LA EMPRESA	GONZALEZ ALVAREZ , NURIA
Secretario	DIREC.Y ECONOMIA DE LA EMPRESA	MUÑOZ DOYAGUE , MARIA FELISA
Vocal	DIREC.Y ECONOMIA DE LA EMPRESA	HERRERA ENRIQUEZ , DANNY LILIANA

Tribunal suplente
Cargo	Departamento	Profesor
Presidente	DIREC.Y ECONOMIA DE LA EMPRESA	MIGUEL DAVILA , JOSE ANGEL
Secretario	DIREC.Y ECONOMIA DE LA EMPRESA	FERNANDEZ GAGO , ROBERTO
Vocal	DIREC.Y ECONOMIA DE LA EMPRESA	SANCHEZ GONZALEZ , GLORIA

Competencias

Code
A5703
A5740
A5780
A5789
A5808
A5813
B731
B733
B739
B746

Learning aims

	Competences
Solve problems related to business management and decision making in a creative and innovative way	A5703 A5740 A5808	B731 B739
Demonstrate the ability to communicate and defend arguments in writing and orally	A5780 A5789 A5813	B733 B746

Contents

Topic	Sub-topic
INTRODUCTION	TOPIC 1. The nature of Strategic Management 1.1. Strategic decisions 1.2. The strategic management process and its responsibility
STRATEGIC ANALYSIS	TOPIC 2. Stakeholders and company objectives 2.1. Value creation as a company objective 2.2. The company's interest groups (stakeholders) 2.3. Corporate governance 2.4. Corporate social responsibility 2.5. The mission and vision of the company TOPIC 3. External analysis of the company 3.1. The environment of the company 3.2. Analysis of the general environment 3.3. Delimitation of the specific environment 3.4. Industry structure analysis TOPIC 4. Internal analysis of the company 4.1. Theory of resources and capabilities 4.2. Resources and capabilities 4.3. Identification of resources and capabilities 4.4. Strategic evaluation of resources and capabilities 4.5. Management of resources and capabilities
FORMULATION OF STRATEGIES	TOPIC 5. Strategies and competitive advantages 5.1. Strategy and competitive advantage 5.2. The competitive advantage in costs 5.3. The competitive advantage in differentiation 5.4. Expanding Porter's Strategies: The Strategic Clock TOPIC 6. Corporate strategies: expansion and internationalization 6.1. The definition of the field of activity 6.2. Development directions 6.3. The expansion strategy 6.4. The multinational company 6.5. Global and multi-country industries: types of strategies 6.6. Methods of entry into foreign markets TOPIC 7. Corporate strategies: diversification, vertical integration and restructuring 7.1. Business diversification 7.2. The related diversification strategy 7.3. The unrelated or conglomerate diversification strategy 7.4. The vertical integration strategy 7.5. Restructuring strategies in the business portfolio TOPIC 8. Development methods: internal and external growth 8.1. Internal growth vs. external growth 8.2. External growth: mergers and acquisitions of companies 8.3. External growth: business cooperation
IMPLEMENTATION OF STRATEGIES	TOPIC 9. Evaluation and implementation of strategies 9.1. The strategy evaluation and selection process 9.2. The implementation of strategies 9.3. Planning and strategic control

Planning

Methodologies :: Tests
	Class hours	Hours outside the classroom	Total hours
Case study	10	16	26

Tutorship of group	15	21	36

Lecture	30	53	83

Mixed tests	5	0	5

(*)The information in the planning table is for guidance only and does not take into account the heterogeneity of the students.

Methodologies

Methodologies ::

	Description
Case study	The cases proposed in this subject show real company situations, being an opportunity to apply the concepts transmitted in the theoretical classes while helping to develop strategic thinking skills. The student must read the case in advance and think about possible answers to the questions posed as a prior step to sharing it in the classroom. On some occasions, the cases will be completed individually and on other occasions they will be done in groups, both inside and outside the classroom. They will be resolved orally in class and students will have to give the teacher a summary of the case carried out.
Tutorship of group	Collective tutorials will take place in the classroom. In them, any specific theoretical-practical doubts that may arise will be resolved. In addition, any additional content or activity will be used to improve understanding of the subject (multimedia, news, dynamics, cases, etc.).
Lecture	For each topic, the teacher will present and explain its main objectives based on real case examples. To do this, students will have at their disposal readings (notes, articles) and slides with the contents of each session. The teacher will try to encourage the active participation of the student derived from both possible doubts and comments that may arise and questions that the teacher may ask with the aim of enriching the presentation.

Personalized attention

Tutorship of group

Mixed tests

Description

Group or collective tutorials will be carried out in the classroom according to the distribution indicated by the teacher. During them, the activities requested will be monitored and possible doubts will be resolved.

On the other hand, there will also be individual virtual tutorials (if necessary) and traditional ones for any questions that students may have about the theoretical-practical content of the subject and which will be evaluated in the theoretical-practical tests, or in general, or any issue related to the subject.

Assessment

	Description	Qualification
Case study	Practical cases/activities: Active participation in classes and delivery of written exercises in the manner and on the date indicated by the teacher on the practical cases or other proposed activities. Sometimes they will be done individually and other times they will be group activities.	Su valoración relativa será del 30% de la nota final de la asignatura.
Mixed tests	- There will be two written theoretical-practical tests that will be held in the classroom and will consist of 10 short answer questions (each question will be worth 1 point) to evaluate knowledge and understanding of the subject matter. - Practical questionnaires will be carried out in the classroom throughout the subject aimed at evaluating the continuous acquisition of content.	- Las dos pruebas teórico-prácticas supondrán el 60% de la calificación final (30% y 30%, respectivamente), siendo necesario que el alumno alcance una nota media mínima de 4 entre los dos exámenes (escala 0-10 puntos) y a su vez que la nota en cada uno de los exámenes sea de al menos un 3 (escala 0-10 puntos). - Los cuestionarios prácticos supondrán el 10% de la nota final de la asignatura.

Other comments and second call
In the second ordinary convocation, the student will be able to recover the part corresponding to the two theoretical-practical tests as well as part of the practical cases/activities that the teacher considers can be recovered. The practical questionnaires are not recoverable in the extraordinary convocations. Students who choose to take the December exam will have to take a theoretical-practical exam that will have a weight of 100% of the grade for the subject. During the development of the tests, no material will be allowed to be handled except for exchange students whose native language is not Spanish, who may have a dictionary. The possession and use of mobile and/or electronic devices is strictly prohibited during the tests. The simple possession of these devices, as well as notes, books, folders or various unauthorized materials during the evaluation tests, will result in the immediate withdrawal of the exam, expulsion from it and qualify as a fail. The incident will be also communicated to the Academic Authority of the Center to carry out the actions provided for in the Guidelines for Action in Cases of Plagiarism, Copying or Fraud in Examinations or Evaluation Tests, approved by the Permanent Commission of the Government Council on January 29, 2015.

Sources of information

Access to Recommended Bibliography in the Catalog ULE

Basic
	Guerras Martín, L.A. & Navas López, J.E (2022). La dirección estratégica de la empresa: teoría y aplicaciones . Thomson Reuters-Civitas, Madrid (6ª edición). Guerras Martín, LA. & Navas López, J.E. (2018): Fundamentals of strategic management . Civitas (2ª edición). Navas López, J.E. & Guerras Martín, L.A. (2023). Fundamentos de dirección estratégica de la empresa . Thomson-Civitas, Madrid (3ª edición).
Complementary
	Barney, J.B. (2011): Gaining and sustaining competitive advantage . Prentice Hall, Upper Saddle River, Nueva Jersey (4ª edición). Barney, J.B. & Hesterly, W. (2019): Strategic management and competitive advantage: concepts and cases . Pearson Prentice-Hall (6ª edición). Besanko, D., Dranove, D., Shanley, M. & Schaefer, S. (2017): Economics of strategy . John Willey & Sons, Nueva York (7ª edición). Brickley, J.A., Smith, C.W. & Zimmerman, J.L. (2020): Managerial economics and organizational architecture . McGraw-Hill/Irwin, Burr Ridge, Illinois (7ª edición). Dess, G.G. & Lumpkim, G. (2003): Dirección estratégica . McGraw Hill, Madrid, Dess, G.G., McNamara, G., Eisner, A.L. & Lee, S.H. (2021): Strategic management: texts and cases . McGraw Hill (10ª edición). Fernández Sánchez, E. & Ramírez Alesón, M. (2021): Fundamentos para la toma de decisiones estratégicas de la empresa . Editorial Pirámide, Madrid. Grant, R.M. (2014): Dirección estratégica: conceptos, técnicas y aplicaciones . Civitas, Madrid (8ª edición). Guerras Martín, L.A. & Navas López, J.E. (2018): Fundamentals of strategic management . Civitas (2ª edición). Hitt, M.A., Ireland, R.D. & Hoskisson, R.E. (2023): Strategic management: concepts and Cases: Competitiveness and globalization . South-Western College Pub (14ª edición). Johnson, G., Scholes, K. & Whittington, R. (2006): Dirección estratégica . Pearson-Prentice-Hall Internacional, Madrid (7ª edición). Porter, M. (2015): Estrategia competitiva . Técnicas para el análisis de los sectores industriales y de la competencia . CECSA, México (2ª edición). Rothaermel, F.T. (2023): Strategic management . McGraw-Hill/Irwin (6ª edición). Thomson, A.A., Peteraf, M.A., Gamble, J.E. & Strickland, A.J. (2023): Administración estratégica . McGraw Hill, México (23ª edición). Saloner, G., Shepard, A. & Podolny, J. (2005): Administración estratégica . LimusaWiley, Mexico (1ª edición). Walker, G. & Madsen, T. (2016): Modern competitive strategy . McGraw-Hill, Londres (4ª edición). Ventura, J. (2008): Análisis estratégico de la empresa . Paraninfo, Madrid. * Academic Journals Universia Business Review ( http://ubr.universia.net ) Harvard Deusto Business Review ( http://www2.e-deusto.com/cdrevistasw/hdbr.htm ) Emprendedores (http://www.emprendedores.es ) Actualidad Económica ( http://www.actualidadeconomica.com ) Alta Dirección (http://www.altadireccion.es ) * Other materials: Strategic stories from Guerras Martín & Navas López web page https://www.guerrasynavas.com/cuentos.htm * Electronic resources Support videos: https://www.guerrasynavas.com/videos.htm https://www.youtube.com/user/GuerrasyNavas2007/videos University of León web page: www.unileon.es Web tool to support virtual teaching at the University of León: Moodle Press websites: www.elpais.es; www.elmundo.es www.expansión.com;www.cincodias.com

Recommendations

Subjects that it is recommended to have taken before

PRINCIPLES OF BUSINESS ADMINISTRATION / 00510008


Other comments
Note: Both the programming, the teaching methodology, and the evaluation and grading systems may be subject to modifications of which the students will be notified in advance, through the usual means. Additionally, the evaluation and grading systems may be subject to exceptional situations that will be appropriately assessed by the teacher.