Educational guide
IDENTIFYING DATA 2024_25
Subject STRATEGIC MANAGEMENT Code 00605041
Study programme
0605 - G.RELAC.LABORALES Y RECURSOS HUMANOS
Descriptors Credit. Type Year Period
6 Compulsory Fourth First
Language
Castellano
Prerequisites
Department DIREC.Y ECONOMIA DE LA EMPRESA
Coordinador
RUEDA LOPEZ , RAMON
E-mail rruel@unileon.es
bjimp@unileon.es
Lecturers
JIMENEZ PARRA , BEATRIZ
RUEDA LOPEZ , RAMON
Web http://
General description This subject aims to focus in the theoretical and practical aspects of the firm strategies: strategic analysis, strategy formulation and strategic implementation
Tribunales de Revisión
Tribunal titular
Cargo Departamento Profesor
Presidente DIREC.Y ECONOMIA DE LA EMPRESA CABEZA GARCIA , LAURA
Secretario DIREC.Y ECONOMIA DE LA EMPRESA GARCIA RAMOS , CONSTANTINO
Vocal DIREC.Y ECONOMIA DE LA EMPRESA HERRERA ENRIQUEZ , DANNY LILIANA
Tribunal suplente
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 MARTINEZ CAMPILLO , ALMUDENA

Competencias
Code  
B801
B808
B809
B810
B811
C2 CMECES2 That students know how to apply their knowledge to their work or vocation in a professional manner and possess the skills that are usually demonstrated through the development and defense of arguments and the resolution of problems within their area of study.
C3 CMECES3 That students have the ability to gather and interpret relevant data (normally within their area of study) to make judgments that include reflection on relevant issues of a social, scientific or ethical nature.
C5 CMECES5 That students have developed those learning skills necessary to undertake further studies with a high degree of autonomy

Learning aims
Competences
Students is able to gather and interpret relevant data from the field of strategic management in order to make judgements that include a reflection on relevant social, scientific or ethical issues. B808
 C3
Students are able to establish criteria according to which the company is defined and link the results with the analysis of the environment to identify perspectives (e.g. SWOT, internal and external value chain). B801
 C5
Students are able to identify the constitutional characteristics of an organisation (e.g. objectives, ownership, size, structure). B801
B811
 C3
Students are able to manage a company through planning and control using concepts, methods and tools (e.g. strategy design and implementation, benchmarking, etc.). B801
B809
B811
 C2
C3
Students will come to understand the details of the functions of businesses, companies, geographical regions, size of companies, business sectors and link these to basic knowledge and theories. B801
 C3
Students become accustomed to using tools for the analysis of the business environment (e.g. industry analysis, market analysis). B801
 C3
Students acquire skills in abstract thinking, analysis and synthesis. B801
B811
Students acquire the ability to research, process and analyse information from a variety of sources. B809
Students become accustomed to being critical and self-critical. B801
B811
Students acquire skills in identifying, posing and solving problems. B810

Contents
Topic Sub-topic
PART I: INTRODUCTION Lesson 1. The nature of Strategic Management
1.1. Strategic decisions
1.2. The strategic management process and its responsibility

Lesson 2. Stakeholders and company objectives
2.1. The creation of value as a company's 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
PART II: STRATEGIC ANALYSIS Lesson 3. External analysis of the company
3.1. The company's environment
3.2. Analysis of the general environment
3.3. Delimitation of the specific environment
3.4. Analysis of the structure of the industry

Lesson 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 assessment of resources and capabilities
4.5. Managing resources and capabilities
PART III: STRATEGY FORMULATION Lesson 5. Strategies and competitive advantages
5.1. Strategy and competitive advantage
5.2. Competitive cost advantage
5.3. Competitive advantage in differentiation
5.4. The extension of Porter's strategies: the "strategic clock".

Lesson 6. Corporate strategies: expansion and internationalisation
6.1. Defining the field of activity
6.2. Development directions
6.3. Expansion strategy
6.4. The multinational company
6.5. Global and multi-country industries
6.6. Entry strategies in foreign markets

Lesson 7. Corporate strategies: diversification, vertical integration and restructuring
7.1. Corporate diversification
7.2. The related diversification strategy
7.3. The unrelated or conglomerate diversification strategy 7.4.
7.4. The vertical integration strategy
7.5. Restructuring strategies in the business portfolio

Lesson 8. Development methods: internal and external growth and business cooperation
8.1. Internal versus external growth
8.2. Mergers and acquisitions of companies
8.3. Business cooperation
PART IV: STRATEGY IMPLEMENTATION Lesson 9. Strategy evaluation and implementation
9.1. The process of strategy evaluation and selection
9.2. Strategy implementation
9.3. Strategic planning and control

Planning
Methodologies  ::  Tests
  Class hours Hours outside the classroom Total hours
Case study 20 25 45
 
Personal tuition 2 0 2
 
Lecture 26 33 59
 
Mixed tests 4 40 44
 
(*)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 represent a variety of real-life problem situations to be studied, analysed and reasoned solutions generated. Students will have to bring the case prepared before the group discussion.
Personal tuition Meetings of the teaching staff with the students at their request in order to clarify any kind of question related to the subject and its content.
Lecture The theoretical contents of the programme will be taught, with the active participation of the students.

Personalized attention
 
Personal tuition
Description
Group or collective tutorials (set out in the official calendar) will take place in the classroom, following the distribution and breakdown indicated by the teaching staff. In them, the activities that are requested will be followed up and any doubts will be resolved.

On the other hand, there will also be individual virtual tutorials and traditional tutorials for any queries students may have about the theoretical-practical content of the subject and which will be assessed in the theoretical-practical tests or, in general, about any question related to the subject.

Assessment
  Description Qualification
Case study Assessment that will take into account the active participation and attitude of the students in the resolution of the cases presented. The quality of the solutions and recommendations put forward will also be assessed, as well as their ability to defend and reason their arguments and to debate and criticise with respect, where appropriate, those of their classmates. In addition, students will also be assessed on the delivery of written exercises in the form and on the date indicated in each case by the teaching staff on the case studies carried out or other proposed activities. 40% of the final qualification
Mixed tests There will be two written theoretical-practical tests which will be held in the classroom and will consist of short-answer questions to assess knowledge and understanding of the subject matter. Both tests will account for 60% of the final grade and the student must achieve a minimum mark of 5 in each test.
 
Other comments and second call
It will be necessary to take all the objective tests in order to pass the course, as well as to complete the assigned work and activities. There will be a final exam in the second ordinary call, in which students will have to answer questions about all the contents that they have not passed during the semester and which will represent 60% of the final grade. The same evaluation criteria as in the ordinary exam will be maintained for the second exam. In the December exam, the evaluation will consist of a single final exam that will cover theoretical and practical content and will account for 100% of the final mark.

No material may be handled during the tests. The possession and use of mobile and/or electronic devices is strictly forbidden during the tests. The simple possession of such devices, as well as unauthorised notes, books, folders or other materials during the assessment tests, will result in the immediate withdrawal of the exam, expulsion from the same and a failing grade, and the incident will be reported to the Academic Authority of the Centre so that they can carry out the actions set out in the Guidelines for Action in Cases of Plagiarism, Copying or Fraud in Exams or Assessment Tests, approved by the Standing Committee of the Governing Council on 29 January 2015.

Sources of information
Access to Recommended Bibliography in the Catalog ULE

Basic

Guerras Martín, L.A. y Navas López, J.E (2022). La dirección estratégica de la empresa: Teoría y aplicaciones. Thomson-Civitas, Madrid (6ª Edición).

Guerras Martín, L.A. y Navas López, J.E. (2018). Fundamentals of strategic management. Civitas (2ª Edición).

Navas López, J.E. y Guerras Martín, L.A. (2016). Fundamentos de dirección estratégica de la empresa. Thomson-Civitas, Madrid (2ª Edición).
Complementary

Barney, J.B. (2021). Gaining and sustaining competitive advantage. Prentice Hall, Upper Saddle River, Nueva Jersey (4ª Edición).

Barney, J.B. y Hesterly, W. (2019). Strategic management and competitive advantage: Concepts and cases. Pearson Prentice-Hall (6ª Edición).

Besanko, D.; Dranove, D.; Shanley, M. y Schaefer, S. (2017). Economics of Strategy. John Wiley & Sons, Nueva York (7ª Edición).

Brickley, J.A., Smith, C.W., Zimmerzan, J.L. (2021). Managerial economics and organizational architecture. McGraw-Hill/Irwin, Burr Ridge, Illinois (7ª Edición).

Dess,G.G. y Lumpkim, G. (2003). Dirección estratégica. McGraw Hill, Madrid.

Dess, G.G., McNamara, G., Eisner, A.L. y Lee, S.H. (2021). Strategic management: texts and cases. McGraw Hill (10ª Edición). 

Fernández Sánchez, E. y Ramírez Alesón, M. (2021). Fundamentos para la toma de decisiones estratégicas de la empresa. Editorial Pirámide. Madrid.

Ghemawat, P. (2007). Estrategia y panorama empresarial. Pearson Education (2ª Edición).

Grant, R.M. (2014). Dirección estratégica: Conceptos, técnicas y aplicaciones. Civitas, Madrid (8ª Edición).

Guerras Martín, L.A. y Navas López, J.E. (2018). Fundamentals of strategic management. Civitas (2ª Edición):

Hitt, M.A.; Ireland, R.D. y Hoskisson, R.E. (2020). Strategic management: Concepts and cases. Competitiveness and globalization. South-Western Collegue Pub (13ª Edición).

Johnson, G.; Scholes, K. y 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. (2021). Strategic management. McGraw-Hill/Irwin (5ª Edición).

Thomson, A.A., Peteral, M.A., Gamble, J.E. y Strickland, A.J. (2012). Administración estratégica. McGraw Hill, México (18ª Edición).

Saloner, G.; Shepard, A. y Podolny, J. (2005). Administración estratégica. Limusa Wiley, México (1ª Edición). 

Walker, G. y Madsen, T. (2016). Modern competitive strategy. McGraw-Hill, Londres (4ª Edición). 

Venture, J. (2008). Análisis estratégico de la empresa. Paraninfo, Madrid.

Revistas académicas

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)

Otros materiales de apoyo:

Cuentos estratégicos de la web de Guerras Martín y Navas López: https://www.guerrasynavas.com/cuentos.htm

Recursos electrónicos

Vídeos de apoyo: https://www.guerrasynavas.com/videos.htm; https://www.youtube.com/user/GuerrasyNavas2007/videos

Web de la Universidad de León: www.unileon.es

Herramienta Web de apoyo a la docencia virtual de la Universidad de León: Moodle

Webs de prensa: www.elmundo.es; www.expansión.com; www.cincodias.com

Recommendations


Subjects that it is recommended to have taken before
FUNDAMENTALS OF BUSINESS ADMINISTRATION / 00605002
 
Other comments
Note: Both the programme and the assessment and marking systems may be subject to modifications, of which students will be notified sufficiently in advance by the usual means. In addition, the assessment and marking systems may be subject to exceptional situations that will be suitably assessed by the teaching staff.