Cradle Coast, Launceston, Hong Kong Universal Ed, Hobart
Strategy is concerned with the long- term direction of an organisation - with making strategic choices about how to best use resources and how to align the firm with the operating environment.
Business Strategy enhances students’ knowledge of the process of strategy formulation, implementation and evaluation with a business, and the key contextual factors and managerial decisions which influence this process. The unit develops skills in research, academic writing and application to current and future business environments.
The unit amalgamates aspects from a range of management areas and prepares students to be able to develop and apply sound business strategy methods in practical settings.
While senior managers, entrepreneurs, and strategic consultants are most concerned with an organisation’s strategy, it is important for all professionals to have an understanding of strategy. This will allow them to make better workplace decisions, to win better support for their initiatives, and to improve their changes of gaining appropriate employment.
|Unit name||Business Strategy|
|College/School||College of Business & Economics
Tasmanian School of Business and Economics
|Coordinator||Mr Alistair Chong|
|Available as student elective?||No|
|Location||Study period||Attendance options||Available to|
|Cradle Coast||Semester 2||On-Campus||International||Domestic|
|Launceston||Accelerated Study Period 2||On-Campus||Off-Campus||International International||Domestic Domestic|
|Hong Kong Universal Ed||Semester 2||On-Campus||International|
|Hobart||Semester 2||On-Campus||Off-Campus||International International||Domestic Domestic|
- International students
- Domestic students
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Units are offered in attending mode unless otherwise indicated (that is attendance is required at the campus identified). A unit identified as offered by distance, that is there is no requirement for attendance, is identified with a nominal enrolment campus. A unit offered to both attending students and by distance from the same campus is identified as having both modes of study.
|Study Period||Start date||Census date||WW date||End date|
|Accelerated Study Period 2||23/5/2022||15/6/2022||7/7/2022||21/8/2022|
* The Final WW Date is the final date from which you can withdraw from the unit without academic penalty, however you will still incur a financial liability (see withdrawal dates explained for more information).
Unit census dates currently displaying for 2022 are indicative and subject to change. Finalised census dates for 2022 will be available from the 1st October 2021.
- Acquire and critically analyse strategy theory.
- Critically analyse complex environments collaboratively and use informed judgement to identify strategic issues.
- Apply theory to develop innovative strategic solutions for a business.
- Communicate complex strategic analysis in written and oral forms.
|Field of Education||Commencing Student Contribution 1||Grandfathered Student Contribution 1||Approved Pathway Course Student Contribution 2||Domestic Full Fee|
1 Please refer here more information on student contribution amounts.
2 Information on eligibility and Approved Pathway courses can be found here
If you have any questions in relation to the fees, please contact UConnect or more information is available on StudyAssist.
Please note: international students should refer to this page to get an indicative course cost.
Prerequisites1 x introductory, intermediate or advanced unit
You cannot enrol in this unit as well as the following:BMA302, BAA311
ASP2: 1 x 2-hour workshop weekly; Semester 2: 1 x 4-hour workshop fortnightly (weeks 2-11).
|Assessment||Test or quiz (20%)|Essay (30%)|Case Study (50%)|
|Timetable||View the lecture timetable | View the full unit timetable|
You will need the following text [available from the Co-op Bookshop]:
Acemoglu, D; Robinson, J 2012, Why nations fail: the origins of power, prosperity and poverty, Crown Business, NY.
Barney, J; Hesterly, W 2006, Strategic management and competitive advantage, Pearson, New Jersey.
Bender, J 2010, Lego: a love story, John Wiley & Sons, NJ.
Cadbury, D 2011, The chocolate wars: from Cadbury to Kraft, 200 years of sweet success and bitter rivalry, HarperPress, London.
Chandler, A, Hagstrom, P; Solvell, O 2000,The dynamic firm, Oxford UP, USA.
Coll, S 2012,Private empire: Exxon Mobil and American power, Allen Lane, NY.
De Rond, M 2006,Strategic alliances as social facts, Cambridge UP, Cambridge, UK.
De Wit, B; Meyer, R 2010,Strategy: process, content, context, 4th edn, Thompson, London.
Demick, B 2010, Nothing to envy: life love and death in North Korea, Harper Collins, Melbourne.
Fishman, T 2006, China, inc: the relentless rise of the next great superpower, Pocket Books, Sydney.
Harvey, D 1989, The condition of post modernity, Blackwell, Oxford.
Hendry, C, Arthur, M; Jones, A 1995, Strategy through people: adaptation and learning in the small-medium enterprise, Routledge, London.
Hubbard, G 2004,Strategic management: thinking, analysis and action, Prentice Hall, Sydney.
Joyce, P 2000, Effective strategic change in the public sector, Wiley, London.
Kaplan, R 2012, The revenge of geography, Randon House NY.
Levy, S 2011, In the plex: how Google thinks, works and shapes our lives, Simon and Schuster, NY.
Magnus, G 2009, The age of ageing, John Wiley, Singapore.
Mintzberg, H & Quinn, B (eds.) 1998, Readings in the strategy process, 3<sup>rd</sup> edn, Prentice Hall, Sydney.
Pearce, F 2010, Peoplequake: mass migration, ageing nations and the coming population crash, Transworld, London.
Porter, M 1990, Competitive advantage of nations, MacMillan, London.
Peng, M 2014, Global strategy, Cengage, USA.
Porter, M 1985, Competitive advantage, The Free Press, New York.
Porter, M 2004, Competitive strategy, The Free Press, New York.
Porter, M, Taeuchi, H & Sakakibara, M 2000, Can Japan compete? MacMillan, Hampshire.
Reich, R 2008, Supercapitalism, Scribe, Melbourne.
Segal-Horn, S 1998, The strategy reader, Blackwell, Oxford.
Thompson, P & Macklin, R 2009, The big fella: the rise and rise of BHP Billiton, Heinemann, Melbourne.
In addition to the texts (or software) recommended above, students are also expected to be familiar with the key academic journals in the discipline from which useful insights may be derived. The following refereed journals publish articles concerning ethical and social issues related to business and management practice.
Academy of Management Journal
|Links||Booktopia textbook finder|
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