MGT4001

BUSINESS POLICY AND STRATEGY

Semester One 2018-2019
Room A404 (Monday 9:00am – 11:50pm)

Module Instructor: Cathy Leung, M Y (Dr.) Email: cathyleung@hsmc.edu.hk

Office: Room D730, 7/F, Block D Tel: 3963-5412
Office Hour: By Appointment

Required Textbook

Hitt MA, Ireland RD, Hoskisson RE. 2017. Strategic Management: Concepts and Cases:
Competitiveness and Globalization (12th eds.). Cengage Learning.

Course Overview

This module aims to introduce a wide range of strategic issues faced by modern business organizations
together with the theories, techniques and tools to formulate, implement and evaluate strategies
designed to establish and maintain competitive advantage. It will build on the knowledge gained in
previous study and will provide links with cognate areas such as marketing, human resource
management, and industrial economics.

As the capstone course in the undergraduate business curriculum, this course builds on functional
business areas such as marketing, accounting, finance, and human resource management. What sets
this course apart from the other functional courses is that we will address the issues and problems from
a perspective of a general manager, and will integrate functional knowledge into our understanding of
the firm in a variety of organizational contexts. Knowledge and skills in this class are not only essential
for general managers to learn, but for consultants and entry level staff members in this increasingly
competitive corporate world.

Course Objective

The primary objective is to develop a comprehensive and critical understanding of the field of strategy
and policy. Given that a real business environment does not generally pose clear questions or answers,
there are no absolute right or wrong solutions to the cases and scenarios. However, we will study many
contemporary strategic management theories and concepts, which will be utilized as tools necessary
to conceptualize a firm’s competitive environment and resources, as well as to formulate strategic
recommendations to enhance the strategic competitiveness of a firm. Another objective is to train your
ability to communicate your logic and to respond to questions about your strategic analyses and
recommendations – both in writing and verbal presentation. The clarity with which your ideas are
communicated is at least as important as the quality of the ideas.

Learning Outcomes
Upon completion of this course, students should be able to:
 learn the theoretical issues involved in strategic management
 assess the feasibility of a business strategy for a given organization
 prioritize and design strategies for achieving strategic goals and objectives
 apply theories of strategic management in a dynamic business environment

Class Format

An interactive pedagogical mode will be used throughout all class meetings. Class sessions will utilize
lecture and discussion of text materials, video, discussion of cases, and presentation of group projects.
Hands-on experiential exercises and teamwork are the foci of this course.

Assessment

A variety of evaluation methods will be used to access students’ understanding and application of
major concepts. A continuous assessment philosophy is adopted.

1. Class Participation 10%

2. Assignments
- Case analysis (week 8 or week 10) 10%
- Simulation (week 11) 5%
- Group presentation (week 13 - week 14) 25%
3. Test (week 9) 15%
4. Examination 35%
Total: 100%

Participation – Active class participation provides an opportunity to develop the skills to articulate
and convince others the ideas effectively. The assessment of class participation is based mainly on the
quality of the comments and questions. Quality in-class comments go beyond the materials in the
reading or case and offer unique insights, and extend, or constructively critique others’ contributions.
To facilitate discussion and evaluation of class participation, you will sit with their group-mates in the
classroom throughout the semester.

Case Analysis – This course is closely in line with what’s happening in the real world. To apply what
is learnt throughout the course, ONE case analyses will be done in class throughout the semester. You
are required to form a group of 5 members and are expected to read the assigned materials, to discuss
and analyze the issue actively. The analysis should be brief but analytical with good application of
concepts.

Simulations – You will participate in a business simulation on planning and strategy:

https://mitsloan.mit.edu/LearningEdge/simulations/cleanstart/Pages/default.aspx. Compared with
case study, simulations are interactive and more dynamic.

Group Presentation – You will form a group of 5 members to conduct a group presentation. Your
team is expected to apply course concepts, frameworks, and models to analyze and evaluate one key
strategy of a firm in Hong Kong, Asia, or across the globe. Then your team should provide at least one
strategic recommendation. Most importantly, your recommendation should improve the strategic
competitiveness and lead to sustainable competitive advantage of the focal firm. Please refer to the
information of the presentation for details.

Test and Exam – This module has one mid-term and one exam. The questions will be in the form of
MC, and short essays/cases, focus primarily on evaluating your understanding and critical analysis of
materials covered in classes. Please make sure ahead of time that you will be able to prepare the mid-
term and exam.

Students who have attended less than 80% of class are NOT qualified for taking the exams. You are
required to take the test on the specified date. Make-up arrangements can be made in advance of the
test if and only if you have a university excused absence. Make-up test based on non-university
approved excuse AND with notice in advance (i.e., before the test day) will be considered but a penalty
may be applied. If you have any emergence reasons should notify me through email no later than the
beginning of the tests.

Mark/Grade Conversion

Mark Grade Standard

85 or above A
Outstanding
80 or above A-
76 or above B+
72 or above B Good
68 or above B-
64 or above C+
59 or above C Satisfactory/Fair
56 or above C-
48 or above D+
Marginal
40 or above D
Below 40 F Unsatisfactory

Please be reminded that you will receive an “F” grade if you fail to attain a minimum of 30% in the
final assessment (i.e., Test and Exam) AND a minimum of 30% in the final examination.

Policy on Plagiarism Offence

Plagiarism is a serious academic offence. It involves both stealing other people’s work and lying about
it afterward. Penalty for plagiarism is as follows:

1. zero mark is given to the particular assignment for the first time offence;
2. zero mark is given to the whole module for repeated offence.

Record of offence would be kept in the computer system for monitoring of repeated offence. A warning
letter would be issued to the student concerned, and the misconduct would be indicated in his/her
academic records.

Classroom Expectations
For instructor – In order to capture the actual business contexts and applications, I will incorporate
cases and examples, as well as lecture, audio-visual shows, experiential exercises and readings, with
textbook materials. I will also seek and encourage your comments and suggestions which would
facilitate intellectual development. If weather conditions are doubtful (such as the possible raising of
a No.8 or higher Typhoon Signal or Rainstorm Red or Black Warning) and classes are suspended, I
will cover up the cancelled class and may arrange make-up class or further notice to every student.

For students – I believe all of you are excellent students that would altogether create and maintain an
effective and respecting learning environment in the classroom. Therefore, please atte4nd and be
punctual to every lectures and tests. Also, intellectual participation and interaction are the dual keys
in effective learning. Your active participation will enhance the learning processes of your own and
your fellow classmates. You are expected to engage in class activities and discussion actively. Finally,
behaviors hindering the teaching process or disturbing the learning efficiency of fellow classmates are
strictly prohibited.

References

Barney J, Hesterly WS. 2015. Strategic Management and Competitive Advantage: Concepts and
Cases (5th eds.). Pearson: Upper Saddle River, NJ.

David FR, David FR. 2017. Strategic Management: A Competitive Advantage Approach, Concepts
and Cases (16th eds.). Pearson: Upper Saddle River, NJ.

Porter ME. 1998. Competitive Advantage: Creating and Sustaining Superior Performance. Free
Press: New York.

Wheelen TL, Hunger DL. 2015. Concepts in Strategic Management and Business Policy (14th Ed.).
Pearson: Upper Saddle River, NJ.
Week Chapter/Topic Activity
2 Ch. 1 Strategic Management & Strategic Introduction –
3 Sept Competitiveness Course Structure /Assessment
Methods
Lecture & class discussion
3 Ch.2 External Environment & Competition Lecture & class discussion
10 Sept Deadline: Group Formation
(Case Analysis)
4 Ch. 3 Internal Environment & Competitive Lecture & class discussion
17 Sept Advantage
5 Ch. 4/5 Business-level Strategy / Competitive Lecture & class discussion
24 Sept Rivalry & Dynamics Deadline: Group Formation
(Project Presentation)
7 Ch. 6 Corporate-level Strategy Lecture & class discussion
8 Oct
8 Ch. 9/7 Cooperative Strategy / M&A Lecture & class discussion
15 Oct
9 Ch. 8 Global/international Strategy Case Analysis (10%) – In class
22 Oct activity
(1 hr and 2 Questions)
Either one of the following
cases:
Hitt (Case 1- Case 5 and Case 8
& Case 18 and Case 20)

Lecture & class discussion

9 Mid-term Test (15%) Coverage: Week 1 to Week 6
27 Oct Date: Oct 27 (Saturday) Time: 18:00 - 19:00 (Ch. 1 – Ch. 6 )
Venue: Hall and D203
10 Ch. 10 Corporate Governance Case Analysis (10%) – In-class
29 Oct activity
(1 hr and 2 Questions)
Either one of the following
cases:
Hitt (Case 1- Case 5 and Case 8
& Case 18 and Case 20)

Lecture & class discussion

11 Ch. 11 Structure & Control Simulation (5%) – an hour in-

5 Nov class activity
Lecture & class discussion

12 Ch.13 Entrepreneurial & Innovation Strategy Lecture & class discussion

12 Nov
13 Group Presentation (25%) Group presentation
19 Nov
14 Group Presentation (25%) Group presentation
26 Nov Course Review