The aim of this module is to provide students with a comprehensive understanding of how organisations can craft and implement strategies that achieve and sustain competitive advantage, particularly in the face of the stakeholder-shareholder paradox. Students will critically examine how strategic management processes guide crucial corporate and business decisions related to the scope, scale, and direction of an organisation’s activities, while balancing the often-competing demands of stakeholders and shareholders.

Through the use of case-based learning and short simulations, students will engage in hands-on analysis of strategic challenges and opportunities, stepping into the roles of managers navigating complex dilemmas and underexploited opportunities. These practical experiences will be supported by a range of analytical frameworks and methods, enabling students to develop strategic recommendations that are both actionable and sustainable.

The module integrates behavioural and economic perspectives, exposing students to essential theories and debates within the strategy literature, such as the resource-based view of the firm, value creation and appropriation strategies, competitive positioning, and firm boundaries. Special emphasis is placed on the development of sustainable strategies in VUCA environments, where volatility, uncertainty, complexity, and ambiguity demand innovative and resilient approaches.

A critical lens is applied throughout the module, encouraging students to reflect on the broader implications of strategic decisions, including the tension between maximising shareholder value and fulfilling stakeholder expectations. By the end of the module, students will have developed the skills and knowledge to formulate and implement strategies that are not only competitive but also sustainable and ethically sound in diverse organisational contexts.

(LO1) Students will be able to define strategy, examine its evolution as a business discipline, and explore its shifting perspectives within the context of a changing global landscape.

(LO2) Students will be able to identify key elements of strategic management, critically analyse an organisation, and evaluate its strategic strengths and weaknesses.

(LO3) Students will be able to critically assess value creation and its implications for strategic prioritisation, evaluating key approaches and their impact on decision-making.

(LO4) Students will be able to critically analyse markets and industries across different geographies using a range of strategic management approaches, while also recognising their limitations in various contexts.

(LO5) Students will be able to critically examine diverse global perspectives on the purpose and role of business in society.

(S1) People Focused
Students will work with multiple stakeholders within the MBA programme and externally. This will be done through challenges posed in the curriculum and outside the curriculum, working and networking with businesses locally and internationally. In doing so students will demonstrate people-focused leadership by prioritising human agency and well-being in a dynamic, disruptive world. Develop inclusivity, transparency, and reflection through teamwork and decision-making exercises, while leveraging innovation to drive personal, organisational, and societal advancement in the digital age.

(S2) Authenticity
Students will develop emotional intelligence through coaching to enhance self-awareness and awareness of others in achieving long-term, purposeful goals. This will permeate with all modules, cultivating accountability by mastering time, resources, and relationships to problem-solve and take actions. In doing so students will act with integrity, foster trust, and engage in respectful challenge and debate.

(S3) Agility
Students will have opportunities to thrive in turbulence and uncertainty. Actively build personal and organisational resilience to embrace disruption, find solutions and keep learning in dynamic environments. Informed, relevant, forward-focused mindsets stemming from constant challenges inside and outside the classroom. Provide clear direction for people and organisations to navigate effectively through simulated and real work problem solving.

(S4) Digital
Students will use a number of digital tools and develop a mindset to confidently embrace new knowledge and technologies, leverage its future potential to inspire, to enhance connectivity, decision making and learning. To bring wisdom in leadership to navigate the new digital revolution and make positive impact. Innovate. Engage in respectful debate.

(S5) Global Perspective
All modules will indulge and challenges students to think globally and consider how they drive the wider global ethical, sustainable and environmental agenda, taking a purposeful approach to aligning people, planet and profit. Experience and appreciate how building partnerships to deliver innovate solutions to economic, environmental and societal challenges are needed to solve wicked problems, improve co-operation globally and be an agent of change.

Lectures (12.5 hours)
Lectures will introduce, explore, and critically assess key concepts, ideas, and practices relevant to the subject. A variety of resources, including journals, textbooks, online videos, media articles, and opinion pieces, will be provided in advance for further reading and application across different contexts. The lecture will also outline expectations for the seminar by providing necessary guidance.

Seminars (17.5 hours)
Seminars will create an interactive environment where participants engage individually or in groups in activities such as case studies and scenario analysis. These sessions will encourage the practical application of concepts introduced in the lectures.

Peer-to-Peer Learning (3 hours)
Peer-to-peer learning fosters a collaborative approach where participants learn from and teach each other through active discussions, idea exchange, and feedback. This method enhances critical thinking, problem-solving, and communication skills while building a sense of community and mutual support among learners.

Self-Directed Learning (67 hours)
Participants will be expected to review a range of materials, including core and recommended readings, reports, and articles available through libraries and open-access sources. Additionally, they will conduct independent research using both academic and non-academic sources to support their learning and assessment. Lecture notes will provide guidance, and suggested answers or solutions will be available for seminar activities. Participants should complete seminar tasks as instructed before progressing to the next topic.

2.5 hour lecture x 5
3.5 hour seminar x 5
36 mins asynchronous or peer to peer directed learning x 5
67 hours self-directed learning

Defining strategy and organisational purpose – stakeholder vs shareholder paradox

External environment, internal environment and generic strategies

Sustaining competitive strategies and organisational resilience

Organisational growth: corporate strategies and internationalisation

Strategic change: leadership, culture, innovation and disruption

Strategy as practice – implementation and evaluation