Faculty of Business Administration

Course Outline

1. Course Code and General Information

Course Code MGT 671
Course Title Strategic Management
Credit Hours 03
Pre-requisite Marketing Management, HR Management, Financial Management
Program MBA
Semester Spring 2021

2. Instructor and contact information

Faculty Name Abdul Mujeeb Farooqi
Contact Number 38797097
Email Address farooqi.m@iqra.edu.pk
Office Number 38797097
Office Hours

3. Program Learning Outcomes

Critical Thinking and Decision Making
PLO1: Illustrate critical thinking skills in solving complex business problems in a local and
global environment
Leadership Skills
PLO2: Exhibit leadership skills in executing projects in a complex business environment
Communication Skills
PLO3: Communicate professionally through oral and written means by using appropriate
technology
Experiential Learning
PLO4: Demonstrate business knowledge through practical assignment by working in a real-
life environment
Ethics and Values
PLO5: Apply ethical principles and show commitment towards sustainable development goals

4. Course Description
This exciting and challenging course focuses on how firms formulate, implement and evaluate
strategies. Strategic Management concepts and techniques are studied, whereby students use
all the knowledge acquired from prior business courses, coupled with new strategic
management techniques learned, to chart the future direction of different organizations. The

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major responsibility of students in this course is to make objective strategic decisions and to
justify them through oral and written communication. The first part of the course consists of
interactive lectures on Strategic Management techniques and review of general management,
marketing, and finance/accounting tools. Special attention is given to the integration of
business concepts.

5. Course Objectives
1. To develop students’ critical understanding of the changing business landscapes that
influence and shape an organization’s strategy.
2. To enable students to develop effective strategic plans for a variety of organizations.
3. To provide students with tools and techniques to develop, execute, and evaluate
strategic choices.
4. To develop analytical and decision-making skills for dealing with complex conceptual
problems in an ethical manner.

6. Course Learning Outcomes (CLO)

1. To develop a critical understanding of the concept “strategy” and the different strategic
choices organizations have.
2. To explain various strategic frameworks for developing, implementing, and evaluating
strategic choices.
3. To set an organization’s course of strategic direction.
4. To elucidate issues in developing a sustainable competitive advantage.

7. Teaching and Assessment

Code CLO Teaching Strategies Course Assessment
Methods
1 Critical Thinking and Decision Making
CLO1 To develop a critical Lecture Examination
understanding of the concept Reading Assignments Quizzes
“strategy” and the different Case Studies Presentation
strategic choices organizations Group Discussion
have.

2 Leadership Skills
CLO3 To set an organization’s course Lecture Examination
of strategic direction. Reading Assignments Quizzes
Video Cases Presentation
Case Studies
Group Discussion

3 Communication Skills

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 - - - -

4 Experiential Learning
CLO2 To explain various strategic Lecture Examination
frameworks for developing, In Class Group Activity Group Project
implementing, and evaluating Group Discussion Presentation
strategic choices.

5 Ethics and Values

CLO4 To elucidate issues in Lecture Descriptive Quiz with
developing a sustainable Reading Assignments Peer to Peer
competitive advantage. Case Studies Assessment
Group Discussion Presentation

8. Alignment of Course Learning Outcomes with Program Learning Outcomes

S No. Course Learning Outcomes (CLO) Program Learning Outcomes (PLO)
1 CLO 1 PLO 1
2 CLO 2 PLO 2, 3
3 CLO 3 PLO 1
4 CLO 4 PLO 4

9. Course Contents
Session Topic Recommended Readings
1 The Nature of Strategic Management Strategic Management Concepts and
Cases by Fred R. David and Forest R.
David,
Chapter 1 (16th. Ed.). Strategic
Management Essentials.

Essentials of Strategic Management by

Gamble, Peteraf and Thompson,
Chapter 1 (4th. Ed.).

HBR Article: What is Strategy, Again? By

Michael Porter, 2015

2 The Business Vision and Mission Strategic Management Concepts and

Cases by Fred R. David and Forest R.
David,
Chapter 5 (16th. Ed.). Vision and Mission
Analysis.

Essentials of Strategic Management by

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 Gamble, Peteraf and Thompson,
Chapter 2 (4th. Ed.).

HBR Article: Building your Company

Vision by James C. Collins, Jerry I.
Porras, Sep 1996

Online Article: The Golden Circle by

Simon Sinek
Link: https://simonsinek.com/commit/the-
golden-circle

Case Study Provided by the Teacher

3 Presentation of Case Study Selected Case Study Provided by the

Teacher.

4 The External Assessment Strategic Management Concepts and

Cases by Fred R. David and Forest R.
David,
Chapter 7 (16th. Ed.). The External Audit.

Essentials of Strategic Management by

Gamble, Peteraf and Thompson,
Chapter 3 (4th. Ed.).

Web Article: Developing Strategy through

External Analysis by Lumen Learning
Link:
https://courses.lumenlearning.com/principl
esmanagement/chapter/5-6-developing-
strategy-through-external-analysis/

5 The Internal Assessment Strategic Management Concepts and

Cases by Fred R. David and Forest R.
David,
Chapter 6 (16th. Ed.). The Internal Audit.

Essentials of Strategic Management by

Gamble, Peteraf and Thompson,
Chapter 4 (4th. Ed.).

When Data Creates Competitive

Advantage...And When It Doesn't by
Andrei Hagiu, Julian Wright, Jan. 2020

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6 Presentation and submission of
Case Study
7 Strategies in Action
8 Midterm Examination
9 Strategy Analysis and Choice
10 Implementing Strategies:
Management, Operations, and Human
Resource Issues
Course Outline IQRA UNIVERSITY (IU)
Case Study Provided by the Teacher
Selected Case Study Provided by the
Teacher.
Strategic Management Concepts and
Cases by Fred R. David and Forest R.
David,
Chapter 4 (16th. Ed.). Types of Strategies.
Essentials of Strategic Management by
Gamble, Peteraf and Thompson,
Chapters 5, 6, 8 (4th. Ed.).
HBR Article: The Five Competitive
Forces That Shape Strategy by Michael
Porter, 2008
Strategic Management Concepts and
Cases by Fred R. David and Forest R.
David,
Chapter 8 (16th. Ed.). Strategy Generation
and Selection.
Essentials of Strategic Management by
Gamble, Peteraf and Thompson,
Chapters 5, 6, (4th. Ed.).
Article: Does innovation capabilities
affect the new service innovation success
among Pakistani cellular companies?
By Malkah Noor Kiani, Syed Hussain
Mustafa, Mehboob Ahmad, 2019
Strategic Management Concepts and
Cases by Fred R. David and Forest R.
David,
Chapter 10 (16th. Ed.). Strategy Execution.
Essentials of Strategic Management by
Gamble, Peteraf and Thompson,
Chapter 10 (4th. Ed.).
Case Study Selected by the Teacher
Page 5 of 8
 11 Implementing Strategies: Marketing, Strategic Management Concepts and
Finance/Accounting, R&D, and MIS Cases by Fred R. David and Forest R.
Issues David,
Chapter 9 (16th. Ed.). Strategy
Implementation.

Essentials of Strategic Management by

Gamble, Peteraf and Thompson,
Chapter 10 (4th. Ed.).

HBR Article: To Diversify or Not to

Diversify by Constantinos C. Markides

12 Strategy Review, Evaluation, and Strategic Management Concepts and

Control Cases by Fred R. David and Forest R.
David,
Chapter 11 (16th. Ed.). Strategy
Monitoring.

Essentials of Strategic Management by

Gamble, Peteraf and Thompson,
Chapter 2 (4th. Ed.).

Article: How Strategy Shapes Structure

By W. Chan Kim, Renee Mauborgne,
Sep. 2009

Article: Competing on Customer Journeys

by David C. Edelman, Marc Singer Nov.
2015

13 Business Ethics, Social Responsibility, Strategic Management Concepts and

and Environmental Sustainability Cases by Fred R. David and Forest R.
David,
Chapter 3 (16th. Ed.). Ethics, Social
Responsibility, and Sustainability.

Essentials of Strategic Management by

Gamble, Peteraf and Thompson,
Chapter 9 (4th. Ed.).

Case Study Provided by the Teacher

14 Global and International Issues Strategic Management Concepts and

Cases by Fred R. David and Forest R.
David,

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 Chapter 2 (16th. Ed.). Outside-USA
Strategic Planning.

Essentials of Strategic Management by

Gamble, Peteraf and Thompson,
Chapter 7 (4th. Ed.).

15 Project TBA (Theoretical/Industry)

16 Final Examination

10. Schedule of Assessment Tasks for Students During the Semester

S. Course Assessment Method Week Due Percent of Total
No. Assessment
1 Quiz/Quizzes TBA 10%
2 Midterm Examination 8 30%
3 Project and/or Case Study 15 20%
4 Final Examination 16 40%

11. Grading Policy

‘A’ Grade 88 and above
‘B+’ Grade 81-87
‘B’ Grade 74-80
‘C+’ Grade 67-73
‘C’ Grade 60-66
‘F’ Grade Below 60
12.
13. Text Book(s)
1. Strategic Management Concepts and Cases by Fred R. David and Forest R. David,
Pearson Education Inc. © 2017
2. Essentials of Strategic Management: The Quest for Competitive Advantage, by
Gamble, Peteraf, and Thompson, 4th. Edition, McGraw-Hill Education © 2015
3. Crafting & Executing Strategy, by Thompson, Peteraf, Gamble and Strickland,
McGraw-Hill (Latest Edition)

14. Reference Books & Learning Material

 Harvard Business Review https://hbr.org/
 Drucker P., 2014, Innovation and Entrepreneurship: Practice and Principles, Revised
Edition, Routledge.
 Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. 2002. Cultural variations
in the cross-border transfer of organisational knowledge: An integrative framework.
Academy of Management Review, 27(2): 204-221.
 Porter, M. E. 1996. What is strategy? Harvard Business Review 74 (6):61-78. Powell, T.
C. 2003. Varieties of competitive parities. Strategic Management Journal, 24(1):61-86.

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 15. Code of Conduct
 Follow the University’s attendance policy.
 Observe the class schedule.
 Keep cell phone off during the class.
 Submit assignments as per requirements.
 Maintain a disciplined and respectful attitude towards the teacher and fellow students.
 Abstain from any form of plagiarism.

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