325-313 Managing Strategic Change

Entry to this subject is restricted to students who have completed at least 25 level-2 and/or level-3 subjects taught by the Department of Management. (The 25 points may not include any marketing subjects.)

This subject explores different models of strategy making and examines some of the difficulties involved in managing strategic change. Traditional models see strategy making as a straightforward, rational, 'top-down' process. Empirical work shows, however, that the formulation and implementation of strategies is a complex process, which is affected by political, cognitive, and contextual factors. Top managers can formulate a detailed strategic plan; but plans are not always put into practice nor are the plans that are put into practice necessarily successful. The subject commences by reviewing traditional models of strategy making where strategies are formed to derive a competitive advantage that enables the organisation to respond to environmental threats and opportunities. Students will then be introduced to other models, including emergent, political, logical incrementalist, configurational and sense-making perspectives, to explore how strategic change is managed.

A 2-hour end-of-semester examination (60%) and assignments totalling not more than 2500 words (40%).