Welcome to the Online Course Platform for MGMT 608:

The Doctoral Course in Strategic Management

This section provides information about the course outline, resources, requirements and grading system. Please read this carefully before proceeding.

1. Course Outline: We will be covering six carefully selected chapters. These six pre-selected consecutive chapters are comprehensive in representing the core of the strategic management domain.T o view the course outline, please click HERE.

3. Resources: The main resource for this course is the textbook: 'Strategy: An International Perspective' 6th eds. by Bob de Wit. Although an electronic copy of the textbook can be found on the MGMT608 main course page, click on the image or link below for quick and convenient access.

The focal text book was deliberately designed to be very well suited to doctoral courses on strategic management. This is because, unlike conventional textbooks, every chapter in this text, represents one of the core streams of strategic management research and is structured to have two parts: a conceptual part and a scientific part. In other words, every chapter begins with a conceptual discussion of the most salient concepts and paradoxes of the specific topic and ends with a presentation of a minimum of three seminal research papers from the body of research that shaped thought within that domain.

3. Course and Assessment Structure: Following the structure of the text, this course is organized in a way that gives students the opportunity to interact with core domain concepts as well as the seminal scientific papers which helped shape each of the domains. This provides a great approach to simultaneously introduce students to the concept of strategic management while exposing them in an orderly and guided fashion to seminal scientific research in the field of strategic management.

Requirements: You will be required to attend weekly lectures, take a midterm exam, complete a group presentation, and jointly produce a research term paper.

3. Grading System: In light of the above, the new grading system is now as follows:

(a) Midterm Exams: 30%

(b) Group Presentations: 20%

(c) Final Group Term Paper and Presentation: 50%

To begin, click on the 'WEEK 2' section tab below this section.

Please do not hesitate to contact me via email- lawrenceemeagwali@gau.edu.tr if you have any questions

Understanding the Nature of Strategy

The topic for this week is 'understanding the nature of strategy'. This topic succinctly covered in chapter 1 of the assigned text aims at providing an introduction to the field of strategic management and instead of restricting the reader to one strict conceptualization of strategy, it tries to do this through the lens of multiple strategy and management theories, providing the reader with an array of perspectives and insights which reflects the true nature of strategy as a discipline.

Readings: This week, you are required to read chapter 1 of the text. This chapter as with all other chapters is divided into two parts: the conceptual discussions part and the scientific research part containing three seminal research papers. The most important set of readings is the fist part (the conceptual part) as the seminal research papers presented in the second (scientific) part of the chapter are only provided as a reference and for indepth understanding of concepts explained in the conceptual part of the chapter. Never-the-less you are required to at the very least skim and scan through all three seminal chapters in preparation for the summaries and assignments. For easy access, click on the image to access both the text and the chapter reading:

Requirements:

Week 1 Summary: You are required to read and provide a 2-page summary of the concepts in no more than 750 words.

Week 1 Assignment: Using Google scholar, search for two recent articles (between 2017 and 2020) on the nature of strategy or strategic management and discuss how the findings from these studies align or diverge from the concepts discussed in this chapter.

Please submit your week 1 summary and assignment no later than 11:59 PM on Tuesday the 21 of December, 2021.

SUBMITTING YOUR SUMMARY AND ASSIGNMENT

To submit your summary and assignments,enrol into the MGMT 608 course on the e-learning platform and submit the following three sets of deliverables:(a) your chapter 1 summary, (b) your assignment and (c) the two research papers you downloaded from the Google Scholar database.

Please do not send the word files directly to my email as our official email addresses have very limited storage. ONLY send assignments through the GAU e-learning platform.

Strategizing (Strategic Thinking)

This week, we will be focusing on the topic: 'Strategizing or Strategic Thinking'. This topic comprehensively covered in chapter 2 of the assigned text aims at providing a scientific and practical overview of the cognitive processes involved in the development of strategy especially the paradox of ogic and intuition.

Readings: This week, you are required to read chapter 2 of the text. This chapter as with all other chapters is divided into two parts: the conceptual discussions part and the scientific research part containing three seminal research papers. The most important set of readings is the first part (the conceptual part) as the seminal research papers presented in the second (scientific) part of the chapter are only provided as a reference and for indepth understanding of concepts explained in the conceptual part of the chapter. Never-the-less you are required to at the very least skim and scan through all three seminal chapters in preparation for the summaries and assignments. For easy access, click on the textbook's image in the WEEK 1 tab, to access both the text and the chapter reading:

Requirements:

Week 2 Summary: You are required to read and provide a 2-page summary of the concepts with special emphasis on the focal paradox, in no more than 500 words.

Week 2 Assignment: Using Google scholar, search for two recent articles (between 2017 and 2020) on strategizing or strategic thinking and discuss how the findings from these studies align or diverge from the core concepts and paradoxes discussed in this chapter.

Please submit your week 2 summary and assignment no later than 11:59 PM on Tuesday the 28th of December, 2021.

SUBMITTING YOUR SUMMARY AND ASSIGNMENT

To submit your summary and assignments,enrol into the MGMT 608 course on the e-learning platform and submit the following three sets of deliverables:(a) your chapter 2 summary, (b) your assignment and (c) the two research papers you downloaded from the Google Scholar database.

Please do not send the word files directly to my email as our official email addresses have very limited storage. ONLY send assignments through the GAU e-learning platform.

Missioning & Visioning: The art of setting strategic direction

This week, we turn our attention on the art of setting strategic directions for organizations and the intricate tensions associated with it. This is the focus of chapter 3 of the assigned text and again it aims at providing a scientific and practical overview of the different approaches typically used in developing corporate mission and visions and the inherent tensions involved in particular, the paradox of profitability and responsibility.

Readings: As usual, you are required to read chapter 3 of the text. This chapter as with all other chapters is divided into two parts: the conceptual discussions part and the scientific research part containing three seminal research papers. The most important set of readings is the fist part (the conceptual part) as the seminal research papers presented in the second (scientific) part of the chapter are only provided as a reference and for indepth understanding of concepts explained in the conceptual part of the chapter. Never-the-less you are required to at the very least skim and scan through all three seminal chapters in preparation for the summaries and assignments. For easy access, click on the textbook's image in the WEEK 1 tab, to access both the text and the chapter reading:

Requirements:

Week 3 Summary: You are required to read and provide a 2-page summary of the concepts with special emphasis on the focal paradox, in no more than 500 words.

Week 3 Assignment: Using Google scholar, search for two recent articles (between 2017 and 2020) on CorporateMissions and Visions and discuss how the findings from these studies align with or diverge from the core concepts and paradoxes discussed in this chapter.

Please submit your week 2 summary and assignment no later than 11:59 PM on Tuesday the 4th of January, 2022.

SUBMITTING YOUR SUMMARY AND ASSIGNMENT

To submit your summary and assignments,enrol into the MGMT 608 course on the e-learning platform and submit the following three sets of deliverables:(a) your chapter 3 summary, (b) your assignment and (c) the two research papers you downloaded from the Google Scholar database.

Please do not send the word files directly to my email as our official email addresses have very limited storage. ONLYsend assignments through theGAU e-learning platform.

Business Level Strategy

The alignment of forces within firms with forces outside of firms has never been as crucial to strategic success as it is in today's business increasingly dynamic business environment. Chapter 4 concerns itself with the debates and paradoxes inherent in the pursuit of strategic alignment between active and trending forces in the external environment and activeforces within the internal environment. As usual, the chapter provides a scientific and practical overview of the different positions and the inherent paradox of the inside-out and outside-in approaches to business level strategy.

Readings: Please read chapter 4 of the text. Again, this chapter as with all other chapters is divided into two parts: the conceptual discussions part and the scientific research part containing three seminal research papers. The most important set of readings is the fist part (the conceptual part) as the seminal research papers presented in the second (scientific) part of the chapter are only provided as a reference and for indepth understanding of concepts explained in the conceptual part of the chapter. Never-the-less you are required to at the very least skim and scan through all three seminal chapters in preparation for the summaries and assignments. For easy access, click on the textbook's image in the WEEK 1 tab, to access both the text and the chapter reading:

Requirements:

Chapter 4 Summary: You are required to read and provide a 2-page summary of the concepts with special emphasis on the focal paradox, in no more than 500 words.

Chapter 4 Assignment: Using Google scholar, search for two recent articles (between 2017 and 2020) on and discuss how the findings from these studies align with or diverge from the core concepts and paradoxes discussed in this chapter.

Please submit your Chapter 4 summary and assignment no later than 11:59 PM on Tuesday the 11th of January, 2022.

SUBMITTING YOUR SUMMARY AND ASSIGNMENT

To submit your summary and assignments,enrol into the MGMT 608 course on the e-learning platform and submit the following three sets of deliverables:(a) your chapter 3 summary, (b) your assignment and (c) the two research papers you downloaded from the Google Scholar database.

Please do not send the word files directly to my email as our official email addresses have very limited storage. ONLYsend assignments through theGAU e-learning platform.

Corporate Level Strategy

One of the key questions corporations must address on their journey towards growth is how to optimize their portfolio of businesses. Key questions such as the need to enage in corporate configuration activities to generate the optimal corporate fit for all of the firm's businesses and in general, the need to diversify or retrench. Chapter 5 highlights the core debates and paradox regarding the need for responsivenes and synergy during the the corporate configuration process.

Readings: As usual, you are required to read chapter 5 of the text. This chapter as with all other chapters is divided into two parts: the conceptual discussions part and the scientific research part containing three seminal research papers. The most important set of readings is the fist part (the conceptual part) as the seminal research papers presented in the second (scientific) part of the chapter are only provided as a reference and for indepth understanding of concepts explained in the conceptual part of the chapter. Never-the-less you are required to at the very least skim and scan through all three seminal chapters in preparation for the summaries and assignments. For easy access, click on the textbook's image in the WEEK 1 tab, to access both the text and the chapter reading:

Requirements:

Chapter 5 Summary: You are required to read and provide a 2-page summary of the concepts with special emphasis on the focal paradox, in no more than 500 words.

Chapter 5 Assignment: Using Google scholar, search for two recent articles (between 2017 and 2020) on CorporateLevel Strategy and discuss how the findings from these studies align with or diverge from the core concepts and paradoxes discussed in this chapter.

Please submit your week 2 summary and assignment no later than 11:59 PM on 18th January 2022.

SUBMITTING YOUR SUMMARY AND ASSIGNMENT

To submit your summary and assignments,enrol into the MGMT 608 course on the e-learning platform and submit the following three sets of deliverables:(a) your chapter 3 summary, (b) your assignment and (c) the two research papers you downloaded from the Google Scholar database.

Please do not send the word files directly to my email as our official email addresses have very limited storage. ONLYsend assignments through theGAU e-learning platform.

Perhaps one of the most important phases of the strategy development process is the 'strategy formation' or formulation phase. Although both terminologies used in describing this stage sound similar and are sometimes used interchangeably, the mean two different things conceptually, and represent the core debate within this stream of strategy research. These debates pertain to the deliberate or intended design of strategy (formulation) on the one hand, and the non-deliberate, unintended or realized emergence of strategy (formation). Chapter 7 concentrates on exploring this paradox especially the position of proponent and opponents as well as complementarity of both terms.

Readings: Once more, you are required to read chapter 7 of the text. The chapter as with all other chapters is divided into two parts: the conceptual discussions part and the scientific research part containing three seminal research papers. The most important set of readings is the fist part (the conceptual part) as the seminal research papers presented in the second (scientific) part of the chapter are only provided as a reference and for indepth understanding of concepts explained in the conceptual part of the chapter. Never-the-less you are required to at the very least skim and scan through all three seminal chapters in preparation for the summaries and assignments. For easy access, click on the textbook's image in the WEEK 1 tab, to access both the text and the chapter reading:

Requirements:

Chapter 7 Summary: You are required to read and provide a 2-page summary of the concepts with special emphasis on the focal paradox, in no more than 500 words.

Chapter 7 Assignment: Using Google scholar, search for two recent articles (between 2017 and 2020) on and discuss how the findings from these studies align with or diverge from the core concepts and paradoxes discussed in this chapter.

Please submit your week 2 summary and assignment no later than 11:59 PM on the 25th January, 2022.

SUBMITTING YOUR SUMMARY AND ASSIGNMENT

To submit your summary and assignments,enrol into the MGMT 608 course on the e-learning platform and submit the following three sets of deliverables:(a) your chapter 3 summary, (b) your assignment and (c) the two research papers you downloaded from the Google Scholar database.

Please do not send the word files directly to my email as our official email addresses have very limited storage. ONLYsend assignments through theGAU e-learning platform.

You will be required as a group, to submit a term paper reviewing recent literature (2017-2020) on your assigned topic in no more than 800 words, and not exceeding 4 pages. The deadline for submitting the term paper is the 1st of February, 2022

In addition, your paper should be typed using the Times New Roman font, 12pt and double spaced. Should contain in-text citations and end-text referencing using the APA format. Your paper should contain the following three sections:

(1 page long)

(1.5 pages long)

(1.5 pages long)

Please note that all assigned topics are linked to at least one end of chapter article in the textbook. This is to allow you begin your review process from the related chapter reading before searching recent literature for more on the same topic. In essence, you are required to review all that has been published about your assigned topic within the past three years (2017-2020 inclusive) and in the findings and conclusions section of your paper, you are required to shed some light into how the stream of research has evolved or developed over time,(from when the seminal article contained in the text was written till date (especially the past three years)

To search for scientific articles on your assigned topic, you can use the 'Web of Science' database or the 'Google Scholar' database. While I prefer you use the Web of Science database, I acknowledge the fact that depending on your location or your ability to access a university's electronic database, most of you may not be able to access WOS. Therefore GoogleScholar might be your only option. However irrespective of the platform you choose to or are able to search, it is important that you ensure that only papers published in journals included in the 'Social Sciences Citation Index' (SSCI) are use for your paper. This is because such papers are among the most highly recognized in the social sciences. To find out if a journal is included in the SSCI, please visit the following link:

In the search bar, type in the name of the journal you wish to check, and search. The name of the journal and its active indexations will be revealed. An example has been done for you below:

Also, if you are unable to download certain articles irrespective of the platform you use, try retrieving the DOI number or url of the paper and insert it into DOI search platforms such as SciHub. While this method is frowned upon, it may be the only way out for some students.

ASSIGNED TOPICS & GROUPS

[Date of submission Date: 1st February, 2022/ Presentations: 2nd February, 2022)

Dynamic Capabilities (related end-of-chapter article readings: chapters 2 & 4)

(1) Ahmad Elokaili (ahmad.elokaili@gmail.com)

(2) Zaid Megdad (zaidmgdad23@yahoo.com)

Shared Value (related end-of-chapter article readings: chapters 3)

(1) Kenechukwu ThankGod Okpezune (deblessedtk@gmail.com)

(2) Olatunji Ola (olatunji.ola@std.gau.edu.tr)

Resource Based View of Strategy(related end-of-chapter article readings: chapters 4)

(1) Temitope Ayodeji Atoyebi (temitopeatoyebi002@gmail.com)

(2) Nyota Madhy Mwamba (gbengadan@yahoo.com)

Core competence of Corporations (related end-of-chapter article readings: chapters 5)

(1) Baraa Alkhatib (baraa_ju@yahoo.com)

(2) Mohamad Ezzeddine (ezzeddine.mohamad@live.com)

Organizational Ambidexterity(related end-of-chapter article readings: chapter 7)

(1) Tamara Al-Sharkas

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GAU's Fast-Track PhD program is an accelerated version of the regular doctorate program. Designed to be completed in 6 regular semesters, it is designed for individuals who for professional reasons are unable to join the regular program. Only students from countries whose Ministry of Education's policies are compatible with the program structure are enrolled.

For all intent and purposes academic wise, the Fast-Track PhD program is not different from the regular PhD program. The only distinguishing factor is that the time duration and delivery structure for the Fast-Track program is designed to accomodate the professional demands of enrolled students, since the majority of our students hold regular jobs.

As earlier stated, the Fast-Track PhD Program is not different from the regular PhD program, and as such all of the accreditations applicable to the regular PhD program equally applies to the Fast-Track program. Again, the term Fast-Track is merely descriptive, and solely describes the accelerated delivery and structure applied for the convenience of the target student population. From an academic standpoint, it is the same in every ramification as the regular program. GAU's PhD in Management program is duly accredited by YOK, YODAK, and ECBE. It is also ranked annually in the eduniversal and webometrics rankings. For Proof of Accreditation, please visit the accreditations page by clicking HERE

While GAU has a very efficient diploma attestation service through which it helps students attest their diplomas at the Turkish Ministry of Education YOK, students can opt to do it by themselves. We however, recommend the GAU attestation service as it saves students the inconvenience of having to travel to Ankara or of locating nearby Turkish embassies to get it done, and because the university does this as a batch service, it is also more cost effective.

As applicable to regular students, Fast-Track PhD students are required to take 7 courses + 1 seminar course, after which they are required to sit for the qualification examination. Upon successfully passing the qualification examination, they can then begin working on their theses with their assigned supervisors. You can find the total list of courses you will be responsible for in the course program HERE

Barring any student-related or globally induced incidences such as the current global pandemic, the Fast-Track PhD program is designed to be completed in minimum 6 regular semesters and during 6 visits.

Again barring any student-induced or globally-induced circumstances, students are guranteed to finish the program within the 6 semesters duration. In other words, if a student fails a course or does not scale through the qualification examination and has to repeat any of them the following semester, it becomes inevitable that the student will exceed the 6 semester duration for the Fast-Track PhD program. Secondly, if a student is unable to meet the publication requirement necessary to graduate, it becomes unavoidable that such a student will take more than the 6 semester duration. We believe this should already be obvious to everyone.

The university's and faculty's official policy regarding the publication requirement necessary to complete a PhD program is that students must have published a paper originating from their thesis in a journal indexed in the Social Science Citation Index (SSCI). This according to the faculty dean 'is a YOK requirement and any Turkish university whose PhD program is not currently implementing this publication standard is not accredited by YOK'. Thus, Girne American University is not alone in implementing this policy, as the very same policy is applied at all serious minded universities on the island.

For the qualification examination, students will be required to take a written examination and an oral examination. Both examinations are usually taken days apart from each other, and only students who pass the written examination are allowed to take the oral examination. Professors typically provide students with broad study areas for each course taken in advance, prior to the examination. However, only students who have successfully finished all 7 courses and the seminar will be given this information. If you have not finished your courses yet, most professors will not be willing to provide you with broad study area information.

Finally, the graduate institute's policy is that students who are not successful at their first qualification examination, will be allowed to retake it the following semester. Students who fail the qualification examination twice, will be expelled from the doctorate program.

Currently the Fast-Track PhD program costs 8,932 EUROS with registration, application, 5% VAT and Health Insurance fees inclusive.

Please note that this is the current fee and it is subject to change. We will update this section as new information is made available to us.

Yes Fast-Track PhD students are provided a flexible deferred fee payment structure. The current structure can be viewed HERE

Again, please note that this is the current fee structure and it is subject to change. Updates will be provided when we receive any such information.

Sometimes officials at the account office may request that Fast-Track students pay like regular students ignoring the flexible payment structure already in place. When this happens, it is usually because the account officer does not know that the student is a Fast-Track PhD student because as mentioned earlier, 'Fast-Track' is just a term used to identify students enrolled into the accelerated version of the regular PhD program and as such there is nothing to distinguish them from the regular students at the account office.

Therefore, it is very important that when contacting the account office, you state categorically and emphatically that you are a Fast-Track PhD student and you pay according to the Fast-Track PhD program's payment schedule. If you do this, you will avoid situations where you are mistaken for a regular student and asked to pay the regular rates.

You can call the account office on (TBC) or send an email to: (TBC)

Please remember to state categorically that you are a Fast-Track PhD student so that the right payment structure wil be applied to you.

TBC

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4. When editing your answer, click on the picture icon and then add an image from your library

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Welcome to the course module for the BUS 404

(Strategic Management) course!

Please find information about the course below:

1. Assigned Class Textbook: A link to a soft copy of the assigned textbook, for this course can be found HERE

2. Course Outline: We will be covering the following topics:

• What Strategy Is and What It Is Not (Chpt 1)

An Overview of the Strategic Management Process

Analysis of Objective Items

• Corporate Governance (Chpt 2

• Corporate Social Responsibility (Chpt 3)

• The External Environment (Chpt 4)

• The Internal Environment (Chpt 5)

• Strategy Formulation & Choice (Chpts 6 & 8)

• Strategy Implementation & Control (Chpts 9 & 11)

3. Topic Portals & Preparing for Class: Each of the topics listed above have a dedicated and password-protected topic web-page that can be assessed via the weekly courses links right after this curriculum section. Passwords to these topic web-pages will be presented to you in advance.

Each topic web-page has 5 sections: Video Lecture, Concept Quiz, Assigned Class Cases, Case Preparation/ Discussion Questions and Final Group Core Case Analysis.

To prepare for class, students are required to (a) Read the assigned chapter for the week and its accompanying PowerPoint slide, (b) Watch the video lecture for the topic, (c) Complete the concept quiz for the topic, (d) Read the assigned class case and (d) Attempt the case preparation questions in preparation for an in-class pasture and discussion of the assigned case for that topic.

Also Note: A link to the PowerPoint Slides accompanying the assigned text book as well as other strategy materials for optional readings can be found on the general materials page HERE. (The materials page requires a password which I will pass along in class)

4. Grading System: The grading system for the course is as follows:

(a) Midterm Examinations: 30%

(b) Weekly Case Preparation Questions: 9% (1.5 x 6)

(c) Weekly Concept Quizzes: 9% (1.5 x 6)

(d) Main Quizzes (2): 12% (6 x 2)

(e) Core Case Analysis (Group): 10%

(f) Final Examination: 30%

4b) More Information about the Core Case Analysis

The Core Case Analysis is a Texbook or Harvard Business Review case assigned to each group (the same groups previously generated for the simulation experience). To see which case has been assigned to your group, please see the list HERE.

You are required to attend to the Core Case assigned to your group every week. In other words after each weekly chapter reading, you are required to analyze the part of the case that corresponds to the topic of the chapter for that week and submit your analysis of only that specific section of the case at the end of the week. Typically every Saturday by midnight (11: 59 PM).

Dealing with the Core Case

Before attempting the Core Case please do the following first.

(i) Read Chapter 12 of the assigned textbook (Suggestions for Case Analysis) (Pg 364)

(ii) Study the Strategic Audit Guide for analysis structure (Pg 34) & methodology (380-382)

(iii) Use the Strategic Audit Worksheet as a quick reference on structure (Pg 374)

(iv) Examine the sample 'Student -Written Strategic Audit' for more on analysis & structure

(Pgs 383-389)

Although you can find the documents mentioned above on the pages of the textbook, for quick access to the full PDF versions of the documents, click on the appropriate thumbnails below:

4c) More Information about the Weekly Concept Quizzes

The weekly concept quizzes are graded stand-alone, chapter-specific, weekly activities aimed at testing conceptual knowledge of the content of the week's topic. These will typically test the most salient learning objectives in each chapter, and may take the form of either multiple choice or essay type questions AND/OR short textual or video case analysis with concept-based questions to be answered (not related to the core case).

4d) More Information about the Weekly Case Preparation Questions

The weekly case preparation questions are graded stand-alone, case-specific, weekly discussion questions aimed at testing your recognition and understanding of how chapter-specific concepts manifest in real business practice. These will typically take the form of graded multiple choice questions (not related to the core case). Students are required to read the assigned weekly cases before class and answer the assigned case preparation questions.

4e) More Information about the Two Main Quizzes

There will only be two quizzes throughout the duration of the course: one before the midterm exams and the other right before the final exams. They will be multiple choice in nature, last for 50minutes and held online at a specific time I will personally announce in the quizzes section on this page. At the stipulated time, everyone must access the quiz or they will lose the opportunity to complete the quiz after the stipulated time has elapsed.

This is all of the information you will need to successfully follow and complete the course this semester. We begin with an introductory session followed by Chapter 2 (Corporate Governance).

Remember that I can be reached by email: lawrenceemeagwali@gau.edu.tr

Good luck!

What is Strategy?

Please find the two assigned class cases below:

McDonald's Objective Items:

McDonald's Mission

Tesla's Objective Items:

Tesla's Mission

Tesla's Master Plan 1

Tesla's Master Plan 2 (deux)

Tesla's Master plan 3 (upcoming)

Identifying Strategic Issues, Isolating and Analyzing Objective Items:

1. What is the core strategic issue in the McDonald's Case?

2. What is the core strategic Issue in the Tesla case?

3. Read Tesla's objective item documents in the assigned cases section, and using the analysis of objective Item tools in the next section, (a) reverse-isolate Tesla's objective items. (b) analyze the objective items for (i) how realistic they are and (ii) consistency

Use the following tools to examine and present the core strategic issue (problem) in your assigned class case as well as for your group Core Case Analysis:

To see the case your group has been assigned, please see the list of assigned cases here:

Please note that all of the cases assigned to each of the class groups in the group list above can be found in the assigned class textbook below.

Assigned class textbook:

Understanding Corporate Governance

Assigned Class Cases: Corporate Governance

Please read the following assigned class case and answer the case preparation questions in the following section, using them as the initial foundation for preparing yourself for the in-class pasturing (discussion) of the cases.

To examine the corporate governance mechanism for your assigned class case and core case, please use the following tools:

Corporate Governance Analysis Guide

Corporate Governance Analysis Tool

To see the case your group has been assigned, please see the list of assigned cases here:

Please note that all of the cases assigned to each of the class groups in the group list above can be found in the assigned class textbook below.

Assigned class textbook

Corporate Social Responsibility

This week's online support consists of three sections: (a) Chapter Readings and (b) Assignments . You are required to read the chapter readings and do the assignments.

The Assignments should be completed using a word document submitted via the course portal on GAU's e-learning platform no later than 11.59 PM on Saturday the ___ of ____, 2020.

READINGS:

Please read chapter 3 of the assigned textbook on corporate social responsibilty. Specifically focus on the following three areas (a) Milton Friedman's Perspective (b) Archie Carroll's Perspective and (c) Stakeholder Analysis. You can also use the chapter slide to quickly get the overall gist of the chapter's contents but I recommend that you comprehensively read the chapter. For quick access please click on the thumbnails below to access both the assigned text and the chapter slide:

ASSIGNMENTS

After completing the chapter readings, carry out the following two assignments. These assignments are designed to test your understanding of the core concepts of corporate social responsibility as covered by the readings - especially the three focus areas earlier mentioned.

Assignment 1: Video Case: Nike's Bold and Controversial CSR Moves

This video case presents a historical overview of one of Nike's most profound corporate social responsibility activities: the release of controversial Ads which boldly take on trending social issues. You are required to watch this video case and answer rhe questions that follow.

Case Questions

(1) From the video-case, it is very clear to see that Nike has perfected the art of not only getting involved with trending social issues, but also takes a clear albeit controversial stance and raking in a considerable amount of profit in the proess. Should corporate social responsibility be profit-driven? Disucss.

(2) Considering how profitable this particular type of CSR activity engaged in by companies such as Nike is, and Milton Friedman's position on CSR; in a minimum of 450 words, try convincing Milton Friedman on at least three reasons why businesses should engage in corporate social responsibility without asking him to change his core position.

(3) Which of the different CSR based Nike Ads mentioned in the video case falls within Archie Carroll's ethical or discretionary responsibilities?

(4) IsNike's bold and controversial approach to CSR a model that every business can adopt? Do you think small and medium scale enterprises can and should borrow from this approach? Discuss.

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Assignment 2: Video Case: Are Electric Cars Really Green?

This second video-case attacks the very notion that sustainability can be associated with the electric car manufacturing industry. In other words, it criticises the widely held notion that renewable energy especially fossil fuel reliant and battery dependent systems are good for the environment. Watch the video case and answer the accompanying questions.

Case Questions

(1) Should green companies such as Tesla whose core business model is designed to produce products that are inherently sustainable, be required to engage in very comprehensive corporate social responsibility activities? Or is the very fact that they claim to produce sustainable products enough? Discuss.

(2) Assume that you are a board member sitting on the ethics and sustainability committee at Tesla or any other electric car manufacturer. List and briefly discuss three top priority corporate social responsibility focus areas you would recommend the organization focuses on.

CORE CASE ACTIVITY

**No core case activity this week!

SUBMITTING YOUR ASSIGNMENTS

To submit your case analysis, proceed to the GAU e-learning platform, enrol into the BUS404 Strategic Management Course, and upload a word document containing your assignments. The link to the e-leaning platform is

http://elearning.gau.edu.tr

For more information, you can send me an email at lawrenceemeagwali@gau.edu.tr

Examining External Environmental Factors

As usual, this week's online support consists of three sections: (a) Chapter Readings and (b) Assignments and (c) a core case activity. You are required to read the chapter readings and do the assignments and Core-Case activity.

As usual, the assignments should be completed using a word document submitted via GAU's e-learning platform no later than 11.59 PM on Saturday the ___ of _____, 2020.

READINGS:

Please read chapter 4 of the assigned textbook on External Environments. You can also use the chapter slide to quickly get the overall gist of the chapter's contents but as always, I recommend that you read the chapter comprehensively. For quick access please click on the thumbnails below to access both the assigned text and the chapter slide:

ASSIGNMENTS

After completing the chapter readings, carry out the following assignment. This assignment is designed to test your understanding of the core concepts associated with the analysis of the external environment as covered by the readings.

Assignment 1: Written Case: As mentioned during this week's live lesson, factors from the subdomains of the external environment (natural, societal and task) can represent opportunities or threats to organization in a direct or indirect fashion. Most importantly, these factors and trends can be used to develop future scenarios on what industries will look like in the near or far feature, in a bid to helping organizations understand how to position themselves to win in any of those probable futures.

Read the two cases below and analyze their external environments. Your analysis for each of the cases must include (1) a STEEP analysis (2) Issues Priority Matrix (3) Porter's Five Forces Analysis (4) an EFAS table. (click on the image below for a link to a full PDF version of the cases)

SUBMITTING YOUR ASSIGNMENTS

To submit your assignment, proceed to the GAU e-learning platform, enrol into the BUS404 Strategic Management Course, and upload a word document containing your assignment. The link to the e-leaning platform is

http://elearning.gau.edu.tr

For more information, you can send me an email at lawrenceemeagwali@gau.edu.tr

Based on the following case, complete the following assignment and submit via the e-learning platform.

Russian River Brewing Company in 2016: Positioning Pliny the Younger Craft Beer for Growth

(1) Using Porter's five forces model, describe the competitive conditions in the craft beer industry in 2016. Are Rivals in this industry satisfied with their positions?

(2) Evaluate RRBC's performance and position in the craft beer industry. Generate an IFAS and and EFAS table type of SWOT analysis to support your answer.

For ease of access to the case, please click on the image below:

Based on the following case, complete the following assignment and submit via the e-learning platform.

Russian River Brewing Company in 2016: Positioning Pliny the Younger Craft Beer for Growth

(1) What Generic Strategy has RRBC followed all these while?

(2) Using the IFAS and EFAS based SWOT analysis tables generated for the Chapter 5 assignment, Generate a unique TOWS Matrix for RRBC, providing it with a minimum of 4 Strategic alternatives it can pursue to enable it make the strategic decision of whether to expand its business or not.

For ease of access to the case, please click on the image below:

Based on the following case, complete the following assignment and submit via the e-learning platform.

Russian River Brewing Company in 2016: Positioning Pliny the Younger Craft Beer for Growth

(1) What Generic Strategy has RRBC followed all these while?

(2) Using the IFAS and EFAS based SWOT analysis tables generated for the Chapter 5 assignment, Generate a unique TOWS Matrix for RRBC, providing it with a minimum of 4 Strategic alternatives it can pursue to enable it make the strategic decision of whether to expand its business or not.

For ease of access to the case, please click on the image below:

Examining External Environmental Factors

Assigned Class Cases: External Environments

Please read the following assigned class cases using them as the initial foundation for preparing yourself for the in-class pasturing (discussion) of the cases. Please note that the CASE 1 is the core case for this section and it is upon this case that the case preparation questions in the following section are based. CASE 2 and 3 are reinforcement cases. However all three cases are to be read in preparation for in-class pasturing (discussion)

CASE 1 : Conquering the World: One Loaf at a Time

Please read this case and prepare for an in-class analysis and discussion session on all stages of the external environmental analysis

CASE 2 : McDonald's Corporation

Please read this case and prepare for an in-class analysis and discussion session on ONLY the STEEP analysis segment of the external environmental analysis process.

CASE 3 : TESLA Inc.

Please read this case and prepare for an in-class analysis and discussion session on ONLY the Industry analysis (Porter's Five Forces) segment of the external environmental analysis process.

Using the External Environments section of the strategy audit document as well as the following analytical tools, analyze the external environment of the focal firm of your assigned core case

Strategic Audit Tools

Strategic Audit Guide

Strategic Audit Worksheet

External Environments Analysis Tools

STEEP Analysis

Issues Priority Matrix

Porter's Five Forces

Industry Matrix

EFAS

To see the case your group has been assigned, please see the list of assigned cases here:

Please note that all of the cases assigned to each of the class groups in the group list above can be found in the assigned class textbook below.

Assigned class textbook

Assigned Class Cases: Internal Environments

Please read the following assigned class case using it as the initial foundation for preparing yourself for the in-class pasturing (discussion) of the cases.

CASE : Conquering the World: One Loaf at a Time

Please read this case and prepare for an in-class analysis and discussion session on all stages of the internal environmental analysis

For ease of access to the case, please click on the link below the image:

Using the Internal Environment section of the strategy audit document and the following analytical tools, analyze the internal environment of the focal firm of your assigned core case

Strategic Audit Tools

Strategic Audit Guide

Strategic Audit Worksheet

Internal Environment Analysis Tools

Business Model Analysis

Analysis of Functional Resources and Capabilities

Resources & Capabilities Summary

Assessing Sustainability of Competitive Advantage (VRIO)

Internal Factors Analytic Summary (IFAS)

To see the case your group has been assigned, please see the list of assigned cases here:

Please note that all of the cases assigned to each of the class groups in the group list above can be found in the assigned class textbook below.

Assigned class textbook

Based on the following case, complete the following assignment and submit via the e-learning platform.

Assigned Class Cases: Strategy Formulation

Please read the following assigned class cases and answer the case preparation questions in the following section, using them as the initial foundation for preparing yourself for the in-class pasturing (discussion) of the cases.

CASE : Conquering the World: One Loaf at a Time

For ease of access to the case, please click on the link below the image

Using the elements from the Strategy Formulation section of the strategy audit document and the following analytical tools, develop a set of strategic solution alternatives to the identified strategic issue or problem faced by the focal firm of your assigned core case

Strategic Audit Tools

Strategic Audit Guide

Strategic Audit Worksheet

Strategy Formulation Tools

Strategic Factors Analytic Summary

Developing Strategic Alternatives (TOWS Matrix)

To see the case your group has been assigned, please see the list of assigned cases here:

Please note that all of the cases assigned to each of the class groups in the group list above can be found in the assigned class textbook below.

Assigned class textbook

Will be uploaded on the appropriate Monday of class!

Will be uploaded on the appropriate Monday of class!

Will be uploaded on the appropriate Monday of class!

Will be uploaded on the appropriate Monday of class!

Will be uploaded on the appropriate Monday of class!

Welcome to the course module for the MGMT 502

(Strategic Management) course!

Before we begin, I would like to bring to your attention the following important changes made to the curriculum.

1. Blackboard Live lectures: Live lectures will be held at regular class times. Please enrol into the BUS 404 course on the GAU E-learning platform to access the BB Live portal

2. Course Outline: We will be covering the same courses as outlined on this main course page HERE.However, we are excluding the quizzes this semester.

3. Grading System: In light of the changes mentioned above, the new grading system is now as follows:

(a) Midterm Examinations: 50%

(f) Final Examination: 50%

Remember that I can be reached by email: lawrenceemeagwali@gau.edu.tr

Good luck and stay safe!

What is Strategy?

Please find the two assigned class cases below:

McDonald's Objective Items:

McDonald's Mission

Tesla's Objective Items:

Tesla's Mission

Tesla's Master Plan 1

Tesla's Master Plan 2 (deux)

Tesla's Master plan 3 (upcoming)

Identifying Strategic Issues, Isolating and Analyzing Objective Items:

1. What is the core strategic issue in the McDonald's Case?

2. What is the core strategic Issue in the Tesla case?

3. Read Tesla's objective item documents in the assigned cases section, and using the analysis of objective Item tools in the next section, (a) reverse-isolate Tesla's objective items. (b) analyze the objective items for (i) how realistic they are and (ii) consistency