| Center |
| Faculty of Economics |
| Departament |
| Business Administration 'Juan José Renau Piqueras' |
| Lecturers in charge |
| F7096 - JOSE ANTONIO HERRERO PASCUAL |
| Met. Docent |
| Theory: expositive methods Practical: case studies, exercises, monographic reports -whose conclusions have to be exposed and discussed in the classroom -, readings, commentary of videos and use of Internet as research tool. |
| Met. Avaluació |
| Two components. 70%: Set of questions (quiz), dealing with theoretical and practical fields, as well as theoretical developments. 30%: Continuous evaluation. Assessment of the exercices and case studies done during the course and contributions made in the practical sessions |
| Bibliografia |
| HARRISON, J.S. & JOHN, C.H.St. (2002). Fundamentos de la dirección estratégica. Ed. Thomson, Madrid. JOHNSON, G. & SCHOLES, K. (2000). Dirección Estratégica. Análisis de la estrategia de las organizaciones. Ed. Prentice Hall. Madrid MENGUZZATO, M. & RENAU, J.J. (1991). La Dirección estratégica de la empresa: un enfoque innovador del management. Ed. Ariel. Barcelona. PORTER, M.E. (1982). Estrategia competitiva. Técnicas para el análisis de los sectores industriales y de la competencia. Ed. CECSA. México. NAVAS, J.E. & GUERRAS, L.A. (1996). La Dirección Estratégica de la empresa. Teoría y aplicaciones. Ed. Civitas. Madrid. VENTURA VICTORIA, J. (1994). Análisis competitivo de la empresa: un enfoque estratégico. Ed. Civitas, Madrid. |
| Continguts |
| Theme 1. Strategy and strategic management. 1.1. Introduction: Some key concepts in Strategic Management. 1.2. Strategy: concept, components and levels. 1.3. The Strategic Management process. 1.4. Alternative perspectives in strategic development. Theme 2. Analysis of the environment. 2.1. Analysis of the general environment 2.2. The competitive environment: basic competitive forces and external stakeholders. 2.3. Strategic groups. Theme 3. Internal analysis. 3.1. Functional analysis. 3.2. Analysis of the value chain. 3.3. The use of resources. 3.4. Analysis of resources and capabilities. Theme 4. Strategic analysis models. 4.1. Strategic analysis models: utility and limitations. 4.2. Models for one activity: experience effect, life cycle and SWOT. 4.3. Models for multiactivity organizations: matrixes. Concept, type, utility and limitations. Theme 5. Types of strategy 5.1. Generic competitive strategies. The strategic clock. 5.2. Sector strategies. 5.3. Strategies according to the life cycle of the organization: growth. 5.4. Strategies according to the life cycle of the organization: stability and survival. 5.5. Evaluation of the strategy. |
| Objetius |
| The basic objective of this subjet is to establish the process of Strategic Management as the guide procedure valid for the management of companies at the present environment. Therefore we try to provide the student with a strategic vision of the organization and the environment, delimiting the phases of the Strategic Management process and making special emphasis in the analysis and the formulation of the business strategy. We also try to promote a strategic attitude among students. |
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