Objectives and competences
? Qualifying students for scientific study of strategic management with in-depth and systematic knowledge and evaluating of strategic management theories and models, process, instrumental and institutional dimensions of strategic management, developmental and growht models and enterprise's dynamization, of strategic management influence on strategic changes in enterprise's as weel as of strategic management particularities of different types of enterprises and enterprises in special situations and orientations towards achieving special goals.
? Qualifying students for scientific-research work in the strategic management discipline by understanding and evaluating of methodological approaches in strategic management discipline, with critical approach to research cognitions, by developing capability of critial analysis of complex (also incomplete or contradictory) areas of knowledge as well as of synthesis of new cognitions in the strategic management discipline.
? Qualifying students for independent and group scientific-research work (also interdisciplinary), for development of comprehensive research plan and for usage of different sources of knowledge and information as well as for dissemination of new cognitions.
Content (Syllabus outline)
? Theories (RBV, knowledge based view, dynamic capabilities view) and models of strategic management
? Process dimension of strategic management (basic functions, process functions)
? Instrumental dimension of strategic management (the role of values, principles, styles and techniques, strategic management methods)
? Institutional dimension of strategic management (structure and decision-making competences of top management, personal traits, competences, authority and motivation of top management)
? Strategic management and strategic changes of an enterprise (development, growth, mergers, acquisition, different restructuring, ....., liquidations)
? Developmental and growth models, and enterprise's dynamization
? Particularities of strategic management of enterprises in special situations and orientations towards achieving special goals
? Particularities of strategic management in different types of enterprises (small and medium-sized, profit and nonprofit)
? Particularities of strategic management in family businesses and succession
Intended learning outcomes - knowledge and understanding
Development of Knowledge and Understanding
? Knowledge base: has great depth and systematic understanding of a substantial body of knowledge on strategic management. Can work with theoretical / research knowledge at the forefront of the discipline at peer reviewed standards/ publication quality
? Ethical issues: can analyse and manage the implications of ethical dilemmas of strategic management and work pro-actively with others to formulate solutions
? Disciplinary methodologies: has an understanding of methodologies applicable to the discipline of strategic management.
Cognitive and Intellectual Skills
? Analysis: with critical awareness, can undertake analysis, managing complexity, incompleteness of data or contradictions in the areas of knowledge
? Synthesis: can synthesise new cognitions and approaches, in a manner that can contribute to the development of understanding in the discipline of strategic management
? Evaluation: has a level of conceptual understanding and critical capacities that allows independent evaluation of research, advanced scholarship and methodologies. Can argue alternative approaches
? Application: can act independently and with originality in problem solving, is able to lead in planning and implementing tasks at a professional or equivalent level
Readings
Obvezna:
? Müller-Stewens, G., Lechner, C. (2005). Strategisches Management. Stuttgart: Schäffer-Poeschel Verlag.
? De Wit, B., Meyer, R. (1998). Strategy: process, Content, Context. London: Thomson Learning.
? Johnson, G., Whittington, R., Scholes, K. (2011). Exploring strategy: Text & Cases. Ninth edition. Harlow: Pearson Education.
? Lombriser, R., Abplanalp, p. A. (2005). Strategisches management. 4. Aufl., Zürich: Versus Veralg.
? Lynch, R. (2009): Strategic Management. 5th edition. Harlow: Pearson Education.
? Wheelen,T. L., Hunger, J. D. (2010). Strategic Management and Business Policy. Achieving sustainability. New Jersey: Pearson, Prentice Hall.
? Čater, T., Lahovnik, M., Pučko, D., Rejc Buhovac, A. (2011). Strateški management 2. Ljubljana: Ekonomska fakulteta.
? Duh, M. (2002). Razvoj in razvojni modeli podjetja. V Duh, M., Kajzer, Š.: Razvojni modeli podjetja in managementa. Maribor: Založba MER, 111-106.
? Duh, M. (2015). Upravljanje podjetja in strateški management. Ljubljana: GV Založba.
? Belak, J., Belak, Jer., Duh, M. (2014). Integral management and governance: basic features of MER model. Saarbrücken: Lambert Academic Publishing.
? Duh, M. (urednik), Belak, Jer. (urednik) (2014). Integral management and governance: empirical findings of MER model. Saarbrücken: Lambert Academic Publishing.
? Duh M., Belak, J. (2014). The MER model of integral management and governance: economic crisis and the applicability of management methods and techniques. V Duh, M. (ur.), Belak, J. (ur.). Integral management and governance: empirical findings of MER model. Saarbrücken: Lambert Academic Publishing. cop. 2014, str. 113-138
? Duh, M. (2012). Family businesses: the extensiveness of succession problems and possible solutions. V Burger-Helmchen, T. (ur.), Entrepreneurship - gender, geographies and social context. Rijeka: InTech. 2012, str. 209-234.
Dodatna:
? Članki v revijah: Strategic Management Journal, Adminstrative Science Quarterly, California Management Review, Journal of Business Strartgy, Management Science, ...
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