Objectives and competences
Students systematically and in detail enhance theoretical knowledge in the field of corporate governance and strategic management.
Gain the ability to integrate already acquired knowledge in economy, law and other areas with the governance and management theory.
Students know how to apply the acquired theoretical knowledge in the field of corporate governance and strategic management for critical evaluation of research, knowledge and methodologies as well as for independent and original analysis and synthesis in solving problems in the field of corporate governance and strategic management.
Content (Syllabus outline)
- Governance and strategic management within the MER Model of integral management
- Corporate governance quality
- Business policy (definition and the content)
- Concept of sustainable development and corporate governance
- Strategic opportunities and strategies (areas of seeking for strategic opportunities, definition and types of strategies, possible ways of the enterprise's development
- Strategic business areas and strategic business units
- Concept of sustainable development and strategic management
- Developmental structuring of an enterprise
Learning and teaching methods
- Lectures
- Guided classes (practical examples and illustration)
- Independent research work
- Individual consultations with teachers
- Individual and group case studies
- Brainstorming
- The World Café
- Active individual and group work
Intended learning outcomes - knowledge and understanding
Upon completion of the course, students will be able to:
1. Explain and interpret profound and systematic understanding of knowledge in area of corporate governance and strategic manegement and apply theoretical/research-based knowledge (e.g. interest theories, theories of sources of competitive advantegs) in this field. (PILO 2a)
2. Identify and analyze ethical dilemmas of governance and strategic management and demonstrate a proactive approach in finding solutions to these dilemmas in collaboration with others (PILO 3c, 4c).
3. Select and apply a wide range ofof techniques / methodologies applicable to their own work (e.g. Kralj's method for assessing enterprise's policy; SEECGAN index methodology). (PILO 1a, 2a)
4. Critically analyze complex, incomplete or contradictory areas of corporate governance and strategic management and report the results of an analysis of governance and strategic management in a selected company (PILO 2c, 3b).
5. Apply knowledge of corporate governance and strategic management for critical evaluation of research, advanced scholarship and methodologies and justify alternative approaches by considering ethic and sustainability. (PILO 2a, 4c)
6. Solve problems independently and originally in governance and strategic management by considering ethics and sustainability. (PILO 4a, 4b).
The PILO label (i.e., Programme Intended Learning Outcomes) defines the contribution of each listed intended learning outcome of a course towards achieving the general and/or subject-specific competencies or learning outcomes acquired through the programme.
Intended learning outcomes - transferable/key skills and other attributes
Upon completion of the course, students will be able to:
1. Explain and interpret profound and systematic understanding of knowledge in area of corporate governance and strategic manegement and apply theoretical/research-based knowledge (e.g. interest theories, theories of sources of competitive advantegs) in this field. (PILO 2a)
2. Identify and analyze ethical dilemmas of governance and strategic management and demonstrate a proactive approach in finding solutions to these dilemmas in collaboration with others (PILO 3c, 4c).
3. Select and apply a wide range ofof techniques / methodologies applicable to their own work (e.g. Kralj's method for assessing enterprise's policy; SEECGAN index methodology). (PILO 1a, 2a)
4. Critically analyze complex, incomplete or contradictory areas of corporate governance and strategic management and report the results of an analysis of governance and strategic management in a selected company (PILO 2c, 3b).
5. Apply knowledge of corporate governance and strategic management for critical evaluation of research, advanced scholarship and methodologies and justify alternative approaches by considering ethic and sustainability. (PILO 2a, 4c)
6. Solve problems independently and originally in governance and strategic management by considering ethics and sustainability. (PILO 4a, 4b).
The PILO label (i.e., Programme Intended Learning Outcomes) defines the contribution of each listed intended learning outcome of a course towards achieving the general and/or subject-specific competencies or learning outcomes acquired through the programme.
Readings
Temeljna:
• Duh, M. (2021). Kakovost upravljanja podjetij in njegova presoja. Zapiski predavanj. Maribor: EPF. Strani: 1-16, 19-23, 24-26, 31-43, 51-52.
• Duh, M. (2015). Upravljanje podjetja in strateški management. Ljubljana: GV Založba. Strani: 37-74, 95-111, 114-121, 134-139, 143-178.
• Kralj, J. (1995). Politika podjetja v tržnem gospodarstvu. Maribor: EPF. Strani: 132-140, 396-422.
• Belak, J. (2003). Praktikum managementa. Druga spremenjena izdaja. Maribor: Založba MER.
• MER Revija za management in razvoj, 2000, 2 (4-5).
Dopolnilna literatura za razširitev znanja z izbranimi tematskimi področji:
Duh, M. & Djokić, D. (2021). Transparency and disclosure regulations - a valuable component of improving corporate governance practice in transition economies. V M. Mulej, G. O’Sullivan, & T. Štrukelj, (ured.), Social responsibility and corporate governance. Vol. 2, Policy and practice (str. 193-228). Cham: Palgrave Macmillan: Springer Nature. bo določena individualno glede na izbrano seminarsko raziskavo.
• Duh, M., & Štrukelj, T. (2023). Incorporating Sustainability into strategic management for maintaining competitive advantage: the requisite holism of process, institutional, and instrumental dimensions. V A. De Moraes (ured.), Strategic management and international business policies for maintaining competitive advantage (str. 189-218).
Additional information on implementation and assessment Note:
Written exam can be replaced with two partial exams.
