Intended learning outcomes - knowledge and understanding
Development of Knowledge and Understanding
The student acquires great depth and systematic understanding of a substantial body of knowledge base of social responsibility and competitiveness of an organization.
Understands different theories, definitions and methods and is capable of critical comparative assessment and building of the new knowledge base of social responsibility and competitiveness for the future professional life.
Acquires understanding of (corporate) social responsibility, selection of more advanced valuation methods, possibilities of transfer social responsibility into businesses and different standards of social responsibility.
Acquires in-depth understanding of corporate governance, strategic management, strategies and social responsibility interdependence form the viewpoint of development of organization content.
Gain the ability to prepare a scientific contribution (article or chapter in the monograph) with relevant theoretical / research knowledge at the forefront of the social responsibility, strategic management and competitiveness of an organization discipline for publication at peer reviewed standards / publication quality.
Ethical issues:
Acquires understanding of social responsibility development, its influence on future society development with including social responsibility (also the ethics of interdependence and cooperation) into business practice of competitiveness planning.
Cognitive and Intellectual Skills
The student:
Analysis: with critical awareness, can undertake analysis, managing complexity, incompleteness of data or contradictions and takes into account also interdependence in the areas of vision of an organization, business policy, strategies and social responsibility.
Synthesis: can synthesize new approaches, in a manner that can contribute to the development of methodology, and selects for research discipline / business practice most appropriate strategies and social responsibility viewpoints.
Application: can act independently in the organization in creation of social responsibility integration into assurance of competitiveness of an organization, can manage the processes of selecting, applying and developing of strategies. Is able to participate in the implementation of governance decisions in organization strategies.
Key / Transferable Skills
Can cooperate in team, prepare strategies, determine goals, motivate, negotiate and lead work effectively within team.
Can critically asses and individually perform research.
Can understand problems with requisitely holistic approach and is able to solve them.
Can prevent or resolve conflict situations within teams, because of social responsibility and ethics of interdependence understanding.
Has good skill in negotiating and handling of conflict with confidence.
Ability to take the initiative in the entrepreneurial realization of social responsibility to achieve the competitiveness of the organization.
Management of information: can undertake research tasks competently and independently
Autonomy: is independent and self-critical as learner, can communicate clearly and effectively with specialists and non-specialists – others.
Can determine and achieve goals and tasks in this area and can act in this area as a consultant.
Practical Skills
Application of skills: can operate in complex environment and contexts that may be at the forefront of knowledge.
Autonomy in skill use: can act in a professional capacity with responsibility and largely autonomously and with initiative in complex and unpredictable situations
Technical expertise: can compare social responsibility, strategies and competitiveness, performs smoothly with precision and effectiveness data base collection; can evaluate them and adapt them for new situations.
Readings
Obvezna:
Bohinc, R. (2016). Družbena odgovornost. Ljubljana: Fakulteta za družbene vede, Založba FDV.
Dankova, P., Valeva, M., Štrukelj, T. (2015). A Comparative Analysis of International CSR Standards as Enterprise Policy/Governance Innovation Guidelines. Systems Research and Behavioral Science, 32(2), 152–159.
Demir, D., McKleve, A in Wennberg, K. (2017). The Strategic Management of High-Growth Firms: A Review and Theoretical Conceptualization. Long Range Planning, 50(4), 431–456.
Desarbo, W. S., Benedetto, A. C., Song, M. in Sinha, I. (2005). Revisiting the miles and snow strategic Framework: Uncovering interrelationships between strategic types, capabilities, environmental uncertainty, and firm performance. Strategic Management Journal, 26, 47–74.
Duh, M. (2024). Upravljanje in strateški management. Peta izdaja. Ljubljana: GV založba.
Duh, M., Štrukelj, T. (Eds.) (2023). Izzivi trajnostnega razvoja organizacij. London: Pearson.
Duh, M., Štrukelj, T. (2023). Incorporating Sustainability into Strategic Management for Maintaining Competitive Advantage: The Requisite Holism of Process, Institutional and Instrumental Dimensions. In De Moraes, A. J. (Ed.), Strategic Management and International Business Policies for Maintaining Competitive Advantage (pp. 189–218). Hershey, Pennsylvania, USA: IGI Global. DOI: 10.4018/978-1-6684-6845-6.
Flammer, C. (2015). Does product market competition foster corporate social responsibility? Evidence from trade liberalization. Strategic Management Journal, 36(10), 1469-1485.
Flammer, C. (2018). Competing for government procurement contracts: The role of corporate social responsibility. Strategic management journal, 39(5), 1299–1324.
Grecco, M., Cricelli, L. in Grimaldi, M. (2013). A strategic management framework of tangible and intangible assets. European Management Journal, 31(1), 55–66.
Miller, K. D. (1986). Configurations of Strategy and Structure: Toward a Synthesis. Strategic Management Journal, 7(3), 223–49.
Miller, K. D., Friesen, P. H. (1983). Strategy-Making and Environment: The Third Link. Strategic Management Journal, 4(3), 221–235.
Mulej, M., Merhar, V., Žakelj, V. (ur.) (2019). Uvod v politično ekonomijo družbeno odgovorne družbe. Knjižna zbirka Frontier. Maribor: Kulturni center Maribor.
Porter, M. E. (1980). Competitive Strategy: Techniques for Analysing Industries and Competitors. New York: The Free Press, Simon & Schuster Adult Publishing Group.
Porter, M. E. (1985). Competitive advantage: creating and sustaining superior performance. New York: The Free Press; London: Collier Macmillan.
Porter, M. E. (1990). The Competitive Advantage of Nations. London: Macmillan Press.
Porter, M. E., Kramer, M. R. (2006). Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, 2006(12), 78–93.
Dosegljivo je na:
https://elearning15.unibg.it/pluginfile.php/550320/mod_resource/content/1/Porter%20%20Kramer%20%282006%29.pdf. .
Miles, R. E., Snow, C. C. (1978). Organizational Strategy, Structure, and Process. New York: McGraw-Hill.
Miles, R. E., Snow, C. C. (1984). Fit, Failure, and the Hall of Fame. California Management Review, 26(3), 10–28.
Miles, R. E., Snow, C. C. (2003). Organizational Strategy, Structure, and Process. A Stanford Business Classic. Stanford: Stanford University Press.
Štrukelj, T. (2016). Possible solutions of fundamental problems of the economy through attaining social responsible enterprises competitiveness. V Więcek-Janka, E. (ur.), How is done in Great Poland, Poland and worldwide (str. 43–58). Gniezno: Hipolit Cegielski State College of Higher Education.
Štrukelj, T., Gajšt, N. (2019). Indispensability of socially responsible business policy. In Golinska-Dawson, P., Spychała, M. (Eds.): Corporate social responsibility in the manufacturing and services sectors (pp. 93–125). Germany: Springer.
Štrukelj, T., Dankova, P., Hrast, N. (2023). Strategic Transition to Sustainability: A Cybernetic Model. Sustainability, 15(22), 15948. https://doi.org/10.3390/su152215948.
Štrukelj, T., Mulej, M., Sternad Zabukovšek, S. (2020). Socially responsible culture and personal values as organizational competitiveness factors. In Nedelko, Z., Brzozowski, M. (Eds.), Recent advances in the roles of cultural and personal values in organizational behavior (Advances in human resources management and organizational development book series) (pp. 81–101). Hershey: IGI Global. doi: 10.4018/978-1-7998-1013-1.ch005.
Štrukelj, T., Nikolić, J., Zlatanović, D., Sternad Zabukovšek, S. (2020). A Strategic Model for Sustainable Business Policy Development. Sustainability, 12(2), 1–28.
Štrukelj, T., Sternad Zabukovšek, S. (2019). Enterprise values and enterprise policy interdependence. Ekonomska istraživanja–Ecopnomics Research, 32(1), 2829–2849. doi: 10.1080/1331677X.2019.1650654.
Wheelen, Thomas L., J. David Hunger, Alan N. Hoffman, Charles E. Bamford (2018). Strategic Management and Business Policy: Globalization, Innovation and Sustainability. 15th Edition. London: Pearson.
Dodatna:
Članki v revijah: Strategic Management Journal, Long Range Planning, Adminstrative Science Quarterly, California Management Review, Journal of Business Strategy, Management Science in drugih revijah s področja predmeta. Ostalo po dogovoru.
