STRATEGIC MANAGEMENT - BMEGT20MN04

Highlighting the scientific background of strategic management, introducing paradigms, models and tools of strategic man-agement. Arousing students’ interest in strategic management based on the last five decades of strategic management’s most important and practical result. Expressing doubts for further thinking and introducing methodological knowledge for strategic decision making.

1. Familiar with the phylogeny of strategic management.
2. Familiar with the paradigms of strategic management.
3. Familiar with value creation as the basis of strategic goal setting.
4. Familiar with the effects of digitization on strategic thinking.
5. Familiar with the most important methods of strategic decision making.

1. Students can apply the theoretical and practical knowledge in practice.
2. Students can doubt, thinking in alternatives and integrating knowledge.

1. Students recognize the uncertainty of future while refuse drift and intentionality.
2. Student can apply those methodologies which have the biggest chance for the suc-cessful strategic decision.

1. Students can write study on evaluation of a certain company’s strategy and strategic decisions.
2. Students can apply other management tools as well.

Lectures. Guest practicing lecturer can be involved as well.

• Mészáros Tamás: Stratégiai menedzsment (letölthető oktatási segédlet)
• Tari Ernő: Miért a Graphisoft – az oktatási segédlet része.
• Cser Linda: A Graphi-story folytatódik – az oktatási segédlet része.
• Mintzberg, H. – Ahlstrand, B. Lampel, J. (2005): Stratégiai Szafari, Útbaigazítás a stratégiai menedzsmentben. HVG könyvek. Budapest. 1., valamint 12. fejezet.
• Evans, P. (2000): Strategy, the End of the Endgame. Journal of Business Strategy Nov-Dec. 12-18.
• Porter, M. (2001): Strategy and the Internet. Harvard Business Review March. 63-79.
• Porter, M-Heppelmann, E. (2014): How Smart Connected Products Are Transforming Competition. Harvard Business Review 92 (11) 64-88.
• Lapersonne, A. – Sanghavi, N. De Mattos C. (2015): Hybrid Strategy, Ambidexterity and Environment: Toward an Integrated Typology, Universal Journal of Management 3 (12) 497-508.
• Selected chapters of the followings:
• Mintzberg, H. – Lampel J. – Quinn J. B. – Goshal S. (2003): The Strategy Process – Concepts, Contexts, Cases. Pearson, Harlow
• Hubbard, R. B. (2008): Strategic management. Pearson, Frenchs Forest
• Barney, J. B. – Hesterly W. S. (2010): Strategic Management and Competitive Advantage. Pearson, Upper Saddle River
• Capon, C. (2009): Understanding the business environment. Pearson, Harlow
• Other given materials, power point slides.

Semester ends with mid-term mark.

A.Detailed description of assessments during the term: - Students have to write and present a case study during the semester. Submission and deadlines are presented by the lecturer in the beginning of the semester. On the 10th week a 60 minutes mid-term exam is taken by the students based on the discussed topics.

• Esettanulmány értékelés: 40%
• Zárthelyi dolgozat: 60%

On time case study submission and writing the mid-term exam.

Based on the Code of Studies on the 14th week.

Consulted with the Faculty Student Representative Committee, approved by Emma Lógó, PhD, Vice Dean for Education. Date: 20 Jan 2020 Valid from spring semester 2019/20

The learning outcomes of 2.2 can be achieved by studying the following areas and topics

Part I-III of the Subject Form is to be approved by the Head of Department of Management and Business Economics named under 1.8.