Discipline Sheet: Business Strategies

Discipline sheet

Discipline sheet: Business Strategies 1. Information about the program 1.1 Higher education institution Babes-Bolyai University 1.2 Faculty of Economics and Business Administration 1.3 Department of Management 1.4 Field of study Management 1.5 Study cycle Graduate International Business Administration and Communication (Romanian, 1.6 Specialization/Program of study English and French)

2. Information about the discipline 2.1 Discipline title Business Strategies Discipline code EME0317 2.2 The holder of the course Prof. Anca Borza, PhD activities 2.3 The holder of the seminar Prof. Anca Borza, PhD activities 2.6 Type of 2.4 Year of study 1 2.5 Semester 2 E 2.7 Discipline regime C assessment

3. Total time estimated (hours per semester of teaching) From which: 3.2 3.1 Number of hours per week 2 1 3.3 seminar/laboratory 1 course From which: 3.5 3.4 Total hours of curriculum 28 14 3.6 seminar/laboratory 14 course Hou Time distribution rs Study after textbook, course support, bibliography and notes 14 Additional documentation in library, on specialized electronic platforms and on the field. 24 Preparing seminars/laboratories, essays, portfolios and reports. 36 Tutoring 4 Examinations 4 Others activities......

3.7 Total hours for individual study 82

3.8 Total hours per semester 110

3.9 Number of credits 6 4. Preconditions (if necessary) 4.1 Of curriculum  Strategic management 4.2 Of skills  Not applicable

5. Conditions (if necessary) • Classes are interactive and consist of debating issues included in the syllabus, which assumes completion of the recommended bibliography. 5.1. For conducting the • Students are not allowed to take part in classes or to attend courses and laboratories course with their mobile phones being switched on. • No late coming will be tolerated during courses and laboratories. 5.2. For conducting  During seminar classes master students are divided into 5 groups (each group is seminar/laboratory made up of 4-5 people); they will discuss case studies and will formulate personal and group opinions.

6. Specific skills acquired Profess • Analyze strategies adopted by firms on the basis of information they hold; ional • Develop new strategies required in the external environment, especially based on the need for skills collaboration between firms; • Understand the role of strategic management within the process of globalization. Transv • Demonstrating an interest for improving the results of professional activity by assuming ersal different tasks and different job roles in a team; skills • Assuming the involvement in research activities, like for example reading, literature review, essay writing, or even scientific articles; • Taking part in scientific projects in order to demonstrate their capacity for identifying opportunities for their future career.

7. Course objectives (arising from grid of specific skills acquired) 7.1 General objective of the Development of analytical and presentation skills that will enable master discipline students implement strategies that are appropriate in the context of globalization.

7.2 Specific objectives • Use of resources and competencies of a firm to create value and gaining competitive advantage; • Understand the process of developing an overall strategy; • Knowledge of the underlying decision concluding strategic alliances globally, mergers and acquisitions respectively. 8. Contents Teaching 8.1 Course Observations methods International dimensions of strategic management Lectures 2 lecture Strategic environmental analysis Lectures 2 lectures Analysis of resources and competences Lectures 2 lectures Global strategy development Lectures 2 lecture Global strategic alliances Lectures 2 lectures Global mergers and acquisitions Lectures 2 lectures Bibliography: 1. Bresser, R., Hitt, M., Heuskel, D., 2000, Winning strategies in a deconstructing world, John Wiley&Sons, USA, 2. Dess, G., 2007, Strategic management: text and cases, McGraw-Hill/Irwin, USA, 3. Grant, R., 2002, Contemporary strategy analysis. Concepts, Techniques, Applications, Blackwell, USA, 4. Lasserre, P., 2007, Global strategic management, 2nd edition, Palgrave Macmillan, 5. Lynch, R., 2009, Strategic management, 5th edition, Prentice Hall, 6. MacMillan, H., 2000, Strategic management: process, content and implementation 7. Mellahi, K., 2005, Global strategic management, Oxford University Press, UK, 8. Pearce, J., 2007, Formulation, implementation and control of competitive strategy, McGraw-Hill/Irwin, USA, 9. Stacey, R., 2007, Strategic management and organizational dynamics, Prentice Hall, UK, 10. Thompson, J., Martin, F, 2005, Strategic management: awareness and change, South-Western Learning, UK, 11. Wheelen, T., Hunger, D.,2006, Strategic management and business policy, Pearson Education, USA, Teaching 8. 2 Seminar/laboratory Observations methods Role of resources and competences for value creation: value chain and value Case studies 2 seminars system Analysis of stakeholder power. Their influence on the strategic management Case studies 2 seminars process. Exploring the competitive environment. Fundamentals of strategic environment. Case studies 2 seminars Analysis of environmental collaborations. Analysis of one or more direct Case studies 2 seminars competitors Bibliography: 1. David, F., 2008, Strategic management. Concepts and cases, Pearson/Prentice Hall, USA, 2. De Witt, B., Meyer, R.,2002, Strategy. Process, content, context, Thompson, 3. Hitt, M., Hoskisson, R., Ireland, D., 2007, Management of strategy,Concepts and cases, Thomson, USA, 4. Johnson, G., Scholes, K., 2002, Exploring corporate strategy: Text and cases, Prentice Hall, 9. Corroboration / validation of the discipline content according to the expectations of the epistemic community representatives, of the ones of the professional associations and also of the representative employers of the corresponding program.

In order to develop the course content and teaching/learning techniques, the course instructor had several meetings with specialists from international business management domain. He also discussed with other professors from different business schools that have similar teaching and research interests. These meetings were meant to identify employers’ needs and expectations and to coordinate with other similar courses from other business schools.

10. Evaluation

10.3 Share in Type of activity 10.1 Evaluation criteria 10.2 Methods of assessment final grade 10.4 Course • Knowing the specific concepts from The final exam will consist 70% Business Strategies; of both multiple-choice • Ability to adequate use of concepts, questions and opened methods and procedures specific to questions. The exam will Business Strategies; assess not only the level of • Understand the importance of case knowledge, but also students’ studies in Business Strategies; creativity. • Develop pros and cons arguments for distinctive situations. 10.5 • Understand the concepts discussed • 10% represent an actively 30% Seminar/laboratory during course and laboratories; participation in group • Ability to explain and use correctly the discussions which implies that specific concepts in Business Strategies; the student formulates • Ability to take decisions based on the personal opinions based on analysis of a given situation; evidence; • Assessment of own or other peoples • 20% represent a group arguments; presentation of a case study • Ability to develop pros and cons assigned by the professor. arguments. 10.6 Minimum standard of performance • Know the main concepts used in Business Strategies; • Ability to develop a strategy for entering an international market;

Date of completion Signature of the course holder Signature of the seminar holder

27.06.2012 ......

Approval date by department Signature of the Head of the Department

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