Course coordinator
Associate Professor Stuart Middleton
By prior appointment.
Course overview
- Study period
- Semester 1, 2025 (24/02/2025 - 21/06/2025)
- Study level
- Postgraduate Coursework
- Location
- St Lucia
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
This course investigates the concepts and techniques of strategic analysis and implementation at the business and corporate levels. Specific concepts examined include industry and environment analysis, business strategy analysis, organisation performance analysis, capabilities analysis, gap analysis, business and corporate strategic options, strategic decision making, implementation, corporate strategic analysis, mergers and acquisitions, and strategic alliances.
The course draws upon current strategic management theory to provide a framework for evaluating the strategic positioning of firms for sustainable competitive advantage. Specifically, it explains the strategic management process - how managers develop and implement strategies in organisations - and how that process itself is changing. It focuses on three main issues: (1) how different industry conditions support different types of strategies, (2) how strategic management is shaped and deployed within the organisation, and (3) how organisations develop and maintain capabilities that lead to sustained competitive advantage. As such, the course will endeavour to provide experiential learning activities so students can appreciate how strategic management is practised in organisations.
Sustainable Development Goals - UQ Business School is a proud supporter and Advanced Signatory of the United Nations Principles for Responsible Management Education (UN PRME). As part of the largest global collaboration between business schools and the UN, the school emphasises its role in empowering students to drive societal transformation through the Sustainable Development Goals. The SDGs highlight that a thriving economy relies on a healthy environment, aiming to balance economic growth, social well-being, and environmental protection for a sustainable future.
Course requirements
Assumed background
Before attempting this course, students are advised that it is important to complete the appropriate prerequisite course(s) listed in this course profile. The simulation used in this course requires, at minimum, the ability to read financial statements and interpret accounting information. No responsibility will be accepted by the School of Business, the Faculty of Business, Economics and Law or The University of Queensland for poor student performance occurring in courses where the appropriate prerequisite(s) has/have not been completed. STUDENTS SHOULD NOT TAKE THIS COURSE IN THEIR FIRST SEMESTER.
Prerequisites
You'll need to complete the following courses before enrolling in this one:
IBUS7302 or TIMS7301 or TIMS7317. Pre-requisites do not apply to MPsychBus students.
Incompatible
You can't enrol in this course if you've already completed the following:
MEBS7090 or MGTS3301 or 7090 or 7705 or 7803 or 7905
Restrictions
Quota: Minimum of 15 enrolments.
Final course in field of study.
Course contact
Course staff
Lecturer
Associate Professor Stuart Middleton
Timetable
The timetable for this course is available on the UQ Public Timetable.
Additional timetable information
Please note: Teaching staff do not have access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
- Full name
- Student ID
- Course Code
Aims and outcomes
This course aims to assist you in developing an understanding of the strategic management process and provide you with an opportunity to develop your skills in developing and implementing strategic decisions.ﾠ
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Demonstrate an in-depth knowledge about the dynamic nature of business and the role of strategy in generating and sustaining competitive advantage.
LO2.
Investigate and discuss the most important internal and external influences on an organisations strategy.
LO3.
Evaluate business strategies, discussing how particular courses of action may (or may not) provide competitive advantage.
LO4.
Reflect critically on the issues involved in integrating the various functional activities of a firm into a coherent strategy.
LO5.
Show an awareness of the fundamental uncertainties that strategic managers face in charting a firms course over time, articulating consequences and proposing solutions to resolve these challenges.
LO6.
Participate collaboratively and productively as a member of a team.
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Paper/ Report/ Annotation, Examination |
Case Study Analysis
|
30% |
During Your Seminar Week 5, 4:50 pm
To be completed and handed in via Blackboard during your regular class seminar (either Monday or Wednesday). The due date is as follows:
The task must be completed in-class. Identity will be verified, so please ensure you have your student card with you. |
| Role play/ Simulation |
Business Simulation of Strategic Choice
|
40% |
Business Simulation 1 Week 7, Business Simulation 2 Week 8, Business Simulation 3 Week 9, Business Simulation 4 Week 11,
Work must be handed in in-class during weeks 7, 8, 9 and 11. |
| Paper/ Report/ Annotation | Reflection | 30% |
30/05/2025 1:00 pm |
Assessment details
Case Study Analysis
- Identity Verified
- In-person
- Mode
- Written
- Category
- Paper/ Report/ Annotation, Examination
- Weight
- 30%
- Due date
During Your Seminar Week 5, 4:50 pm
To be completed and handed in via Blackboard during your regular class seminar (either Monday or Wednesday). The due date is as follows:
- Monday 24 March in-class for those enrolled in the Monday 9 am - 12 noon seminar
- Monday 24 March in-class for those enrolled in the Monday 2-5 pm seminar
- Wednesday 26 March for those enrolled in the Wednesday 5-8 pm seminar
The task must be completed in-class. Identity will be verified, so please ensure you have your student card with you.
- Other conditions
- Time limited.
- Learning outcomes
- L01, L02, L05
Task description
You will be provided an AI-generated analysis of an organisation. Your task is to individually use the learning you have acquired on PESTEL, Porter, and VRIN frameworks to improve on the AI generated analysis. In-class work on the three frameworks will assist you in preparing for this test. The assessment is to be completed individually and must be handed in prior to leaving class.
AI Statement:
This task has been designed to be challenging, authentic and complex. Whilst students may use AI technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance. A failure to reference generative AI use may constitute student misconduct under the Student Code of Conduct. To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI tools.
Exam details
| Planning time | 10 minutes |
|---|---|
| Duration | 120 minutes |
| Calculator options | No calculators permitted |
| Open/closed book | Open Book examination |
| Materials | Anything which is available on the Course Blackboard site. |
| Exam platform | Other |
| Invigilation | Invigilated in person |
Submission guidelines
Submit through the Blackboard Assessment link.
Deferral or extension
You may be able to defer this exam.
Deferral by medical certificate only and approved by the Business School.
Late submission
The assessment item cannot be handed in late.
Business Simulation of Strategic Choice
- Identity Verified
- Team or group-based
- In-person
- Mode
- Activity/ Performance
- Category
- Role play/ Simulation
- Weight
- 40%
- Due date
Business Simulation 1 Week 7,
Business Simulation 2 Week 8,
Business Simulation 3 Week 9,
Business Simulation 4 Week 11,
Work must be handed in in-class during weeks 7, 8, 9 and 11.
- Other conditions
- Peer assessed.
- Learning outcomes
- L01, L02, L03, L04, L06
Task description
Students will be allocated to teams and each member will be assigned to play a role on the management team of the case company. During the seminar, the management team will be asked to evaluate and make recommendations on the case company's business-level, corporate-level, collaborative strategies, and corporate governance. Students will be assessed on the quality of the strategic advice that their team provides for the case company, as well as their ability to understand and leverage organisational politics in arguing for their preferred strategy.
You will have four opportunities to be assessed on your performance in the Business Simulation, and your group's best three (out of four) marks will count towards your final grade for the course (3 x 13.33 = 40%).
Students who are absent for a Business Simulation meeting will receive a score of zero for that week. A student who has legitimate grounds for an absence from a Business Simulation meeting under the University's assessment policy must contact the Course Coordinator prior to, or within 24 hours of, the missed assessment and must provide appropriate supporting documentation.
Your student ID will be checked for each of the four weeks of this assessment item to verify your identity. Please ensure you bring your ID to class.
AI Statement:
This task has been designed to be challenging, authentic and complex. Whilst students may use AI technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance. A failure to reference generative AI use may constitute student misconduct under the Student Code of Conduct. To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI tools.
Submission guidelines
Submit through the Blackboard Assessment link.
Deferral or extension
You cannot defer or apply for an extension for this assessment.
The assignment is worth 40% of the total marks for the course. We will take the best three of the four weeks of this assessment to comprise your final score. If a student is absent from any week, they will have the opportunity to make up the rest of their marks in the other three weeks. This approach also enables students to secure feedback on their performance and use this to improve results as the simulation continues.
Late submission
You will receive a mark of 0 if this assessment is submitted late.
Late submission will not be accepted and will result in a mark of zero for that week.
Reflection
- Mode
- Written
- Category
- Paper/ Report/ Annotation
- Weight
- 30%
- Due date
30/05/2025 1:00 pm
- Learning outcomes
- L02, L04
Task description
Word Limit: 1200 words (+ or - 10%)
In this individual assignment, you will reflect on your personal experience of the Business Simulation to better understand what you did well, what you could improve, and what you would do differently next time.
To enable this reflection, your assignment will do the following:
- Describe two instances from the Business Simulation in weeks 7, 8, 9 and 11, of challenges your Business Unit or Group faced in negotiating strategic recommendations with other Business Units and Groups in the corporation.
- Leverage theory on strategic management and organisational politics to justify where you believe your Business Unit or Group was successful in pursuing implementation of your strategic recommendations.
- Leverage theory on strategic management and organisational politics to justify where you believe your Business Unit or Group was unsuccessful or could have performed better in pursuing implementation of your strategic recommendations.
- Leverage theory on organisational politics to explain how you would engage differently in networking, social astuteness, and persuasion, were you to pursue negotiation around implementation of your strategic recommendations for a second time. Even if your negotiations were successful, it should be that you can identify political strategies which would have furthered your Business Unit’s strategic ambitions.
- Engage in effective communication of key messages around strategy and political theory.
Please note that a successful negotiation may not mean that your Business Unit or Group had its initial strategic recommendation accepted in whole. Other Business Units or Groups can improve a strategic recommendation. It is not a winner-take-all situation. A successful outcome for your Business Unit or Group should be one in which you recognise a justifiable strategy has been adopted for assisting the corporation and its subsidiaries in pursuit of their overall vision.
AI Statement:
This task has been designed to be challenging, authentic and complex. Whilst students may use AI technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance. A failure to reference generative AI use may constitute student misconduct under the Student Code of Conduct. To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI tools.
Submission guidelines
Submit through Blackboard
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
You will lose 10% of the maximum mark per day the assignment is late
Course grading
Full criteria for each grade is available in the Assessment Procedure.
| Grade | Cut off Percent | Description |
|---|---|---|
| 1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
| 2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
| 3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
| 4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
| 5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
| 6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
| 7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Library resources are available on the UQ Library website.
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
| Learning period | Activity type | Topic |
|---|---|---|
Week 1 |
Seminar |
Course Introduction: What is strategy? In this course introduction, you will be presented with the assessment activities and an explanation of how the course will work as well as some understanding on how theorists have viewed the topic of strategic management over the years. Learning outcomes: L01, L02, L03, L04, L05 |
Week 2 |
Seminar |
External Environment Analysis: PESTEL This week you will learn about PESTEL analysis. See how it was derived from the thoughts of Aguilar (1967) and learn how to apply the framework in evaluating the general external environment of the organisation. Learning outcomes: L01, L02, L05 |
Week 3 |
Seminar |
External Environment Analysis: Porter's Five Forces This week you will learn about Porter's Five Forces industry analysis. See how it was derived from the thoughts of Porter (1979) and learn how to apply the framework in evaluating the external industry environment of the organisation. Learning outcomes: L01, L02, L05 |
Week 4 |
Seminar |
Internal Environment Analysis: VRIN This week you will learn about VRIN analysis. See how it was derived from the thoughts of Barney (1991) and learn how to apply the framework in evaluating the internal environment of the organisation. Learning outcomes: L01, L02, L05 |
Week 5 |
Seminar |
Case Study Analysis: In-class assessment This week you will engage in in-class assessment. You will be presented with AI generated analysis of a case study organisation. Your task will be to use your knowledge on PESTEL, Porter and VRIN frameworks to improve on this analysis. You must submit your assessment prior to leaving class. Learning outcomes: L01, L02 |
Week 6 |
Seminar |
The Politics of Strategy This week will introduce you to the idea of strategy as politics. How do successful strategists navigate political games and elites in order to implement strategy. The session will also serve as a practice for our in-class assessment in the coming weeks. You will come together in your teams and practice your decision making and negotiation skills. Learning outcomes: L01, L02, L03, L04, L05 |
Week 7 |
Seminar |
Business-Level Strategy This week will be the first of the in-class assessments for your assignment on the Business Simulation. You will explore the topic of business-level strategy by making decisions and negotiating on behalf of your Wesfarmers Strategic Business Unit. Learning outcomes: L02, L03, L04, L05, L06 |
Week 8 |
Seminar |
Corporate-Level Strategy This week will be the second of the in-class assessments for your assignment on the Business Simulation. You will explore the topic of corporate-level strategy by making decisions and negotiating on behalf of your Wesfarmers Strategic Business Unit. Learning outcomes: L02, L03, L04, L05, L06 |
Mid-sem break |
No student involvement (Breaks, information) |
In-Semester Break Use this week to finalise your first assignment |
Week 9 |
Seminar |
Strategic Alliances This week is a non-teaching week. You are encouraged to review results of the first three weeks of your assessment on the second assignment and determine ways to improve prior to the final week of assessment in week 11. Learning outcomes: L02, L03, L04, L05, L06 |
Week 10 |
No student involvement (Breaks, information) |
Non-Teaching Week In this week's seminar, you will explore how strategy is implemented through the way in which actors play politics. You will be introduced to the notions of elites and political games, including budgeting games, alliance-building games, sponsorship games, and expertise games. The information in this seminar will be essential to your understanding of the second assignment. Labour Day Public Holiday - Monday 5 May 2025 - Check Blackboard for announcements about affected classes. |
Week 11 |
No student involvement (Breaks, information) |
Corporate Governance This week will be the fourth of the in-class assessments for your assignment on the Business Simulation. You will explore the topic of corporate governance by making decisions and negotiating on behalf of your Wesfarmers Strategic Business Unit. Learning outcomes: L02, L03, L04, L05, L06 |
Week 12 |
Seminar |
The Future of Strategy In this week's material, we will cover the topic of the future of strategy and where it might lead. Learning outcomes: L01, L04, L05 |
Week 13 |
No student involvement (Breaks, information) |
Non-Teaching Week In this week there will be consults to provide advice on your preparation to undertake the final assignment. |
Additional learning activity information
Sustainable Development Goals
This course integrates the following Sustainable Development Goals (SDGs) through lectures and assessment.
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.