Durham University
Programme and Module Handbook

Postgraduate Programme and Module Handbook 2012-2013 (archived)

Module BUSI42115: Strategy

Department: Business School (Business)

BUSI42115: Strategy

Type Tied Level 4 Credits 30 Availability Available in 2012/13 Module Cap
Tied to N1K607
Tied to N1K807
Tied to N1KL07
Tied to N1K507
Tied to N1K307


  • None.


  • None.

Excluded Combination of Modules

  • None.


  • Strategy seeks to explain firms' success or lack of success. Strategy is concerned with matching a firm's resources and capabilities to the opportunities that arise in the external environment. The emphasis of the module is on two themes: 1) the interface between strategy and the external environment, and 2) the interface between strategy and the internal environment of the firm - more specifically, with the resources and capabilities of the firm.


  • Concepts of strategy.
  • Strategic purpose.
  • Environmental and industry analysis.
  • Analysing resources and capabilities.
  • Sustainable Competitive Advantage - including sources of advantage (cost and differentiation) and sustainability.
  • Corporate strategy - including vertical, horizontal and international scope, methods of development and managing synergy.
  • Corporate culture and strategy.
  • Strategic management processes.
  • Managing strategic change.

Learning Outcomes

Subject-specific Knowledge:
  • By the end of this module students will:
  • Have a critical appreciation of the contribution strategy can make to successful performance;
  • Be able to recognise the multiple roles that strategic management plays within organisations;
  • Be able to identify structural features of an industry that influence competition and profitability, but also critically analyse competition in order to identify opportunities for competitive advantage within an industry;
  • Have a critical appreciation of the role of resources and capabilities as a basis for competitive advantage;
  • Be able to distinguish and analyse the primary types of competitive advantage;
  • Be able to understand the challenges of managing complex, multi-business organisations, including the relative merits of linking businesses and the alternative approaches available to the corporate centre;
  • Have a critical appreciation of the challenge of managing strategic change.
Subject-specific Skills:
  • By the end of this module students will:
  • Be able to apply a range of relevant strategic analysis tools to assess complex business cases;
  • Be able to evaluate differing strategic options.
Key Skills:
  • Written communication;
  • Planning, organising and time management;
  • Problem solving and analysis;
  • Using initiative;
  • Computer literacy.

Modes of Teaching, Learning and Assessment and how these contribute to the learning outcomes of the module

  • The learning outcomes will be met through a combination of lectures, guided reading, individual exercises and a case-study workshop.
  • The assessment of the module, by written examination, is designed to test students’ knowledge and understanding of the subject-matter and their ability to apply relevant strategic analysis tools.

Teaching Methods and Learning Hours

Activity Number Frequency Duration Total/Hours
Lectures 10 weekly 2 hours 20
Case-study workshop 1 4 hours 4
Preparation & Reading 126
Total 150

Summative Assessment

Component: Written examination Component Weighting: 100%
Element Length / duration Element Weighting Resit Opportunity
Written examination Two hours 100%

Formative Assessment:

A series of online assessments linked to the lectures.

Attendance at all activities marked with this symbol will be monitored. Students who fail to attend these activities, or to complete the summative or formative assessment specified above, will be subject to the procedures defined in the University's General Regulation V, and may be required to leave the University