Degree | Type | Year |
---|---|---|
Tourism | OB | 3 |
You can view this information at the end of this document.
There are no prerequisites.
The main objective of this course is to provide students with current knowledge and practical skills in strategic management of tourist companies. This is especially important in order to provide up-to-date applied knowledge of fundamental strategic issues, their pitfalls, and how to “read between-the-lines” of strategic management. During the course, we will analyse how external and internal factors shape the company’s strategic approaches, and what tools are available for the companies to define the best strategic options available to succeed in the marketplace.
The course has the following learning objectives:
Introduction to the unit Strategic Management of Tourist Companies
Topic 1: The concept of strategy
Topic 2: The tools of strategic analysis
Topic 3: External analysis
Topic 4: Internal analysis
Topic 5: The five generic competitive strategies
Topic 6: Growth and development strategies
Topic 7: Internationalization strategies
Topic 8: Innovation strategies (Extra topic)
Title | Hours | ECTS | Learning Outcomes |
---|---|---|---|
Type: Directed | |||
Public presentation of the Project | 4 | 0.16 | 2, 4, 7, 6, 8, 5, 16, 14, 15, 9, 17 |
Resolution of Practical cases | 30 | 1.2 | 7, 6, 8, 5, 14, 15, 9, 10, 17 |
Theoretical classes | 30 | 1.2 | 1, 13, 12, 11, 10 |
Type: Supervised | |||
Tutorials | 24 | 0.96 | 5, 10 |
Type: Autonomous | |||
Project Development | 15 | 0.6 | 3, 4, 7, 6, 8, 5, 12, 11, 15, 10 |
Resolutions of practical cases | 15 | 0.6 | 2, 3, 4, 7, 6, 8, 5, 13, 12, 11, 16, 14, 15, 17 |
Study | 15 | 0.6 | 5 |
The teaching methodology is based on a continuous evaluation, combining theoretical content, practical in-class activities, research and analysis, presentations, and reports. Assistance and participation in class during the semester will also be assessed. Therefore, classes will be conducted in seminar format promoting student’s participation. It is important to remark that most of the theoretical material is needed to tackle the case studies and presentations. Fundamental theoretical notions and special issues in strategic management will be discussed in class and applied on case studies.
Annotation: Within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.
Title | Weighting | Hours | ECTS | Learning Outcomes |
---|---|---|---|---|
Assistance and participation | 15% | 0 | 0 | 1, 3, 4, 7, 6, 8, 13, 12, 11, 16, 14, 15, 9, 10, 17 |
End term evaluation | 25% | 2 | 0.08 | 1, 2, 3, 4, 7, 5, 13, 12, 14, 9, 10 |
Practical in-class activities | 20% | 10 | 0.4 | 1, 3, 8, 13, 12, 11, 16, 14, 15, 17 |
Project (group) | 40% | 5 | 0.2 | 1, 2, 3, 4, 7, 8, 5, 13, 12, 11, 16, 14, 15, 9, 10, 17 |
Continuous evaluation
The continuous evaluation is composed of one evaluation (individual), a project (group), practical in-class activities, and the participation and assistance in class. To pass the continuous evaluation, students need to reach a minimum of 3.5 out of 10 in each of the assessments. Otherwise, students will have to do the final evaluation at the end of the semester.
Unique evaluation
The unique evaluation is composed of three individual assessments to be delivered during the semester, and the final evaluation at the end of the semester.
Title |
Weighting |
Assessment 1: Strategic position project report |
20% |
Assessment 2: Case study presentation and video |
20% |
Assessment 2: Strategic choices and implementation project report |
20% |
Final evaluation |
40% |
Evaluations (end-term evaluation, final evaluation, and re-evaluation)
The evaluations include the following format in three parts:
Prescribed bibliography:
Evans, N. (2020). Strategic Management of tourism, hospitality and events (3rd Ed.). London: Routledge.
Johnson, G. (2015). Fundamentals of strategy (3rd Ed.) Harlow: Pearson.
Recommended bibliography:
Adner, R. and Zemsky, P. (2006). A demand-based perspective on sustainable competitive advantage. Strategic Management Journal, 27, 215-239.
Arend, R. J., Zhao, L., Song, M., and Im, S. (2017). Strategic planning as a complex and enabling managerial tool. Strategic Management Journal, 38, 1741-1752. DOI: 10.1002/smj.2420
Bowman, E. H., and Helfat, C. E. (2001). Does corporate strategy matter? Strategic Management Journal, 22, 1-23.
Campbell, B. A., Coff, R., and Kryscynski, D. (2012) Rethinking sustained competitive advantage from human capital. Academy of Management, 37, 3, 376-395. DOI: http://dx.doi.org/10.5465/amr.2010.0276
Colbert, B. A. (2004). The complex Resource-Based View: implications for theory and practice in strategic human resource management. Academy of Management, 29, 3, 341-358.
Ebben, J. J., and Johnson, A. C. (2005). Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic Management Journal, 26, 1249–1259
Elbanna, S. and Child, J. (2007). Influences on strategic decision effectiveness: development and test of an integrative model. Strategic Management Journal, 28, 431-453. DOI: 10.1002/smj.597
Evans, N., Campbell, D., and Stonehouse. G. (2003). Strategic Management for travel and tourism. Oxford: Elseveier.
Hitt, M. A., Ireland, R.D., Hoskisson, R. E., and Harrison, J. S. (2023). Strategic Management: competitiveness and globalization. Concepts and cases.Singapore: Cengage learning.
Huang, L., and Knight, A. P. (2017). Resources and relationships in entrepreneurship: and exchange theory of the development and effects of the entrepreneur-investor relationship. Academy of Management, 42, 1, 80-102. DOI: http://dx .doi .or g/10.5465/ami .2014.0397
Hult, T. M., Ketchen, D. J. JR., and Arrfelt, M. (2007) Strategic supply chain management: improving performance through a culture of competitiveness and knowledge development. Strategic Management Journal, 28, 1035-1052. DOI: 10.1002/smj.627
Inkpen, A. C., and Tsang, E. W. K. (2005). Social capital, networks, and knowledge transfer. Academy of Management, 30, 1, 146-165.
Jawahar, I. M., and McLaughlin, G. L. (2001). Toward a descriptive stakeholder theory: an organizational life cycle approach. Academy of Management, 26, 2, 397-414.
Kang, S-C., Morris, S. S., and Snell, S. A. (2007). Relational archetypes, organizational learning, and value creation: extending the human resource architecture. Academy of Management, 32, 1, 236-256.
Kirtley, J., and O'Mahony, S. (2023) What is a pivot? Explaining when and how entrepreneurial firms decide to make strategic change and pivot. Strategic Management Journal, 44, 197-230. DOI: 10.1002/smj.3131
Lieberman, M. B., and Asaba, S. (2006). Why do firms imitate each other? Academy of Management, 31, 2, 366-385.
Priem, R. L. (2007). A consumer perspective on value creation. Academy of Management, 32, 1, 219-235.
Rodriguez, P., Uhlenbruck, K., and Eden, L. (2005). Government corruption and the entry strategies of multinationals. Academy of Management, 30, 2, 383-396.
Schmidt, J., and Keil, T. (2013). What makes a resource valuable? Identifying the drivers of firm-idiosyncratic resource value. Academy of Management, 38, 2, 206-228. DOI: http://dx.doi.org/10.5465/amr.2010.0
Scott, S.G., and Lane, V. R. (2000). A stakeholder approach to organizational identity. Academy of Management, 25, 1, 43-62.
Song, M., Calantone, R. J., and Di Benedetto, A. C. (2002). Competitive forces and strategic choice decisions: an experimental investigation in the United States and Japan. Strategic Management Journal, 23, 969–978. DOI: 10.1002/smj.258
Wunder, T. (2019). Rethinking strategic management: sustainable strategizing for positive impact. CSR, Sustainability, Ethics & Governance.
Yin, X., and Shanley, M. (2008). Industry determinants of the "Merger versus Alliance" decision. Academy of Management, 33, 2, 473-491.
Name | Group | Language | Semester | Turn |
---|---|---|---|---|
(TE) Theory | 1 | English | second semester | morning-mixed |
(TE) Theory | 2 | English | second semester | morning-mixed |