A report based on the critical application of strategy concepts to identified contexts (LO1-LO3), 3000 words, Weighting 50%

A group-based case study, using contemporary theories of management in the mixed economy to evaluate management practice in a specified partnership (LO4 - LO6) assessed through an individual written proposal (20%) and individual presentation of the student's contribution to a group report (30%).

All learning outcomes are covered by the two assessment methods. Students must attempt all assessments and achieve an overall pass grade for the module.

Additional Assessment Details (include formative feedback / assessment):
Assessment of the group case study will begin with an individual written proposal that details the relevant literature which can be used to analyse a specific partnership arrangement. This will be worth 20% of the marks for the module. The case study will result in a report, submitted using appropriate communications media, which evidences both the collection of data and analysis of this in the light of theory. The presentation of the report will provide the basis for the questioning of individual team members, which will provide the other 30% of marks.

Organisational purpose, stakeholders, CSR/business ethics, governance
Analysis of the business/organisational environment
Strategy process and formulation; Strategic development options, decisions and implications
Strategic implementation
Global strategy, including the significance of recognised approaches to country selection and foreign market servicing strategy.
Internal organisational drivers, analysis and capability; Understanding capability - a range of perspectives including: the resource based view; core competences; knowledge and organisational learning; developing and enhancing capability
Theoretical context - state, markets, partnerships and networks - policy context and government initiatives - regulation - global context - structural drivers towards collaboration
New public management - managerialism - the `public service ethic'
The social market, social entrepreneurship, social capital and mutualism
Stakeholder approaches - marketing and involvement
Strategic collaboration
The applicability of managerial concepts to areas of partnership and collaboration: performance indicators; definitions of `quality' and `excellence'; strategic and business planning, leadership and social value

The course is taught over a period of two trimesters, between September and March.
Taught sessions: 66 hours.
Reading and independent study: 234 hours

The module will begin with lecture-based sections which introduce core concepts in strategic management and an initial examination of the three main sectors of the economy, along with students' location in, or aspiration to work within, one of these sectors (or in cross-sectoral roles). The study of management within the mixed economy runs alongside the study of strategy. Students will examine the key challenges facing the sectors of the economy and in particular the possibilities and challenges arising from the convergence of management practices, as well as the growth of cross-sectoral partnerships. During this period, the emphasis of independent study will be on reading around core concepts.
The development of strategic concepts is developed through the use of selected case studies and by the application of these concepts in students' work organisations as applicable. This will also support the identification of the context for the group project on managing in the mixed economy, for which students will submit an individual proposal.
The group-based case study of partnerships will form an important opportunity for learning during this module. The case study will provide opportunities for the application of concepts relating to strategic management within and across identified sectors of the mixed economy. Learning will combine the direct collection of data within the identified partnership with project report and seminar sessions designed to evaluate progress and draw out key learning from the project. During the later stages of the module, students' independent work will be geared towards the completion of a substantial report analysing the partnership, which will then form the basis of assessment.

On-line access to materials on VLE

JOURNALS:
International Journal of Social Economics (Peer-reviewed journal available through Emerald)
International Journal of Public Sector Management (Peer-reviewed journal available through Emerald)
Social Enterprise Journal (Peer-reviewed journal available through Emerald)

List Core / Recommended Texts
Courtney, R. (2013) Strategic Management in the Third Sector. London: Palgrave MacMillan.
Doherty,B. et al (2009) Management for Social Enterprise. London: Sage.
Grant, R.M. (2013) Contemporary Strategy Analysis. 8th edition. Chichester: Wiley
Johnson, G., Scholes, K. and Whittington, R. (2008) Exploring Corporate Strategy - Text and Cases. 8th edition. London: Prentice Hall.
Johnson, G., Scholes, K. and Whittington, R. (2011) Fundamentals of Strategy 2nd edition. London: FT/Prentice Hall.
Newman J. and Clarke, J. (2009) Publics, Politics & Power: Remaking the Public in Public Services. London: Sage.
Osborne, S.P. (2009) The New Public Governance. London: Routledge.
Segal ¿ Horn, S. ed. (2004) The Strategy Reader. 2nd edition. Oxford: Blackwell.