Бакалавриат
2025/2026
Стратегический менеджмент
Статус:
Курс обязательный (Управление цифровым продуктом)
Где читается:
Высшая школа бизнеса
Когда читается:
3-й курс, 3, 4 модуль
Охват аудитории:
для своего кампуса
Преподаватели:
Кнатько Дмитрий Михайлович
Язык:
английский
Кредиты:
4
Контактные часы:
40
Course Syllabus
Abstract
"The 'Strategic Management' course is designed to prepare future leaders for the digital economy. The course combines fundamental strategic concepts (industry analysis, the resource-based view, and the theory of competitive advantage) with contemporary topics, such as managing platform business models, building ecosystems, sustainable development (ESG) strategies, and decision-making under conditions of high uncertainty. A key feature of the course is the use of the case study method: over 50% of contact time is devoted to analyzing real-world management situations through academic case studies. This enables students to go beyond merely memorizing theory and develop skills in critical thinking, strategic diagnosis, and the justification of management decisions.
Learning Objectives
- The primary objective of the course is to develop the competencies of a strategic leader capable of: (1) critically selecting analytical tools to diagnose the state of a business under conditions of high uncertainty; (2) designing adaptive business models that ensure the organization's long-term resilience; and (3) ensuring ethical leadership and the creation of Shared Value in a global digital environment
Expected Learning Outcomes
- Apply external analysis tools (PESTEL, 5 Forces) to identify strategic opportunities and threats. (Level: Analysis)
- Utilize resource-based logic (VRIO) and value chain analysis to evaluate internal competitive advantages. (Level: Analysis)
- Synthesize data from external and internal analysis to design strategic alternatives, critically evaluating the limitations of SWOT analysis using AQCD criteria. (Level: Synthesis)
- Justify the choice of competitive positions and innovative business models (including platform and ecosystem models), balancing the tasks of current efficiency (exploitation) and future exploration. (Level: Evaluation)
- Define key corporate strategies (integration, diversification) and manage the business portfolio. (Level: Creation)
- Develop strategy implementation plans, including change management and organizational culture. (Level: Creation)
Course Contents
- Introduction to Strategic Management
- Strategic Goal Setting
- Macro Environment and Uncertainty
- Industry Analysis
- Internal Environment: The Resource-Based View
- Value Chain and Strategic Synthesis
- Business-Level Competitive Strategies
- Strategic Innovation: Platforms, Ecosystems, and Ambidexterity
- Corporate Strategy
- Global Strategy and Alliances
- Strategy Implementation: The Gap Between Plan and Action
- The Future of Strategy: AI, Resilience, and Agile Approach
Assessment Elements
- ExamThe exam is conducted in the form of a test consisting of single and multiple-choice questions and open-ended questions. Platform: StartExam in the computer classrooms of the National Research University Higher School of Economics. – Rules: – Students must arrive 15 minutes before the start of the exam. – Personal belongings (bags, phones, smart watches) must be left in a designated area at the entrance to the classroom. – The following items are permitted at the workstation: a pen, 2 blank sheets of paper (drafts), a bottle of water. – The use of any gadgets, headphones, and talking are prohibited. – Proctors and assistants in the lecture hall will be monitoring the exam.
- AttendanceAttendance control is carried out by recording student presence at every lecture and seminar session. The grade is assigned based on a progressive scale of discipline requirements. The maximum score (10) is awarded only in the absence of missed classes. **50% Rule:** If more than 50% of classes are missed, the element is graded at **0.1 points**, regardless of the reasons for absence. Student presence is counted ONLY if all conditions are met: 1. **Timing:** The student enters the class no later than **10 minutes** after the start. Lateness >10 min = absence. 2. **Completeness:** The student is present until the end of the class. 3. **Engagement:** The student does not engage in extraneous activities and does not use gadgets (unless provided for by the format). **Academic Honesty:** In case of falsified attendance confirmation, the grade for the "Attendance" element is set to **0.1 points**. Presence is recorded by the instructor (including using technical means to read student IDs). The student is required to have their ID card to confirm presence.
- TestsFormat: 4 written assignments based on articles and course materials administered throughout the course. These may be conducted during seminars/lectures (pop quizzes without prior warning) or during scheduled hours. Platform: StartExam (via SafeExam) in the computer classrooms of the National Research University Higher School of Economics. – Rules: – Students must arrive 15 minutes before the start of the test. – Personal belongings (bags, phones, smart watches) must be left in a designated area at the entrance to the classroom. – The use of any gadgets, headphones, and talking are prohibited. – Proctoring is carried out by teachers and assistants in the classroom.
- Entrance TestTesting of prior knowledge (Prerequisites). Students must have a basic understanding of the material so that we do not waste time repeating the fundamentals. Contents: SWOT analysis and PESTEL. Porter's 5 Forces model. Fundamentals of financial management (revenue, profit, EBITDA, cash flow). Business model structure (Canvas). Types of markets. Basic marketing questions. Platform: StartExam (via SafeExam) in the computer classrooms of the National Research University Higher School of Economics. – Rules: – Students must arrive 15 minutes before the start of the test. – Personal belongings (bags, phones, smart watches) must be left in a designated area at the entrance to the classroom. – The use of any gadgets, headphones, and talking are prohibited. – Proctoring is carried out by teachers and assistants in the classroom.
- Case StudyFormat: Individual case solution (online). The student must not only propose a solution but also justify why it was chosen for the specific situation.
- Group projectTask: An end-to-end project involving the development of a solution for a company of choice, including strategic analysis and synthesis, strategy selection, and an implementation plan. The project is carried out in groups of 5 or 4 (strictly). The justification for the strategy choice must rely on the academic and applied frameworks of the course. AI Policy: May be used for analysis, provided there is a detailed declaration of use. Text generation is prohibited.
Interim Assessment
- 2025/2026 4th module0.05 * Attendance + 0.05 * Attendance + 0.15 * Case Study + 0.03 * Entrance Test + 0.4 * Exam + 0.2 * Group project + 0.12 * Tests
Bibliography
Recommended Core Bibliography
- Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regnér, P. (2017). Exploring Strategy (Vol. Eleventh edition). Harlow, England: Pearson Education. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1454974
- Strategic management : theory & cases : an integrated approach, Hill, C. W. L., 2024
Recommended Additional Bibliography
- 9780300252064 - Jeremy Black - Military Strategy : A Global History - 2020 - Yale University Press - https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=2365726 - nlebk - 2365726
- Mebert, A., & Lowe, S. (2017). Blue Ocean Strategy : How to Create Uncontested Market Space (Vol. First edition). London: Macat Library. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1552203
- Sun Tzu. (2019). The Art of War: The Strategy of Sun Tzu. [N.p.]: Athenaeum Classics. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2190905