MA616 - Strategic Management

Credit Points: 15 credit points

Workload: 36 hours

Prerequisite: MA505 Marketing and Management

Co-requisite: N/A

Aims & Objectives

This is a Year 2, Elective Unit in the Master of Professional Accounting. For Course Learning Outcomes and further information relating to Master of Professional Accounting program please visit our website:

In the hyper-competitive and ever-changing business landscape, firms need to understand the dynamics of their internal and external environments, whilst innovation and strategic application of resources are mandatory for business survival and growth. Managers must justify their decisions based on thorough analyses of their business environments. This practical and interactive unit will provide students with a framework for developing successful strategy for their organisation or strategic business unit. The unit examines the key areas that a successful strategy must consider to deliver a competitive advantage while ensuring alignment with core values and purpose of the organisation. 

This unit will cover the following topics:

  • Introduction to Strategic Management 
  • The External Environment 
  • The Internal Environment 
  • Resources, Capabilities and Competitive Advantage 
  • Strategic Positioning and Managing Customers 
  • Strategy and Tactics 
  • Corporate Strategy 
  • Mergers and Acquisitions
  • International Strategy 
  • Leadership and Governance 
  • Implementing strategy
  • Unit revision and exam preparation

Learning Outcomes

Course Learning Outcomes

The Course learning outcomes applicable to this unit are listed on the Melbourne Institute of Technology’s website:  

Unit Learning Outcome

At the completion of this unit, students will be able to:
a. Understand the strategic planning process. 
b. Prepare a situational analysis of a business.
c. Assess the aims, objectives and key aspects of a strategic business plan.
d. Explain the role of leadership in changing organizational environment.
e. Describe the interrelationship of theory and practice in strategic management.
f. Justify the increasing requirement for flexibility in organizations.


Assessment Task Due Date A B Unit Learning Outcomes
1. Contribution and Participation Weeks 1 -12 - 6% a-g
2. Formative Assessment Week 3 - 4% a
3. Assignment [Individual] Week 7 20% - a-d
4. Assignment [Group] Week 11 20% - c-h
5. Case Study Analysis [Individual] (3 hours) TBA - 50% a,c,d,g
TOTALS   40% 60% 100%

Task Type: Type A: unsupervised, Type B: supervised.

Contribution and Participation (6%)

This unit has class participation as an assessment. The assessment task and marking rubric will follow the Guidelines on Assessing Class Participation ( Further details will be provided in the assessment specification on the type of assessment tasks and the marking rubrics.

Teaching Methods

NOTE: All School of Business units 3-hour workshops Flipped Classroom Mode.

Textbook and Reference Materials

Note: Students are required to purchase the prescribed textbook and have it available each week in class.

Copies of the textbook are available in the MIT Library.

Prescribed Text Book

Other recommended texts

  • Hitt, M. Ireland, D. and Hoskisson, R. (2017). Strategic management: Competitiveness and Globalisation: Concepts and Cases, 12th ed., Boston: USA, Cengage Learning. ISBN9781305502147.
  • Whittington, Regner, Johnson, Angwin, Scholes 2019, Exploring strategy, 12th ed., London Pearson. ISBN: 9781292282466.
  • Grant, Murray, Orr, Butler, Bezemer (2020). Strategic Management, Essentials Edition, Brisbane Wiley. ISBN: 9780730385769. 
  • Dru, Jean-Marie. (2016). The ways to new, New Jersey, John Wiley & Sons, Inc.
  • Levenson, A.R. (2015). Strategic analytics: advancing strategy execution and organizational effectiveness, Oakland, CA: Berrett-Koehler Publishers.

Journal articles

  • Making Strategy Hot, Healey, Mark P.; Hodgkinson, Gerard P.. California Management Review; SPR 2017; 59; 3; p109-p134.
  • Strategy as Diligence: Putting Behavioural Strategy into Practice, Powell, Thomas C… California Management Review; SPR 2017; 59; 3; p162-p190.
  • Aristos, D., Georgios, S., Miltiadis, C., and Grigorios, K. (2018). The impact of mergers and acquisitions on corporate culture and employees: the case of Aegean & Olympic Air, Academy of Strategic Management Journal, 17, (1), 1-13.
  • Cousins, B. (2018). Design thinking: Organisational learning in VUCA environments, Academy of Strategic Management Journal, 17, (2), 1-18.
  • Lubis, A.N and Utara, U.S. (2018). Evaluating the customer preferences of online shopping: demographic factors and online shop application use, Academy of Strategic Management Journal, 17, (2), 1-13.
  • Morozko, N., Morozko, N., Didenko, V. (2018). Rationale for the development strategy of small business organisations using the real options method, 17, (2), 1-11.
  • Purnomo, D.S., Suryana, Y.S., and Sari, D. (2017). The effect of Business partnership and innovation management to business performance of business units of multiplay provider in Indonesia. 17, (2), 1-12.
  • Unissula, W. (2018). Grand theory model of strategy quality: strategic asset approach at industry, Academy of Strategic Management Journal, 17, (2), 1-10.

Check the unit Moodle page for additional recommended readings throughout the trimester.

The Referencing style for this unit is APA: See the MIT Library Referencing webpage: and the Unit Moodle page for additional referencing support material and weblinks.

Graduate Attributes

MIT is committed to ensure the course is current, practical and relevant so that graduates are “work ready” and equipped for life-long learning. In order to accomplish this, the MIT Graduate Attributes identify the required knowledge, skills and attributes that prepare students for the industry.
The level to which Graduate Attributes covered in this unit are as follows:

Ability to communicate Independent and Lifelong Learning Ethics Analytical and Problem Solving Cultural and Global Awareness Team work Specialist knowledge of a field of study


Levels of attainment Extent covered
The attribute is covered by theory and practice, and addressed by assessed activities in which the students always play an active role, e.g. workshops, lab submissions, assignments, demonstrations, tests, examinations.
The attribute is covered by theory or practice, and addressed by assessed activities in which the students mostly play an active role, e.g. discussions, reading, intepreting documents, tests, examinations.
The attribute is discussed in theory or practice; it is addressed by assessed activities in which the students may play an active role, e.g. lectures and discussions, reading, interpretation, workshops, presentations.
The attribute is presented as a side issue in theory or practice; it is not specifically assessed, but it is addressed by activities such as lectures or tutorials.
The attribute is not considered, there is no theory or practice or activities associated with this attribute.