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Friday, 28 February 2014


School of Management
University of Texas at Dallas
Spring 2005

Instructor: Professor Tevfik Dalgic
Office: SM 4.416
Tel: 972-883-2770
Fax: 972-883-2799

TA: To be announced later

| Course Information | Course Materials | Course Structure | Technical Requirements | Course Access |
| Communications | Student Assessment | Course Outline | Course Evaluation | Scholastic Dishonesty|


Mission of the Course

The basic purpose of the course is to provide the student broad insights into the practice of strategic management, and its real significance in contemporary multi-national corporations.

A second purpose is to provide insights into the decision-making activities of senior general managers, who in any organization are responsible for the formulation of strategy, even though this process typically requires inputs from many levels of the organization. Emphasis throughout the course will be on the essential guiding influences which determine the future of the modern corporation. To exert these influences, the general manager must possess knowledge, expertise, and perspective different from those which are appropriate for the functional manager at lower levels.

The subject material of the course has in the past been viewed as a capstone with the primary purpose of integrating the functional skills which students have developed in their disciplines. However, in the past ten years the subject has developed a substantive content of its own. This content focuses upon the concepts of corporate-level and business-level strategies, and upon the processes of formulating and implementing strategy.

The study of strategy can offer several useful insights to the MBA student. Among these:

•             Students can improve their ability to analyze unstructured situations, and to formulate and evaluate alternatives in the face of uncertain and dynamic situations.

•             They can augment their understanding of the corporation as a holistic system, with its many functional segments interacting with its total environment.

•             They can increase their insights into entrepreneurial thinking--their cognizance of opportunity, and how it is converted into value.

•             They can assess how the new e-business environment is changing the strategic management of companies.

•             They can develop their understanding of management values, and how these values relate to the strategic direction of the firm.

•             Most importantly, students can improve their confidence and their capacity to envision the longer-term future of their firm within its environment, and thereby to define meaningful strategic goals and objectives.

Prerequisites: OB 6301 and FIN 6301, or consent of instructor.


•             Power Point presentations related with the subjects supported with audio presention of Professor Dalgic
•             Online Videos-Including Professor Michael Porter’s ground beaking Competitive Strategy lectures-Please note these videos are only complimentary and designed to support the lectures and the subjects.
•             End of the Chapter Quizzes
•             Four Audio Teleconferences: one with the Professor and three with Guest Speakers-Professor S. Tamer Cavusgil of Michigan State University,  Professor Steven Phelan of University of Nevada, Las Vegas and Professor Greg Dess of UTD; co-author of the textbook.
•             Group Case Project
•             Midterm and Final Exam


The adopted textbook for the course is:

Strategic Management:2nd. Edition- Gregory G. Dess and G.T. Lumpkin,  Marilyn L. Taylor, McGraw-Hill/Irwin, 2005, ISBN 0-07-287290-X.

A Strategic Management Custom case package which includes 10 cases is also required.

Textbooks and other bookstore materials can be ordered online through MBS Direct Virtual Bookstore: They are also available from UTD bookstore.


In addition to a competent and confident level of computer and Internet literacy, certain minimum technical requirements must be met to enable a successful learning experience. Technical requirements include but are not limited to:

•             A Pentium processor or equivalent Mac system; Windows 98/Me/2000/XP or Mac OS 9.x or OS X 10.1.
•             Internet access with modem Note: High speed access (DSL, Cable Modem, TI) is preferable.
•             32 MB system Ram; 200 MB free disk space or sufficient storage
•             Sound card
•             CD-ROM capabilities

•             Netscape Navigator 4.7x or higher (but 4.78, 4.79 and 6.0-6.1 not supported), or Internet Explorer 5.0 to 6.0 (but 5.5 SP1 not supported).
•             MS Office 97/98 is the minimum standard. (Microsoft software is available at a nominal cost from UTD Microsoft Program. For more information, visit Global MBA Online Student Service web page at:
•             Virus detection/protection software such as McAfee
•             “Plug-ins” tools such as current version of RealOne Player (available at: and Adobe Acrobat Reader (available at:
•             A zip file expansion tool such as WinZip or Stuffit Expander (available at:

Web Browser Configuration

For the WebCT courses to work properly, you need one of the WebCT supported browsers listed above with JavaScript enabled and cookies enabled. It is also important that you set the cache settings of your browser to verify web documents “Every Time”. The methods for configuring these settings vary among browsers. Please follow this web link provided by WebCT to tune-up your browser:


This course is developed using a web course tool called WebCT. It is to be delivered entirely online. You will be notified by email about the course access information at the start of the course. You’ll need a UTD NetID and password (your UTD Unix/Email ID and password) to access the course. If you have not used a UTD NetID account yet, go to to initiate your account shortly before or at the start of the semester. Your UTD NetID is your WebCT ID to be used to log on to the UTD WebCT courses. For more information, please check out this NetID FAQs page. The URL for the course login page is: You can login to the course whenever you want. You are required to meet any deadlines for the assignments and exams and also any schedules for class activities or tasks the course requires. You should login to the course site regularly to check course updates, discussion board messages and so on.

You’ll access “My WebCT” page after you login. The page listed all the courses you’ve registered. You can click the course title to access the course Home page which displays several icon links. Clicking each icon link will take you to different subsidiary pages containing the course content elements or built-in course tools. Some navigation components such as the Navigation Bar with Course Menu on the left side, the Menu Bar and the path link on the top and the Action Menu on the content page can help you navigate within the course site.

To get started with a WebCT course, please see Getting Started: Student WebCT Orientation. For more information about WebCT tool usage, please see the WebCT’s Student Help Index. Within the course site, you can always click HELP on the WebCT Menu Bar to find information and answers. You can also check out the Orientation Center to Online Learning and WebCT provided on WebCT’s web site. For more WebCT information and its learning resources, visit

If you have any problems with your UTD account or connection to the UTD WebCT server, email: or call UTD computer help call center at: 972-883-2911. If you encounter any technical difficulties with the course, email:


WebCT built-in communication tools: There are four built-in communication tools to facilitate learning, communication and collaboration. A course conferencing system, the Discussion/Bulletin Board, allows course participants to communicate with each other through message postings. Group discussion areas have been setup for group members to collaborate on case assignments. Other discussion areas may also be setup, please check your course to see the list (if any). Use the private Email tool (within the WebCt environment) to communicate one-on-one with instructor and classmates. The Chat tool can be used for real time communication among course participants (groups frequently use this tool to meet online). Please see specific information for accessing Chat tool:

Communication policy for the course: Please use the communication tools within the course to contact the instructor. You’re encouraged to use Discussion board to post any course related questions and also provide any answers you may have to other’s postings. Instructor will also use the bulletin to post announcements and answers to general course questions. Use the course email tool to send messages to the instructor only when it’s necessary for any private course issues. Instructor/TA will reply to student emails or Discussion board inquiries within 3 working days under normal circumstances.

MeetingPlace audio teleconference system: UTD maintains a 48-port telephone conferencing system from Latitude Communications. Online instructors can use the system for class teleconference sessions during the semester. Participants can access a meeting by dialing a “972” area code number using any touch tone phone and entering a meeting code.

Three teleconferences are scheduled for the course. Access instructions will be posted on the course Discussion under Course Announcements topic. Please also see TeleConference Guide for general conference participation and review instructions.

While different online programs in the School of Management make regular use of the system for class discussions, conferencing is also available for smaller groups of students for group discussions or group assignment preparation. If you want to reserve a time slot, please send an email one week in advance to with course name, student names and email addresses, choice of date, and start and end times. Once a reservation has been made, students will receive a confirmation and participation instructions.


Grades will be assigned on the following:
Participation (completion of end of chapter quizzes)       10%
Midterm              30%
Group Case analyses      25%
Final Examination             35%

For the Midterm Chapters: 1-6 and for the Final Exam Chapters: 7-13 will be covered. Multiple Choice Questions will be used for both tests.

Group Case Analyses:

Groups of 5 students will analyze one case and prepare a case solution paper.

•             Groups of 5 people are assigned for Cases. The list of each group's members is posted. A private group discussion area will also be set up for each grop to use on course Discussions board.
•             Each group will be responsible for their case.
•             A case solution written paper, maximum 15 pages, double space, font size 11, will be due at the end of the semester for grading.  One member of the group will submit the group project using the “Assignment” icon link. Students will provide Peer Reviews regarding the fellow group members’ participation in the Case Solutions. Please send a note to the Professor for those group members fail to contribute or not responsive long before the end of the term that Professor will communicate with them. The Professor will also observe the members’ communications.

Please read the case, evaluate the situation based on concepts covered in the textbook, in your Case Solution

Paper, summarize the case, provide appropriate financial data as needed, highlight the problems, suggest solutions and develop a strategy for the future. You will use the following Case Analysis Method below. Please follow the same steps as explained. Please read the following carefully and apply it properly. Marking will be made on the Case Analysis Rules and Marking Scheme.


Step 1: 

a. In general--determine who, what, how, where and when (the critical facts in a case).
Gaining Familiarity           b. In detail--identify the places, persons, activities, and contexts of the situation.
                c. Recognize the degree of certainty/uncertainty of acquired information.
Step 2: a. List all indicators (including stated "problems") that something is not as expected or as desired
Recognizing Symptoms b. Ensure that symptoms are not assumed to be the problem (symptoms should lead to identification of the problem).
Step 3   a. Identify critical statements by major parties (e.g., people, groups, the work unit, etc.).
Identifying goals               b. List all goals of the major parties that exist or can be reasonably inferred.
(10 Percent)
Step 4   a. Decide which ideas, models, and theories seem useful.
Conducting the Analysis                b. Apply these conceptual tools to the situation.
                c. As new information is revealed, cycle back to substeps a and b.
                (20 Percent)

Step 5   a. Identify predicaments (goal inconsistencies).
Making the Diagnosis     b. Identify problems (descrepancies between goals and performance).
                c. Prioritize predicaments/problems regarding timing, importance, etc.
                (20 Percent)

Step 6   a. Specify and prioritize the criteria used to choose action alternatives.
Doing the Action Planning            b. Discover or invent feasible action alternatives
                c. Examine the probable consequences of action alternatives.
                d. Select a course of action.
                e. Design an implementation plan/schedule.(25 Percent)
                f. Create a plan for assessing the action to be implemented.


1-Using a business/management mesearch method: SWOT, Porter's 5-Forces, Return on Investment, Break-Even Analysis, Trend Analysis etc.

2-Structure of the presentation-groupings of ideas under categories and sub-categories depending upon the problems/issues for investigating.

3-In-text " quoting "  and in-text referencing (Year, Author's last name, Page Number etc.) and a full List of References at the end of the report-Grouped as: Web-based references- URL's, books, reports, interviews etc. With the full names of authors, years of publications, dates, places etc. (15 PERCENT).

4-Going beyond the information given in the case:-Collecting additional data from Primary and Secondary Sources to see what happened since then and updating the reader whether the company has been successful after the policies applied-. (10 PERCENT).

(*) Source: C.C. Lundberg and C. Enz, (1993), "A framework for student case preperation " Case Research Journal, 13 (summer): 144

For further information about Case Evaluation based on Lundberg and Enz (1993) method outlined above, you can check with the following link as well.

Please keep in mind  that I have further expanded the requirements of the study to make it more research-based to meet the UTD’s research policy and traditions.

Please note that besides the case assgined to your group, you are also required to read all other cases which will help you to better understand the related topics of the course.

Case List:            
Case 1   American Express Interactive
Case 2   Bloomberg, L.P.
Case 3   Cimetrics Technology
Case 4   E-Loan: The
Case 5   GE's Two-Decade Transformation: Jack Welch's Leadership
Case 6   Outback Steakhouse Goes International
Case 7   Union Carbide India Limited: The Bhopal Gas Incident
Case 8   West Point Market - The Potential for Expansion
Case 9   The Roslin Institute
Case 10 Skandia AFS

Assignment submission instructions: A group member will submit the group case analysis (in the appropriate file format with a simple file name and a file extension, no spaces or special characters) at the end of the semester by using the Assignment Dropbox tool on the course site. Please see the Assignments icon on the Evaluation Tools page. Click the assignment name link and follow the on-screen instructions to upload your file(s) and submit it. Please refer to the Help menu or the WebCT Student Guide for more information on using this tool. Please note: each assignment link can only be used once for submitting the assignment. The assignment link will be deactivated after the assignment due date. After your submission is graded, you may click on the assignment’s “Graded” link to check the results and view feedback. The group member that submitted the group case analysis will be able to access the graded results and needs to communicate these results to the other members (you can copy and paste the feedback and grade into your group’s private discussion area).

End of the Chapter Online Quizzes
Each chapter has a true or false quiz. You can access the quizzes by going to Quizzes and Exams icon or click the quiz link when viewing the course content page. Please use these quizzes as self-tests for the chapters. 10% of the course grade is given for the completion of all the quizzes as course participation grade.

Online timed objective exam. It covers chapters 1-6, with 60 multiple-choice questions. You can access the exam by going to Quizzes and Exams icon. The exam is to be completed within a 2-day time window.

Online timed objective exam. It covers chapters 7-13, with 70 multiple-choice questions. You can access the exam by going to Quizzes and Exams icon. The exam is to be completed within a 2-day time window.

Each quiz (exam) is timed and can only be accessed once within the scheduled time window. Please read the on-screen instructions carefully before you click the Begin Quiz button. After each quiz is graded and released for reviewing, you may go back to the Quizzes and Exams page and click the “View score” button of the quiz to review your quiz results


SESSION               WEEK    CHAPTERS           TOPIC    Assignments/Activities
                1              1              Chapter 1: Strategic Management: Creating Competitive Advantages
                Quizzes for Ch 1,
Lecture outlines Prof. Dalgic
Discusion Board-“Strategy is thinking the unthinkable”
2              2              2             
Chapter 2: Analyzing the External Environment of the Firm

                Quizzes for Ch 2,
Lecture outlines Prof. Dalgic
Discussion Board:
“Never say never is the basic tenet of strategy”

3              3              3              Chapter 3: Assessing the Internal Environment of the Firm

                Quizzes for Ch 3,
Lecture outlinesProf. Dalgic
Discussion Board:
“Plans are not important, but planning is”
Teleconference: Guest Speaker:
Professor Gregg Dess
Utd-School of Management-The Textbook’s Co-Author
Saturday 29th. January 2005
At 2.00 pm. Dallas time
4              4              4              Chapter 4: Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources

                Quizzes for Ch 4,
Lecture outlines Prof. Dalgic
Discussion Board:
“The best assets of any organization are its people”

5              5              5              Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages

                Quizzes for Ch 5,
Lecture outlines Prof. Dalgic
Discussion Board:
“American Airlines were among the best ailrline companies in early 1980s, today it is strugling to survive. What went wrong?”

6              6              6              Chapter 6: Corporate-Level Strategy: Creating Value through Diversification

                Quizzes for Ch 6,,
Lecture outlines Prof. Dalgic
Discussion Board:
“Extreme diversification may lead companies to spread too thin” Is this a correct statement?

7              7                              MIDTERM WEEK              
8              8              7              Chapter 7: International Strategy: Creating Value in Global Market

                Quizzes for Ch 7,,
Lecture outlines Prof. Dalgic
Teleconference:Guest Speaker:
Professor S. Tamer Cavusgil, Michigan State University
Marc 5th. Saturday
At 2.00 pm. Dallas time.
Discussion Board:
“Globalization has 3 tenets-Global Demand, Global Production, Global Management”

9                              8              Chapter 8: Digital Business Strategy: Leveraging Internet and E-Business Capabilities

                Quizzes for Ch, 8
Lecture outlines Prof. Dalgic
Teleconference: Professor Tevfik Dalgic
Discussion Board:
“Internet is an enabler not a strategy itself”

10           10           9              Chapter 9: Strategic Control and Corporate Governance
                Quizzes for Ch. 9
Lecture outlines Prof. Dalgic
Discussion Board:
“Too much control kills initiative and creativity”

11           11           10           Chapter 10: Creating Effective Organizational Designs     Quizzes for Ch. 10 Lecture outlines Prof. Dalgic
Discussion Board:
“Organizations are living creatures”

12           12           11           Chapter 11: Strategic Leadership: Creating a Learning Organization and an Ethical Organization                Quizzes for Ch. 11 Lecture outlines Prof. Dalgic
Discussion Board:
“Organizations are living creatures”

13           13           12           Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship     Quizzes for Ch. 12
Lecture outlines Prof. Dalgic Teleconference:Guest Speaker:
Professor Steven Phelan-University of Nevada-Las Vegas
Date: April 9, 2005 at 2.00 pm. Dallas time.
Discussion Board:
“Risk taking is not gambling”

14           14           13           Chapter-13
Recognizing Opportunities and Creating New Ventures
                Quizzes for Ch. 13
Power Point Presentations

15           15                           Chapter-14 Analyzing Strategic Management Cases

                Project Groups will finalize and submit their Case Analyses
By applying the required format of


16           16                          Exam     FINAL EXAMINATION

* If there are any time/date changes, the class will be notified under Course Announcement on Discussions board.



As required by UTD academic regulations, every student should complete an evaluation for the course at the end of the semester. An online instructional assessment form will be made available. Please look for the course evaluation link on the course HOME page toward the end of the semester.


The university has policies and procedures regarding scholastic dishonesty. Detailed information is available at: All students are expected to maintain a high level of responsibility with respect to academic honesty. Students who violate university rules on scholastic dishonesty are subject to disciplinary penalties, including the possibility of failure in the course and/or dismissal from the university. Since such dishonesty harms the individual, all students and the integrity of the university, policies on scholastic dishonesty will be strictly enforced.

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