Estrategic Managment
Cod: 61038
Department: DCSG
Scientific area: Management
Total working hours: 156
Total contact time: 15

The strategy is defined as the company's theory for competitive advantage. However, prescriptive models of strategic planning may not be the most suitable for rapid and frequent changing environments. Thus, C.U. seeks to develop strategic thinking, though without neglecting the tools of positioning schools or design.
The C.U. is organized around the following major topics: basic concepts, external analysis of the company, internal analysis, strategies at the business unit level, strategies at the corporate level and international strategies and corporate strategies to sustainable development.

Strategic thinking
Business srategy
Corporate strategy

At end of this course each student shall be able to:
•    Understand what constitutes strategic thinking vs. strategic planning;
•    Discuss the dimensions of the strategic environment, and its influence on the opportunities and threats;
•    Interpret the types of resources and capabilities, and apply the VRIO model;
•    Identify business-level strategies;
•    Discerning about internationalization strategies;
•    Identify corporate-level strategies;
•    Evaluate and select strategic options.
•    Learn about the business challenges for sustainable development.

1- Introduction to strategy
2- Analyzing the strategic environment
3- Analyzing resources and capabilities
4- Engaging environment / corporation
5- Business-level strategy
6- International expansion
7- Corporate-level strategy
8- Developing the strategy
9- Corporate strategies for sustainable development

Mandatory Reading
Barney & Hesterly (2011) Administração estratégica e vantagem competitiva. São Paulo: Pearson.
Cardeal, Nuno (2018) Pensamento estratégico: antecipar as ondas de futuro. 3ª ed. Lisboa: Universidade Católica Editora
Carvalho, J.C. & Filipe, J.C. (2014) Manual de Estratégia- conceitos, prática e roteiro. Sílabo.
Serra, F., Ferreira, M., Torres, M. & Torres, A. (2011) Gestão estratégica. Lisboa: Lidel.
Teixeira, S. (2011) Gestão estratégica. Lisboa: Escolar Editora.
GRI, UN & WBCSD (s.d.) SDG Compass: Diretrizes para implementação dos ODS na estratégia dos negócios.

Recommended Reading
Barney, J., Wright, M., & Ketchen, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of management, 27(6), 625-641.
Barney, J. B., Ketchen, D. J., & Wright, M. (2011). The future of resource-based theory revitalization or decline?. Journal of management, 37(5), 1299-1315.
Penrose, E. (1959). TheTheory of the Growth of the Firm. New York: John Wiley, 12, 34.
Wernerfelt (1984) A resource-based view of the firm. Strategic Management Journal, Vol.5, 171-180.


Continuous assessment is privileged: 2 or 3 digital written documents (e-folios) during the semester (40%) and a presence-based final exam (p-folio) in the end of the semester (60%). In due time, students can alternatively choose to perform one final presence-based exam (100%).

Independent user at Moodle and English language