The subject “Strategic Management: Growth and Development of Businesses” is taught in the second semmester. It is the natural continuation of the subject Strategic Management: Business Policy” -which is taught in the first semmester- and its subsequent development would be “Applied Strategic Management” (general management and human resources).



It deals with the management of organizations at the highest managerial level and, for this reason, it is usually the core area of postgraduate courses in management and business administration (professional MBAs).



This subject analyzes the different forms of business growth.



The ultimate objective of this subject is that the student, after successfully going through it, masters the resources/skills/tools needed to design a strategic growth / development plan for any company or organization.



Based on the use of different pedagogical tools we will try to promote collaborative work. Both in small groups as well as in plenary sessions, we will promote teamwork that favors the sharing of tasks, critical analysis and learning synergies.

Students should be able (COMPETENCIES -C-) to:



C.1. Understand the strategic importance of growth, cooperation, internationalization and innovation as strategic factors for the improvement of the competitiveness of business organizations.



C.2. Understand and manage basic concepts and tools related to the dynamics of business growth, cooperation among organizations, internationalization and the commitment to innovation, from the strategic perspective of business economics.



C.3. Design business development proposals based on growth, cooperation, internationalization and innovation.



C.4. Translate the business development proposals into a Strategic Growth Plan for a real company or organization through collaborative and innovative work and using internal and external sources of information and evidence about that company.



C.5. Present and defend in public the proposed Strategic Growth Plan with credibility and rigor.



C.6. Show a favorable and critical attitude to the collaborative learning of Strategic Management helping and contributing to the learning process of the company and others.



C.7. Show a personal and professional behavior that favors the development of existing or new business projects.





These competencies will be achieved if the student obtains the following LEARNING OUTCOMES (LO):



LO - A Knowing (cognitive skills: factual and conceptual) [KNOWLEDGE and UNDERSTANDING]. Identify and distinguish facts, define and explain concepts, and support and interpret theories.



LO - B Know how (procedural skills). [ANALYSIS, SYNTHESIS, APPLICATION and EVALUATION]. Analysis models, diagnostic analysis models, diagnostic models and decisional models: focus analysis, decompose categories of factors, examine and classify relevant factors, outlining, composing and finalizing the strategic axes (SWOT analysis), designing, formulating and arguing strategies.



LO - C Knowing how to be (attitudinal skills). [APPLICATION and EVALUATION]. Experiment, encourage and appreciate collaborative work, develop, exercise and demonstrate the ability to communicate orally and in writing, illustrate, criticize (own and others' criticism), be competitive (decide, give up), be innovative (do, change);



LO - C1 Team Work (collaborative work).

LO - C2 Oral and written communication.

LO - C3 Critical, rigorous and reflective participation.





The COMPETENCIES and LEARNING OUTCOMES described for this course are linked to the following specific competencies of module 03 "Advancement in business administration and management" to which the course is linked:



M03CMO1 Ability to apply the knowledge acquired to their job in any field related to the business administration and management.



M03CMO2 Ability to make reasoned judgments based on the obtained data.



M03CMO3 Knowing how to search, identify, analyze and synthesize information from different sources, with the ability to critically assess the situation and foreseeable evolution of a company, and to evaluate the situation and foreseeable evolution of a company, to make reasoned judgments and to take decisions on relevant economic-business, social and ethical issues.



M03CMO4 Elaborate, issue and present any report with clarity and coherence on internal aspects and situations of the company and on specific situations of the company and markets that facilitate the appropriate decision to both specialized and non-specialized audiences.



M03CMO5 Develop the learning skills to acquire a high degree of autonomy, both with a view to undertaking further studies as well as for their own self-training in a field that suffers continuous changes and innovations.



M03CMO6 Lead and manage a company or organization, understanding its competitive and institutional position and identify its strengths and weaknesses.



M03CMO9 Ability to communicate fluently in written and oral form.



M03CM10 Ability to work in a team, with responsibility and respect, initiative and leadership.



M03CM11 Ability for analytical thinking and critical reflection.



M03CM12 Ability to develop creativity, innovation and entrepreneurial thinking.

UNIT 1: GROWTH AND DEVELOPMENT: GENERAL STRATEGIC FRAMEWORK

UNIT 2: STRATEGIC GROWTH OPTIONS: DEVELOPMENT MODALITIES

UNIT 3: INTERNATIONALIZATION STRATEGY

UNIT 4: STRATEGIC INNOVATION IN THE FIRM



UNIT 1: "GROWTH AND DEVELOPMENT: GENERAL STRATEGIC FRAMEWORK".



1. LEARNING OBJECTIVES



2. INTRODUCTION: THE STRATEGIC IMPORTANCE OF BUSINESS GROWTH AND BUSINESS DEVELOPMENT AND ITS LINK TO THE STRATEGIC PLAN



3. GROWTH AND DEVELOPMENT: GENERAL CONCEPTS



4. THEORETICAL PROPOSALS FOR REFERENCE



5. GROWTH DYNAMICS



6. GROWTH MANAGEMENT AND DIAGNOSIS



7. CONCLUSIONS AND CONCEPTUAL MAP



8. BIBLIOGRAPHY



9. ACTIVITIES



UNIT 2: "STRATEGIC GROWTH OPTIONS: DEVELOPMENT MODALITIES".



1. LEARNING OBJECTIVES



2. INTRODUCTION: STRATEGIC IMPORTANCE OF BUSINESS DEVELOPMENT



3. BUSINESS DEVELOPMENT WAYS. GENERAL CONCEPTS.



3.1. ORGANIC GROWTH OR INTERNAL DEVELOPMENT

3.2. EXTERNAL GROWTH OR EXTERNAL DEVELOPMENT

3.3. JOINT DEVELOPMENT: STRATEGIC ALLIANCES OR COOPERATIVE AGREEMENTS



4. EXTERNAL GROWTH



4.1. EXPLANATORY FACTORS AND MOTIVATIONS

4.2. STRATEGIC ADVANTAGES AND DISADVANTAGES.

4.3. THE EXTERNAL GROWTH PROCESS



5. JOINT DEVELOPMENT: STRATEGIC ALLIANCES OR COOPERATION AGREEMENTS



5.1. EXPLANATORY FACTORS AND MOTIVATIONS

5.2. STRATEGIC ADVANTAGES AND DISADVANTAGES

5.3. TYPOLOGY AND MODALITIES

5.4. RESULTS AND EXPECTATIONS OF THE COOPERATION



6. EVALUATION OF STRATEGIC GROWTH OPTIONS: STRATEGIC IMPACT



7. COMBINATION AND COMPATIBILITY OF BUSINESS DEVELOPMENT MODALITIES



8. CASES OF BUSINESS GROWTH AND DEVELOPMENT



9. CONCLUSIONS: CONCEPTUAL MAP



10. BIBLIOGRAPHY



11. ACTIVITIES





UNIT 3: “INTERNALIZATION STRATEGY”





1. LEARNING OBJECTIVES



2. INTRODUCTION



3. GENERAL CONCEPTS



4. INTERNATIONALIZATION STRATEGIC MODEL



4.1. International strategic analysis

4.2. Determination of the system of objectives of the international activities.

4.3. Formulating international strategy: Ten Internationalization Strategies Model

4.4. International strategic implementation



5. STRATEGIC IMPACT



6. INTERNATIONALIZATION CASES



7. CONCLUSIONS: CONCEPTUAL MAP



8. BIBLIOGRAPHY



9. ACTIVITIES





UNIT 4: “STRATEGIC INNOVATION IN THE FIRM”



1. LEARNING OBJECTIVES



2. INTRODUCTION: THE STRATEGIC IMPORTANCE OF INNOVATION



3. BASIC CONCEPTS RELATED TO INNOVATION



4. TYPES OF INNOVATION



5. INNOVATION MANAGEMENT



6. TECHNOLOGICAL STRATEGY



7. THE LIFE CYCLE OF TECHNOLOGY AND CLASSIFICATION OF TECHNOLOGIES ACCORDING TO THEIR COMPETITIVE IMPACT



8. THE FORMULATION OF THE TECHNOLOGY STRATEGY



9. CONCLUSIONS and CONCEPTUAL MAP



10. BIBLIOGRAPHY



11. ACTIVITIES AND EXAMPLES

The subject combines different pedagogical tools, integrated in a pedagogical model of competencies:



-Active: The participation and co-responsibility of the students in their learning process will be promoted.



-Collaborative: Teamwork will be regularly used as a source of learning synergies.



-Meaningful: Learning will be based on a solid cognitive foundation that will be developed in areas of practical and professional use.



The main pedagogical tools that will be used throughout the course are:



1. Active Master Classes: After a previous work of study and thinking, sessions of participative debate will be proposed, which will allow the consolidation of conceptual knowledge and to evaluate real situations. In some cases, work will be done in simulation situations and taking advantage of the potential of role-playing.



2. Teaching Cases: During the course we will work on several teaching cases, created ad-hoc for the learning of competences.



3. Project-based learning (PBL): During the course the students will work on several projects applied to the different topics covered in the course.



4. Social network: we might use social networks as learning tools (PLE and Long Life Learning),



All these pedagogical tools will try to foster collaborative work: In small groups, as well as in plenary sessions, collaborative work will be promoted to foster the sharing of tasks, critical analysis and learning synergies.



The pedagogical model of competencies is evaluated through the learning outcomes (Knowing, Knowing how to do, Knowing how to be). This course will follow an evaluation model that is formative, continuous, multi-tool, verifiable and participatory.



TEACHING WILL BE FACE-TO-FACE IN THE CLASSROOM.

• Continuous Assessment System
• Final Assessment System
• Tools and qualification percentages:
  • Please see the section “ordinary examination” and “extraordinary examination (%): 100

A formative, continuous, multi-tool (reports, oral presentations, written tests, verifiable and participative).



In each didactic unit, evaluable and gradable activities will be proposed whose score will be considered, together with class attendance, as part of the final grade. The maximum grade that can be obtained this way is 6 points.



Additionally, the course as a whole generates an evaluable and gradable activity related to a company's Strategic Growth Plan, which incorporates elements and tools from the different didactic units. The maximum grade that can be obtained this way is 4 points. Many activities are carried out in teams and, in a very specific way, will incorporate the evaluation of LO - C Knowing how to be (attitudinal skills). In this sense, a corrective factor will be evaluated through a system of self-co-assessment (teamwork competence).



In this way, the ongoing evaluation would generate a maximum grade of 10 points, which is broken down as follows:



ACTIVITIES BY DIDACTIC UNITS: 6 points.



STRATEGIC GROWTH PLAN of a company (team work): 4 points.



SELF-CO-EVALUATION: Correction factor (teamwork competence).



Finally, the students, depending on their result (score accumulated during the continuous assessment with the three components described above), will have the possibility of improving their grade. There are two situations (scenarios) in the 1st call:



SCENARIO 1: If the accumulated score during the continuous evaluation is between 5 and 10 points, this grade becomes the final grade (without exam). However, students with a grade higher than 8,5 who wish to do so may submit a digital portfolio of their improved activities with an improvement report that clearly specifies the improved aspects.

This improvement can be done either as a team or as an individual and must be submitted before the 1st call date.



SCENARIO 2: If the accumulated score during the continuous evaluation is between 0 and 4,9 points, the student, in order to pass, must choose between one of the following options:



a) Submit a digital portfolio of their improved activities with an improvement report that clearly specifies the improved aspects. This improvement can be done either as a team or as an individual and must be delivered before the 1st call date.



b) Take the EXAM with a maximum of 10 points, to which will NOT be added what has been obtained in the continuous evaluation.



The student (or the team if it is a group decision) must communicate the chosen option within the three calendar days following the publication of the continuous evaluation grade. Any grade obtained in continuous evaluation will be transferred to the final grade, unless the student explicitly communicates the option b) exam, in which case, if he/she does not take the exam, he/she will have the grade of "not-shown".



In the 1st call, the evaluation will be graded by means of continuous evaluation, except for those students who actively waive to it in the proper manner and timely (within the deadlines) set forth in the Regulations governing the evaluation of the students in official undergraduate degrees, that is, before April 5th. In this case, the student will be graded by means of an EXAM with a maximum of 10 points, which can also be waived by the same means and within the same deadlines.



COPY OF WORK: If it is verified that any of the activities or work handed in has been partially or totally copied, the grade in the subject will be a fail (0) in that call.

In the 2nd call (extraordinary call), students will be graded through an EXAM with a maximum of 10 points, to which will NOT be added what could have been obtained in the continuous evaluation. It includes, therefore, situations such as students who do not show up during the course, or have renounced to continuous evaluation, or they show up in the 2nd call after having failed the 1st call.



COPY OF WORK: If it is verified that any of the activities or work handed in has been partially or totally copied, the grade in the subject will be a fail (0) in that call.

In this subject there will be some basic multiformat obligatory references that the students will have to expand with
own proposals of formative and significant value (multiformat bibliography expanded by the students).

Basic bibliography

ALBIZU GALLASTEGI, E. y LANDETA RODRÍGUEZ, J. (2011): Dirección estratégica de los Recursos Humanos: Teoría y Práctica, Cap. 4, 5 6 y 7. Pirámide, Madrid.

GRANT, R.M. (2014): Dirección Estratégica Conceptos, Técnicas y Aplicaciones (dúo), Edit. Civitas, 8ª Edición.

VILLARREAL, O. (2011): Estudios Temáticos de Casos Innobasque “La Cooperación en la Internacionalización”. Edit. Innobasque, Zamudio.

In-depth bibliography

BUENO, E., MORCILLO, P. y SALMADOR, M. P. (2005): Dirección estratégica. Nuevas perspectivas teóricas, Pirámide, Madrid.
BUENO, E., MORCILLO, P., SALMADOR, M. P. y MARTÍN J. I. (2006): Dirección estratégica. Desarrollo de la estrategia y análisis de casos, Pirámide, Madrid.
DESS, G. G. y LUMPKIN, G.T. (2003): Dirección Estratégica, Edit. McGraw-Hill.
FERNÁNDEZ SÁNCHEZ, E. (2005): Estrategia de Innovación, Edit.Thomson.
GRANT, R. M. (2015): Contemporary Strategy Analysis: Text and Cases Edition, 9th Edition
GUERRAS, L.A. y NAVAS, J.E. (2022): La Dirección Estratégica de la Empresa: Teoría y Aplicaciones. Thomson Reuters- Civitas (6ª edición).
GUERRAS, L.A. y NAVAS, J.E. (2016): Fundamentos de Dirección Estratégica de la Empresa, Thomson Civitas, (2ª edición).
GUERRAS, L.A. y NAVAS, J.E. (2020): Casos de Dirección Estratégica de la Empresa. Thomson Reuters-Civitas, (6ª edición).
JARILLO, J.C. (2002): La lógica estratégica: evite los errores, Ediciones Deusto.
JOHNSON, G., SCHOLES, K. y WHITTINGTON, R. (2006): Dirección Estratégica, 7ª edición, Pearson Educación, Madrid.
MENGUZZATO, M. y RENAU, J. J. (1991): La dirección estratégica de la empresa: Un enfoque innovador del Management. Edit. Ariel, Barcelona
SALLENAVE, J.P. (2004): La gerencia integral, Edit. Norma, Barcelona
VENTURA, J. (2008): Análisis estratégico de la empresa. Paraninfo- Cengage Learning, Madrid.
VILLARREAL, O. (2007): La Estrategia de Internacionalización de la Empresa. Un Estudio de Casos de Multinacionales Vascas, Tesis Doctoral, UPV-EHU, Bilbao..

Journals

Alta Dirección https://dialnet.unirioja.es/servlet/revista?codigo=41
Capital Humano
http://revistas.laley.es/content/Revista.aspx?params=H4sIAAAAAAAEAO29B2AcSZYlJi9tynt_SvVK1-B0oQiAYBMk2JBAEOzBiM3mkuwdaUcjKasqgcplVmVdZhZAzO2dvPfee--999577733ujudTif33_8_XGZkAWz2zkrayZ4hgKrIHz9-fB8_IhZZ2-b1ZyfZ6tvrxS-Uv36v_PqzV6c_efb6zfH_AxlQw0QfAAAAWKE
Cuadernos de Gestión: http://www.ehu.es/cuadernosdegestion/revista/
Ekonomiaz: http://www.ogasun.ejgv.euskadi.eus/r51-k86aekon/es/k86aEkonomiazWar/ekonomiaz/inicio?locale=es_ES
Emprendedores: http://www.emprendedores.es/
Harvard Deusto Business Review: https://www.harvard-deusto.com/
Revista Europea de Dirección y Economía de la Empresa https://www.elsevier.es/es-revista-revista-europea-direccion-economia-empresa-346

Web addresses

BANCO MUNDIAL (INDICADORES): http://datos.bancomundial.org/indicador
CAMARAS: http://www.camaras.org
CONFEBASK: http://www.confebask.es/
DBK Estudios sectoriales: http://www.dbk.es
ESADE-Guíame: http://www.esade.edu/guiame/flashes/index.php
EUROSTAT: http://ec.europa.eu/eurostat
EUSTAT: http://www.eustat.es/
GUERRAS Y NAVAS: http://www.guerrasynavas.com/index.htm
ICEX: http://www.icex.es/icex/es/index.html
INNOBASQUE: http://www.innobasque.eus/
INSTITUTO NACIONAL DE ESTADÍSTICA, INE: http://www.ine.es/
Portal de las Administraciones Vascas: http://www.euskadi.eus/inicio/
SPRI: http://www.spri.eus/es/