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The University of Southampton

HLTH6125 Strategic Management

Module Overview

The overall structure of the Leadership and Management Pathway is supported by three legs: Self Leadership, Leading Others, and Leading Organizations. This module forms the third leg, Leading Organizations. Public services are facing global challenges such as economic restraints versus rising costs due to technological advances; environmental impacts and ageing populations. These challenges require innovative strategies in order to provide high quality cost effective services within an increasingly competitive environment.

Aims and Objectives

Module Aims

This highly practical research based module will enable you to use a range of models and tools combined with creative techniques in the development of innovative strategies to improve service provision.

Learning Outcomes

Learning Outcomes

Having successfully completed this module you will be able to:

  • Demonstrate creative & innovative thinking in strategy development.
  • Understand management and organizational theory, and relate this to strategy development.
  • Critically investigate what comprises a strategy at the micro & macro level.
  • Exhibit structured methods in strategic decision making through critical application of tools; methods & theory.
  • Critically select appropriate change strategies & approaches to facilitate putting strategy into action


Gather data and analyse the current situation before deciding on a course of action: “How can I go forward when I don’t know which way I’m facing?” (Lennon 1940-1980): Why bother with strategy? How do I undertake a strategic analysis? What data do I need? What will influence my strategy development? What is our strategic capability? Time to get creative: “You can’t solve problems by using the same thinking we used when we created them” (Einstein 1879-1955) Why do we need more innovative strategies? How do I develop an innovative strategy? What techniques can help me to be more creative? How can I create the right conditions to foster creativity? How can the latest research help me in formulating my strategy? Taking the right course of action: “It’s not hard to make decisions when you know what your values are” (Disney 1930-2009) How do I plan for an unknowable future? Why do I need to understand my values when choosing a strategy? What role do ethics play in choosing a strategy? How do I choose the best strategic option? Strategy into action: “In the middle of difficulty lies opportunity” (Einstein 1879-1955) Now we’ve got a strategy how do we implement it? How do I ensure everyone understands the strategy? Why is managing strategic change so challenging? What factors will influence the successful implementation of our strategy? How do I engage our stakeholders? How do we evaluate the strategy and learn from the implementation?

Learning and Teaching

Teaching and learning methods

A variety of teaching and learning approaches will be used in this module. These include lead lectures, discussion, guided reading, group activities, guided discovery learning and on line learning.

Wider reading or practice60
Completion of assessment task100
Preparation for scheduled sessions60
Total study time250

Resources & Reading list

The Firm as a distributed knowledge system: A Constructionist approach. ,17 , pp. 11 to 25.

Cox,Y Rawlinson,M (2008).  Strategic Leadership for Health & Wellbeing in Coles,L. Porter, E. (Eds) Public Health Skills: A practical guide for Nurses and Public Health Practitioners. 

Deliberate versus emergent strategies: A Case study of information technology at the Post Office,. ,20 , pp. 209-223.

Strategic planning in a turbulent environment: Evidence from the oil majors. ,24 , pp. 491-517.

Core capabilities and core rigidities: A Paradox in managing new product development,. ,13 , pp. 111-125..

Towards an organic perspective on strategy. ,23 , pp. 561-594..

Cox,Y (2011). Developing a Strategy for Implementation of Policy. In Coles, L. Porter E. (Eds) Transforming Public Health Practice: Practice Policy and Strategy for Improving Health and Wellbeing. 

Thompson, J.L. (2019). Strategic Management. 

Clegg, S. Kornberger,M. Pitsis,T. (2011). Managing and organizations: An introduction to theory and practice. 

What to do next? The Case for non-predictive strategy. ,27 , pp. 981-998.

Balogun, J. (2008). Exploring Strategic Change. 

An Integrative framework for strategy-making processes. ,17 , pp. 327-351.

Capon, C. (2008). Understanding Strategic Management. 

Toward a theory of strategic change: A Multi-lens and integrative perspective. ,22 , pp. 48-79.

Baron, J. (1998). Thinking and Deciding. 

Driskill, G.W., Brenton, A.L. (2011). Organizational culture in action: A cultural analysis workbook. 

“Scenario planning: A Tool for strategic thinking”. ,36 , pp. 25-40..

The Resource based theory of competitive advantage: Implications for strategy formulation. ,33 , pp. 114-135.

Reflecting on the strategy process. ,40 , pp. 21+.

Cycles of organizational change. ,13 , pp. 24-56..

Clegg, S. Carter,C. Kornberger,M. Schweitzer,J. (2011). Strategy: Theory & practice. 

White, C. (2004). Strategic Management. 

The Structure and evolution of the strategic management field: A Content analysis of 26 years of strategic management research. ,10 , pp. 1 to 23.

Strategy as practice and the narrative turn. ,32 , pp. 1171-1196.

Porter-O’Grady, T., Malloch, K (2010). Innovation leadership: Creating the landscape of Health Care. 

Keeney, R. L., & Raiffa, H. (1993). Decisions with multiple objectives: Preference and value tradeoffs. 

Of Strategies deliberate and emergent. ,6 , pp. 257-272.

Pitt, M.R., Koufopoulous, D (2012). Essentials of Strategic Management. 

Middle management’s strategic influence and organizational performance. ,34 , pp. 465-485.

Mullins, L.J. (2010). Management and Organisational Behaviour. 

Strategizing throughout the organization: Managing role conflict in strategic renewal. ,25 , pp. 154-177.

Business strategy at the base of the pyramid. ,21 , pp. 281-298.

Strategy-as-practice: Taking social practices seriously. ,6 , pp. 285-336.

Campbell, R., Kitson, A (2008). The Ethical Organisation. 

Jenkins, M., Ambrosini, V., Collier, N. (2007). Advanced Strategic Management: a multi-perspective approach. 

On the origin of strategy: Action and Cognition over time. ,18 , pp. 420-439.

Sull, D. & Eisenhardt, SM (2012). Simple rules for a complex world. Harvard Business Review. ,90 , pp. 68+.

Johnson, G., Scholes, K. Whittington (2011). Exploring Corporate Strategy. 

The Turn to work in organization and management theory: Some implications for strategic organization,. ,10 , pp. 223-230..

Strategy-process research: What have we learned and what is still to be explored. ,32 , pp. 673-720.

Additional web based resources will be made available to the students via Blackboard (these are updated for each cohort of students).. 

Disorganization theory and disorganizational behaviour: Towards an etiology of messes. ,24 , pp. 139-180.

Boddy, D. (2010). Management: An Introduction. 

Evolution toward fit. ,47 , pp. 125-159.

Johnson, C. (2012). Meeting the ethical challenges of leadership. 

Lasserre, P. (2012). Global Strategic Management. 



MethodPercentage contribution
Essay 100%

Repeat Information

Repeat type: External

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