| Assessment Details and Submission Guidelines | |
| Trimester | T2 2024 |
| Unit Code | HI6006 |
| Unit Title | Competitive Strategy |
| Assessment Type | Group Assignment |
| Due Date + time: | Friday 27 September 11.59 pm (Melb / Sydney time) |
| Purpose of the assessment (with ULO Mapping) | This assignment aims at ensuring that students are able to apply various models used in the strategic management process to relevant business cases. The following Unit Learning Outcomes apply to this assignment: Examinethekeychallengesfacedbycompaniesandcontextualisethemajorapproachescompanies apply as they formulatestrategy. Analysecomplexstrategyenvironmentsanddevelopconfidenceinworkingwithotherstodevelop and apply strategicalternatives. Critically analyse the relationship between an organisation’s strategy andits structure. Synthesisetheoreticalandpracticalknowledgeofstrategyinthediagnosisofstrategyissuesandthe formulation of strategies. |
| Weight | 40 % |
| Total Marks | Assignment (40 marks) |
| Word limit | Maximum 3000 words |
| Submission Guidelines |
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Academic Integrity Information | Holmes Institute is committed to ensuring and upholding academic integrity. All assessments must comply with academic integrity guidelines. Please learn about academic integrity and consult your teachers with any questions. Violating academic integrity is serious and punishable by penalties that range from deduction of marks, failure of the assessment task or unit involved, suspension of course enrolment, or cancellation of course enrolment. |
| Penalties |
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Group Assignment Guidelines and Specifications
Answer Parts 1, 2, 3, and 4, according to these criteria:
NB: Be sure to base your answer on the models studied in class, and illustrate accordingly. Each of your models should be explained based on the lecture material, as taught by Holmes Institute, and then applied to the case, as practiced in tutorials. You may introduce additional case material, if needed, to expand on what is provided in the HI6006 Blackboard site, as long as the additional case facts are directly relevant to the strategy model you are explaining, and also correctly referenced.
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The following penalties will be applied cumulatively, as % deductions from your earned mark:
Appendix – Required Format
To ensure that all students participate equitably in the group assignment and that students are responsible for the academic integrity of all components of the assignment, you need to complete the following table which identifies who is to be held responsible for each section of the report.
This table is your compulsory appendix template and must be submitted with the assignment as one single, combined document.
| Compulsory Appendix for HI6006 Group Assignment | ||
| Sections | Student Number | Student Name |
| Cover Sheet | ||
| Title Page | ||
| Part 1 | ||
| Part 2 | ||
| Part 3 | ||
| Part 4 | ||
| In-text citations | ||
| Reference List | ||
| File editing | ||
| File format | ||
| Assignment submission | ||
Citation and Referencing Rules
Holmes has implemented a revised Harvard approach to referencing. The following rules apply:
1. Reference sources in assignments are limited to sources that provide full-text access
for lecturers and markers.
2.In-text Citations
All assignments must include in-text citations to the listed references. These must include
the surname of the author/s or name of the authoring body, year of publication, page
number of the content, and paragraph where the content can be found. For example, “The
company decided to implement an enterprise-wide data warehouse business intelligence
strategy (Hawking et al., 2004, p3(4)).”
3.Reference List
The reference list must be located on the last page of your submission
The reference list must include the details of all the in-text citations, arranged A-Z
alphabetically by author surname with each reference numbered (1 to 10, etc.) and each
reference MUST include a hyperlink to the full text of the cited reference url.
Forexample:
7. Hawking, P., McCarthy, B. & Stein, A. 2004. Second Wave ERP Education, Journal of
Information Systems Education, Vol … Issue No. … ,pages … to …
http://jise.org/Volume15/n3/JISEv15n3p327.pdf
4. Non-Adherence to Referencing Rules
If students do not follow the above rules, penalties apply:
1. For students who submit assignments that do not comply with all aspects of the rules, a 10% penalty willbe applied.
2. If citations are ‘fake’, students will be reported for academic misconduct.
| Marking Rubric | Excellent | Very Good | Good Enough to Credit or Pass | Deficient | FAIL
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| Criteria | ||||||||||||||
Section 1a.Strategic issues identified in correct case
| All strategic issues clearly identified in correct case
| Most strategic issues are clearly identified
| Sufficient strategic issues are identified
| Strategic issues are not obvious or neglected
| Strategic issues are not identified or not relevant
| |||||||||
Section 1b Model named and illustrated and explained
| The model is correctly named and illustrated and exceptionally well-explained
| The model is correctly named and illustrated and well-explained
| The model is correctly named and illustrated and explained
| The model is named and illustrated but not well-explained
| The model is incorrect or not illustrated or not explained
| |||||||||
Section 1cModel applied to case
| Facts from the case are expertly linked to the constructs of the model
| Facts from the case are linked to the constructs of the model
| Facts from the case are relevant to the constructs of the model
| Facts from the case are poorly linked to the constructs of the model
| Facts from the case are not linked to the constructs of the model
| |||||||||
Section 2a.Strategic issues identified in correct case
| All strategic issues clearly identified in correct case
| Most strategic issues are clearly identified
| Sufficient strategic issues are identified
| Strategic issues are not obvious or neglected
| Strategic issues are not identified or not relevant
| |||||||||
Section 2b Model named and illustrated and explained
| The model is correctly named and illustrated and exceptionally well-explained
| The model is correctly named and illustrated and well-explained
| The model is correctly named and illustrated and explained
| The model is named and illustrated but not well-explained
| The model is incorrect or not illustrated or not explained | |||||||||
Section 2cModel applied to case
| Facts from the case are expertly linked to the constructs of the model
| Facts from the case are linked to the constructs of the model
| Facts from the case are relevant to the constructs of the model
| Facts from the case are poorly linked to the constructs of the model
| Facts from the case are not linked to the constructs of the model
| |||||||||
Section 3a.Strategic issues identified in correct case
| All strategic issues clearly identified in correct case
| Most strategic issues are clearly identified
| Sufficient strategic issues are identified
| Strategic issues are not obvious or neglected
| Strategic issues are not identified or not relevant
| |||||||||
Section 3b Model named and illustrated and explained
| The model is correctly named and illustrated and exceptionally well-explained
| The model is correctly named and illustrated and well-explained
| The model is correctly named and illustrated and explained
| The model is named and illustrated but not well-explained
| The model is incorrect or not illustrated or not explained
| |||||||||
Section 3cModel applied to case
| Facts from the case are expertly linked to the constructs of the model
| Facts from the case are linked to the constructs of the model
| Facts from the case are relevant to the constructs of the model
| Facts from the case are poorly linked to the constructs of the model
| Facts from the case are not linked to the constructs of the model
| |||||||||
Section 4a.Strategic issues identified in correct case
| All strategic issues clearly identified in correct case
| Most strategic issues are clearly identified
| Sufficient strategic issues are identified
| Strategic issues are not obvious or neglected
| Strategic issues are not identified or not relevant
| |||||||||
Section 4b Model named and illustrated and explained
| The model is correctly named and illustrated and exceptionally well-explained
| The model is correctly named and illustrated and well-explained
| The model is correctly named and illustrated and explained
| The model is named and illustrated but not well-explained
| The model is incorrect or not illustrated or not explained
| |||||||||
Section 4cModel applied to case
| Facts from the case are expertly linked to the constructs of the model
| Facts from the case are linked to the constructs of the model
| Facts from the case are relevant to the constructs of the model
| Facts from the case are poorly linked to the constructs of the model
| Facts from the case are not linked to the constructs of the model
| |||||||||
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