Doctoral Award in
Developing Strategic Management and Leadership Potential
Doctoral Award could transfer 20 credits and 50% tuition fees to Doctoral programs of UKeU and/or Partner University.

Doctoral Award in Developing Strategic Management and Leadership Potential
The aim of this award is to develop learners’ understanding of strategic management in a globalised world and how leadership informs and influences strategic change. It will also develop ability to evaluate strategic position, choices and actions.
Could transfer 20 credits and 50% tuition fee to the Doctor of Business Administration (DBA) or PhD of SIMI Swiss.
Learning Outcomes:
1. Be able to analyse key external influences on an organisation’s strategy.
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1.1 Critically evaluate the external business environment of an organisation.
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1.2 Identify key drivers and industry critical success factors.
2. Be able to evaluate the dynamic capabilities and core competences of an organisation.
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2.1 Critically analyse the resources and capabilities of an organisation.
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2.2 Distinguish between their threshold and distinctive resources and capabilities.
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2.3 Evaluate their value chain and identify their core competence as a source of sustainable competitive advantage.
3. Be able to appraise strategic options and to evaluate approaches to strategy implementation.
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3.1 Critically explore the relationship between, corporate, business and operational strategies.
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3.2 Apply strategic models and tools to develop strategic options for an organisation.
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3.3 Evaluate strategic options for an organisation.
4. Be able to evaluate international strategy and how it relates to corporate social responsibility (CSR).
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4.1 Critically evaluate internationalisation drivers and strategies.
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4.2 Critically analyse corporate social responsibility strategies emphasizing the stakeholder theory.
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4.3 Demonstrate the nexus between strategy and corporate social responsibility/sustainability and evaluate the concept of shared value.
5. Be able to analyse how leadership impacts upon strategic decision making.
- 5.1 Identify and assess different leadership styles as related to strategy change.
- 5.2 Evaluate how organisational context affects strategic change.
- 5.3 Evaluate how leadership influences strategic change.
Topics:
Using a Variety of Tools to Critically Analyse External Business Environment
Course Coverage:
- PESTEL analysis, Five Forces analysis, threats and opportunities evaluation, and other external assessment tools.
Using a Variety of Tools to Critically Analyse Internal Business Environment
Course Coverage:
- Resources and capability/competency analysis, Value Chain analysis, VRIO framework, and identifying core competencies for sustainable competitive advantage.
Identifying and Analysing Mandatory Competency and Competitive Advantages of an Organisation
Course Coverage:
- Competitive advantage identification, economies of scope and scale, product lifecycle measurement, internal statistics, and strategic monitoring methods.
Reviewing the Position of an Organisation in Its Current Market
Course Coverage:
- Market situation analysis, SWOT analysis, Porter’s Five Forces, BCG matrix, market share evaluation, and developing sustainable competitive advantage strategies.
Discussing the Relationship Between Corporate, Business, and Operational Strategies
Course Coverage:
- Exploring strategic relationships, communication, strategy formulation, benchmarking, and impacts of globalisation and technological advancements.
Using Various Models and Tools to Develop Strategic Options for an Organisation
Course Coverage:
- Applying models like Mintzberg’s strategies, Ansoff matrix, gap analysis, SAFe framework, and merger/acquisition strategies for strategic development.
Assessing Internationalisation Drivers and Potential for Different Markets
Course Coverage:
- Yip’s Globalisation Framework, Porter’s Diamond, CAGE Framework, global strategy analysis, and evaluating entry modes for international markets.
Introducing the Concept of ‘Business and Society’
Course Coverage:
- Exploring business ethics, corporate social responsibility (CSR), stakeholder analysis, triple bottom line, and creating shared value.
Leadership Styles and Strategic Change
Course Coverage:
- Analysing change context, types of change, strategic levers, and addressing challenges in implementing strategic change.
Indicative Reading list
Core texts:
- Whittington, R., Regner, P., Angwin, D., Johnson, G., & Scholes, K. (2020) Exploring Strategy: Texts and Cases. (12th ed.)
- Harlow, Pearson. Gill R (2011). Theory and Practice of Leadership, 2nd ed. Sage Publications
Additional reading:
- Balogun J and Hope-Hailey V (2008). Exploring Strategic Change, 3rd ed. FT Prentice Hall
- Crane, A., Matten, D., Glozer, S., & Spence, L. (2019). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization (5 ed.). Oxford: Oxford University Publishing.
- De Wit B and Meyer, R (2010). Strategy: Process, Content, Context: an international perspective, 4th ed. Andover : South-Western Cengage Learning
- Mintzberg H, Lampel J and Ahlstrand B (2009). Strategy Safari: the complete guide through the wilds of strategic management, 2nd ed. FT Prentice Hall
- Barney, J. (2010) Gaining and Sustaining Competitive Advantage. New York: Pearson Education.
- Grant, R. (2010) Contemporary Strategy Analysis. Hampshire: John Wiley and Sons.
- Hill, C., Jones, G. and Schilling, M. (2013) Strategic Management: Theory: An Integrated Approach. Stamford, CT: Cengage Learning.
- Chandler, D. (2016) Strategic Corporate Social Responsibility: Sustainable Value Creation. London, Sage.
- Mintzberg, H. (2000) The Rise and Fall of Strategic Planning. Harlow: Financial Times/Prentice Hall.
- Pettigrew, A. M., Thomas, H. and Whittington, R. (eds.) (2006) The Handbook of Strategy and Management. London: Sage.
- Stacey, R. D. (2010) Strategic Management and Organisational Dynamics. Harlow: Financial Times/Prentice Hall.
Recommended Journal Articles
- Carroll, A & Shabana, K (2010) The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice, International Journal of Management Reviews, 12(1), 85-105
- Porter, M.E. & Kramer, M.R. (2011) Creating shared value: How to reinvent capitalism and unleash a wave of innovation and growth. Harvard Business Review 89(1–2), 62–77.
- Porter, M. (1996) What is Strategy? Harvard Business Review. Nov-Dec pp. 61–78.
- Rugman, A. & Verbeke, A. (2004) A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies 35(1), 3–18
- Cohen, B. & Munoz, P. (2017) Entering conscious consumer markets: Toward a new generation of sustainability strategies. California Management Review 59(4), 23–48.
- Fassin, Y. (2008) The stakeholder model refined. Journal of Business Ethics 84(1), 113–135.
- Ghemawat, P. (2001) Distance still matters: The hard reality of global expansion. Harvard Business Review 79(8), 137–47.
- Goold, M. & Alexander, M. (1998) Corporate strategy and parenting theory. Long Range Planning 31(2), 308–314.
- Porter, M.E. (1990) The competitive advantage of nations. Harvard Business Review 68(2), 73–93.
- Porter, M.E. & Kramer, M.R. (2006) Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review 84(12), 78–92.
Journals/newspapers:
- Strategic Management Journal
- Academy of Management Journal
- Journal of International Business Studies
- Journal of World Business
- British Journal of Management;
- California Management Review;
- European Management Journal;
- Harvard Business Review;
- Journal of Business Strategy;
- Journal of Management Studies;
- Long Range Planning;
- MIT Sloan Management Review;
Websites:
- www.sps.org.uk Strategic Planning Society
- www.ft.com Financial Times
- www.managers.org.uk Chartered Management Institute
Entry requirements
To enroll The Doctoral Award, the learner must possess:
- Graduated with a Master’s degree from an accredited university or achieved a Level 7 Diploma according to the European Qualifications
- For a degree from non-global accredited universities; The learner should have followed Accreditation of Prior Experiential Learning for Qualifications (APELQ) policy of MI Swiss and/or University Partners.
- Learners must be over 24 years old.
English requirements
If a learner is not from a predominantly English-speaking country, proof of English language proficiency must be provided.
- Common European Framework of Reference (CEFR) level B2 or equivalent
- Or A minimum TOEFL score of 101 or IELTS 5.5; Reading and Writing must be at 5.5 or equivalent
The UKeU reserves the highest decision-making authority regarding admissions and may accept or reject applicants following a thorough review of each applicant’s profile, ensuring that only those capable of benefiting from the course are admitted. Qualifications from diploma mills or fake universities/institutions will not be accepted by UKeU and/or Partner University.
After graduating with Doctoral Award, learners receive all certified documents from the UKeU.
Certified Documents:
- e-Certificate from the UK eUni Worldwide (UKeU).
- Hard copy certificate from the UK eUni Worldwide (UKeU) – Optional.
- Accreditation of Prior Experiential Learning for Qualifications (APEL.Q) certified fromUKeU for credit and tuition fee transfer.
Because the course is accredited and recognized, learners can easily use their qualifications in the workplace and enjoy many opportunities for career advancement. In addition, if you wish to pursue a degree from UKeU and/or a Partner University, all credits and 50% paid tuition fees can be transferred.
The UKeU’ Doctoral Award means:
UKeU Doctoral Award is the award at the doctoral level and is equivalent to:
- Level 8 certificate of Regulated Qualifications Framework (RQF) of UK
- Level 11 certificate of Scottish Credit and Qualifications Framework (SCQF)
- Level 8 certificate of Credit and Qualifications Framework (CQFW)
- Level 8 certificate of European Qualifications Framework (EQF)
- Level 10 certificates of the Australian Qualifications Framework (AQF)
- Level 8 certificate of ASEAN Qualifications Reference Framework (AQRF)
- Level 10 certificate of the African Continental Qualifications Framework (ACQF)
Learners can transfer all credits and 50% of their tuition fees when enrolling in UKeU and/or Partner University academic programs if they wish to pursue an academic degree.
Credits transfer:
Learners can accumulate 20 credits from the Doctoral Award course when participating in the Doctor of Business Administration (DBA) or PhD. Please see the credit transfer policy HERE
Tuition fee transfer:
When enrolling in the DBA/PhD program, graduates from the Doctoral Award will receive a fee reduction equal to 50% of the tuition fees paid for the Doctoral Award. Please refer to the tuition fee transfer policy HERE
The UKeU Micro Degree course allows learners to transfer credits and 50% of their tuition fees toward full degree programs offered by UKeU and/or Partner University. UKeU reserves the right to limit admissions once enrollment exceeds the set quotas.
Apply Policy:
- To participate in the UKeU Micro Degree course, learners need to meet the entry criteria corresponding to each level. Please see the “Entry” tab for more details.
- UKeU will not accept applicants whose entry qualifications are from fake universities or institutions that are not accredited.
- For Doctoral Award programs, if an entry master is unavailable, students must demonstrate a minimum of 5 years of work experience in the relevant field. Please note that a master’s degree is required for the Doctoral program at UKeU and University Partners so that you could study Doctoral Award but could not move to the Doctoral program of UKeU and University Partners.
- English is not a mandatory entry requirement for Micro Degree course, but candidates need to ensure that English is used in reading documents, listening to lectures, and doing assignments. Applicants should note that English is a mandatory requirement when switching to an academic program at UKeU and Partner University.
Apply Process:
- Step 1: To request a consultation for a course that best suits your needs, please email support@ukeu.uk. Our admissions department will contact you to guide you through the required documentation and the next steps in the application process.
- Step 2: Once your application documents are approved and the application fee is paid, UKeU will issue a Letter of Acceptance (LOA). You will then follow the provided instructions, including payment of the tuition fee.
- Step 3: After the tuition fee is paid, UKeU will issue a confirmation letter, provide your login details for the e-learning system, and send you all relevant documents.
- At this point, you have officially become a UKeU student. Welcome, and enjoy your learning journey!
The UKeU Micro Degree course is fully online, allowing you to study anytime and anywhere. You also have the option to attend live classes with UKeU. Final exams will be uploaded to the system and assessed by the UKeU academic board. Learners are required to submit assignments on time; failure to do so will require payment of a resit fee (with up to two attempts allowed). Continued non-compliance on a third occasion will result in being considered as having discontinued the course, and tuition fees will not be refunded.
Pricing Plans
Take advantage of one of our non-profit professional certified courses with favorable terms for your personal growing carreers.
- Live Class (Option)
- Full online videos
- e-Books
- Self study contents
- Online tutor videos
- Assignment guide
- e-Certificate
- Hard copy certificate from UKeU and/or Partner Universities
- APEL.Q certified from UKeU for credit and tuition fee transfer
- Deliver hard copy certificate and all certified documents to your home
- Transfer full credits & 50% paid tuition fees of this award to equivalent academic programs
- Opportunity to get scholarships when becoming Partner Universities' international students
(*) In the event that you receive a scholarship or discount, the fee you should transfer is the amount you actually paid.
UKeU MICRO DEGREE
Contact us
If you interested this course, please feel free to contact with us! Please note that this course is not for profit and learning with full online model.