| Learning objectives |
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
- An understanding of the main corporate strategy theories
- An understanding of how MNEs grow in the global environment
using information and IT as strategic resources
- An understanding of the key strategic challenges for
Information Management and IT related to global environments
- An understanding of how important IT is for the ways MNEs chose
to organize
- An ability to analytically reflect on the international
strategy issues related to information and IT management
- An ability to utilize theories of strategic transformations
(including diversifications, mergers and acquisitions) for analysis
of real cases
|
| Prerequisites for registering for the
exam |
|
Number of mandatory
activities: 5
Compulsory assignments
(assessed approved/not approved)
For sessions 2-10, students must do a case analysis and upload
their case solution. There will typically be 2 - 3 questions, to be
addressed in relation to the case, and the students need to prepare
a short analysis (maximum one page) of these questions. For the HBR
type cases, this requires the students to read the case and perhaps
discuss it with fellow students before answering the questions. For
the living cases, students should only use publicly available
information on the Internet (company web-page, newspaper articles
about the company etc.). The case analysis must be uploaded before
class, and students will be called upon to defend or further
augment their analysis in the class discussion. To go to the exam,
5 case analyses have to be uploaded.
|
| Examination |
|
Strategy
Making in Global Environments:
|
| Exam
ECTS |
7,5 |
| Examination form |
Written sit-in exam on CBS'
computers |
| Individual or group exam |
Individual exam |
| Assignment type |
Case based assignment |
| Duration |
4 hours |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and external examiner |
| Exam period |
Winter and Winter |
| Aids |
Closed book: no aids
However, at all
written sit-in exams the student has access to the basic IT
application package (Microsoft Office (minus Excel), digital pen
and paper, 7-zip file manager, Adobe Acrobat, Texlive, VLC player,
Windows Media Player), and the student is allowed to bring simple
writing and drawing utensils (non-digital). PLEASE NOTE: Students
are not allowed to communicate with others during the
exam. |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
If the number of registered candidates for the make-up
examination/re-take examination warrants that it may most
appropriately be held as an oral examination, the programme office
will inform the students that the make-up examination/re-take
examination will be held as an oral examination
instead.
|
Description of the exam
procedure
Individual 4 hour written closed- books exam based on a case
analysis answering a set of questions. An exam Q&A session is
arranged, after the instruction is completed, but before the
exam.
|
|
| Course content and structure |
|
The overall objective of this course is to provide the student
with an understanding of the field of corporate strategy in
relation to information and IT, and the tools and methodologies
enabling them to take a key role in developing a global IT
strategy. The pedagogical model is intended to familiarize the
students with issues in international business strategy as it
relates to information management and IT, and to take the students
from theory to strategy application through the use of case studies
regarding multi-national enterprises (MNE’s).
The pedagogical model takes into account that students have
different entry level qualifications, since it is assumed that
students come with the skills acquired from the BA(im) and HA(it)
programs, and international students taking the course as an
elective.
No technical skills are required. However, it is required that
students have a certain familiarity regarding strategy literature.
This means that students without any knowledge about strategy will
need to study somewhat harder than those who have this
background.
|
| Teaching methods |
The course will consist of ten 3-hour sessions
that combines lectures, case analysis and guest presentations.
The first session will introduce the course and wrap-up the
essential pre-knowledge that attending students are supposed to be
familiar with.
Sessions 2-10 will each focus on a different IT-strategy challenge
facing large companies acting in global environments. The typical
format for sessions 2 – 10 will be a lecture, interactive dialog
elements and an in-class discussion of the case. Some of the cases
will be traditional teaching cases (HBR type but provided free of
charge to students), while the remaining cases will be living
cases, where CIOs of major MNEs present their IT and information
management challenges and how they deal with them.
Before each of the nine sessions, students should do a case
analysis and upload their case solution. Each student must do an
independent analysis of the case and upload the answer before each
class. Students are encouraged to collaborate, but must hand in
individual assignments. |
| Feedback during the teaching period |
| Feedback on case assignments will be given
collectively in class. No individual feedback on case assignments
will be organised. Specific questions will be addressed during time
set aside during class, and at the office hours. Feedback on the
exam will be organized as a collective session were the exam
questions are addressed. |
| Student workload |
| Preparation for classes |
80 hours |
| Preparation for 9 cases including submission of written
solutions to 3 – 5 questions |
70 hours |
| Class attendance |
30 hours |
| Preparation for examination |
22 hours |
| Sitting the 4 hour exam |
4 hours |
| Total |
206 hours |
|
| Expected literature |
|
BOOK
|
|
Grant, Robert M. 'Contemporary Strategy Analysis. Part
IV'. Wiley
|
|
ARTICLES
|
|
Bourgeois, L. J. & Patel, L. 'Note on Post-merger
Integration.'. Harvard Business Review Cases. Harvard Business
School, UV 1024
|
|
Drnevich , P.L.: & Croson, D.C.: 'Information Technology
and Business-Level Strategy: Towards an Integrated
Theoretical Perspective'. MIS Quarterly Vol. 37 No. 2, pp.
483-509/June 2013
|
|
Eaton B, Hallingby H, Nesse P and Hanseth O 'Achieving
Payoffs from an Industry Cloud Ecosystem at BankID",'. M I
S Quarterly Executive, 2014, Vol 13, Issue 4, p.
223-235
|
|
El Sawy, Omar A. 'The IS Core IX: The 3 Faces of IS
Identity: Connection, Immersion, and Fusion,"'.
Communications of the Association for Information Systems: Vol. 12,
Article 39. p588-598.
|
|
Henningsson & Yetton (2017) 'Towards a theory
of Post-acquisition IT integration.'. Distributed through
Learn.
|
|
Hirschheim, R., and Sabherwal, R. '"Detours in the Path
toward Strategic Information Systems Alignment,"'.
California Management Review (44:1), pp 87-109.
|
|
Iansiti, M., and Levien, R. '"Strategy as
ecology,"'. Harvard Business Review (82:3) 2004, pp
68-81
|
|
Kohli, R., and Grover, V. 2008. 'Business Value of It: An
Essay on Expanding Research Directions to Keep up with the
Times'. Journal of the Association for Information Systems
. Volume 9, Issue 1, Article 2, pp. 23-39
|
|
Mitra, S ''Information technology as an enabler of
growth in firms: an empirical assessment'. Journal of
Management Information Systems, 22:2, 279-300.
|
|
Myers, M. B. and M. S. Cheung (2008). 'Sharing global supply
chain knowledge."'. MIT Sloan management review 49(4):
67-73.
|
|
Meyer, K.: 'Globalfocusing: corporate strategies under
pressure,'. Strat. Change 18: 195–207
|
|
Nalebuff, B. J., and Brandenburger, A. M. 'Co-opetition:
Competitive and cooperative business strategies for the digital
economy,"'. Strategy & leadership (25:6) 1997, pp
28-35.
|
|
Reynolds, P., & Yetton, P. 'Aligning business and IT
strategies in multi-business organizations.'. Journal of
Information Technology, 30(2), 101-118
|
|
Svahn, F., Mathiassen, L., Lindgren, R., & Kane, G. C.
'Mastering the Digital Innovation Challenge.'. MIT Sloan
Management Review, 58(3),
|
|
Tanriverdi, H. '"Information technology relatedness,
knowledge management capability, and performance of multibusiness
firms."'. MIS quarterly: 311-334
|
|
Toppenberg, G., S. Henningsson and G. Shanks 'How Cisco
Systems Used Enterprise Architecture Capability to Sustain
Acquisition-Based Growth"'. MIS Quarterly Executive 14(4):
1-10.
|
|
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