2020/2021 KAN-CCMVV4053U Managing the Sustainable Development Goals (SDGs) – Harnessing Virtual Team Work in a Digital World (online course)
English Title | |
Managing the Sustainable Development Goals (SDGs) – Harnessing Virtual Team Work in a Digital World (online course) |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Elective |
Level | Full Degree Master |
Duration | One Semester |
Start time of the course | Autumn |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Max. participants | 50 |
Study board |
Study Board for MSc in Economics and Business
Administration
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Course coordinator | |
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Teaching methods | |
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Last updated on 03-06-2020 |
Relevant links |
Learning objectives | ||||||||||||||||||||||||
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Prerequisites for registering for the exam (activities during the teaching period) | ||||||||||||||||||||||||
Number of compulsory
activities which must be approved (see s. 13 of the Programme
Regulations): 2
Compulsory home
assignments
1) Students will have to pass short individual assignments related to the online video material. 2) Moreover, students will have to prepare a short video of a case company in groups of four. |
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Examination | ||||||||||||||||||||||||
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Course content, structure and pedagogical approach | ||||||||||||||||||||||||
Addressing the sustainable develpment goals (SDGs) requires global cooperation. In this course you will work with students from six international elite business schools in Europe and Asia (Singapore Management University, Hitotsubashi University, CBS, ESADE, University of St. Gallen, and WU Vienna). You will hone your ability to collaborate in a virtual learning environment by studying and analyzing a real-world case study. In virtual teams of four students you will select a multinational corporation and study whether, and if yes how, the firm's corporate sustainability strategy affects their competitive advantage.
This course encourages students to rethink international management. It is a blended course, combining online and face-to-face sessions. The six online models provide intriduce students to the main issues and discuss the ey readings. In addition to completing all online modules, students work in virtual cross-national, cross-institutional teams, to develop a best-practice case study on a selected company or organization. Teams receive guidance from assigned supervisors from any of the participating universities.
The course’s development of personal competences: Participants in this course will develop these competencies:
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Description of the teaching methods | ||||||||||||||||||||||||
This is an online course, combining online
session with the CBS faculty and online sessions delivered by
teachers from partner universities (Singapore, Hitsubashi, St.
Gallen, ESADE, WU). Assessment will consist of a set of brief
assignments, a Case Study (teamwork) and virtual in-class
participation activities.
Prerequisites and/or previous knowledge are not necessary to make the most out of the course. This is a online course combining six online (6 online modules) delivered by the partner universities and six online sessions delivered at CBS. The course is jointly organised along with all the universities involved. In this part students will be in touch with faculty and students through discussions and collective assignments. The platform used for the virtual campus will be Coursera (private course mode). The CBS online sessions will be CBS students only. TThere will be 6 in total, distributed between the end of September and early December (dates to be confirmed). |
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Feedback during the teaching period | ||||||||||||||||||||||||
In the addition to the online sessions with Professor Kai Hockerts (CBS) your group will be assigned a supervisor who will support your group throughout the course. | ||||||||||||||||||||||||
Student workload | ||||||||||||||||||||||||
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Further Information | ||||||||||||||||||||||||
Dr. Kai Hockerts is Professor in Social Entrepreneurship at CBS (www.cbs.dk/staff/kho). He is widely published in academic journals and has extensive teaching experiences with multinational class rooms and blended learning. Kai was co-founder and managing director of a social start-up, the Bayreuther Initiative für Wirtschaftsökologie. His business experience includes two years as an environmental strategy consultant at Ecobilan S.A., Paris (F). His primary research focus is on corporate sustainability and social entrepreneurship. Kai holds a Ph.D. in Management from the University of St. Gallen (CH). Before joining CBS he has been Adjunct Professor of Strategy at INSEAD (Fontainebleau |
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Expected literature | ||||||||||||||||||||||||
Chesbrough, Henry. "Business model innovation: opportunities and barriers." Long Range Planning 43.2-3 (2010): 354-363.
Cramer, Aron; Park, Jacob; Olson, Eric; Best, E. (2017). The Future of Sustainable Business. Retrieved from: https://www.bsr.org/en/our-insights/report-view/the-future-of-sustainable-business
Derosa, Darleen M., et al. Trust and leadership in virtual teamwork: A media naturalness perspective. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Socie
Dubé, L., & Robey, D. (2009). Surviving the paradoxes of virtual teamwork. Information systems journal, 19(1), 3-30.
GRI, UN Global Compact, P. (2017). An analysis of the goals and targets.
Hertel, G., Konradt, U., & Voss, K. (2006). Competencies for virtual teamwork: Developmentand validation of a web-based selection tool for members of distributed teams. European Journal of Work and Organizational Psychology, 15(4), 477-504.
Hockerts, Kai. "How hybrid organizations turn antagonistic assets into complementarities." California Management Review 57.3 (2015): 83-106.
Nunamaker, Jay F.; Reinig, Bruce A.; Briggs, Robert O. Principles for effective virtual teamwork. Communications of the ACM, 2009, 52. Jg., Nr. 4, S. 113-117.
Witt, M. A; Stahl, G. K. (2016): Foundations of Responsible Leadership: Asian Versus Western Executive Responsibility Orientations toward Key Stakeholders, Journal of Business Ethics, 136(3). |