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2010/2011  KAN-CM_J68  Global Strategy and Technology

English Title
Global Strategy and Technology

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Elective
Level Full Degree Master
Duration One Quarter
Course Period Spring . Third Quarter
Time Table Please see course schedule at e-Campus
Max. participants 70
Study Board
Study Board for BSc in Economics and Business Administration
Course Coordinator
Nicolai Pogrebnyakov - nip.int@cbs.dkSecretary Marianne Christensen - mc.int@cbs.dk
Main Category of the Course
  • Corporate and Business Strategy
  • Globalization, International Business, markets and studies
  • Management of Information and Knowledge Management
Last updated on 29 maj 2012
Learning Objectives
At the end of this course, students will be able to:
• Demonstrate an understanding of the value added by technology to the international firm.
• Identify specific mechanisms of value creation and be able to take into consideration technology-related issues when formulating company strategy.
• Articulate and persuasively explain and defend a position on a chosen technology strategy of a firm.
• Understand issues involved in launching and offering technology services and products globally.

  • To develop an understanding of how technology adds business value to an international firm. The goal is to identify specific mechanisms of value creation that can be easily deployed, as well as get into the mindset of the manager who maps out company strategy while considering technology issues.
  • To understand issues involved in launching and offering technology services and products globally.
  • To develop an appreciation of technology strategy as an integral and significant part of the overall competitive firm strategy.
  • To instill a comprehensive understanding of the concepts and frameworks discussed in class, the ability to skillfully apply them to a case situation as well as the ability to formulate and persuasively discuss a position on the case situation.
Take-home case analysis.
Exam Period May/June
Prerequisites for Attending the Exam
Course Content

This course focuses on strategic issues firms face in the use of technology and development of technology innovations in global markets. It examines two levels: the business and the customer. The business part focuses on how technology can be used to add value to the business, assist in a globalized innovation process and tap into new and unconventional sources of creativity and expertise. The customer part examines strategy in technology products and services, with the focus on the global appeal of technology and business models in the development and post-launch phases of technology products and services.

The course is targeted at students whose future career may involve a general understanding of strategic technology issues. It would also be valuable for those with an interest or background in the technology industry who want to understand strategic challenges facing companies there. That said, no technology background is required. The course emphasizes business over technology-specific issues.

Teaching Methods
This course is taught in Harvard-style case method, which involves energetic class discussion and interaction. Case discussions are complemented by brief lectures that summarize and provide additional insights on the class topic. The bulk of student knowledge will develop through in-class case discussions. Thus preparation and class participation are essential if you want to do well in the course.

McAfee, A. (2006). “Mastering the three worlds of information technology.” Harvard Business Review.

Nolan, R. and McFarlan, W. (2005). “Information technology and the board of directors.” Harvard Business Review.

Carr, N. (2003). “IT doesn’t matter.” Harvard Business Review.

Santos, J., Doz, Y. and Williamson, P. (2004). “Is your innovation process global?” MIT Sloan Management Review.

Kao, J. (2009) “Tapping the world’s innovation hot spots.” Harvard Business Review.

Zachary, G.P. (2008). “Inside Nairobi, the Next Palo Alto?” TheNew York Times. http://www.nytimes.com/2008/07/20/business/worldbusiness/20ping.html

Myers and Cheung (2008). “Sharing global supply chain knowledge.” MIT Sloan Management Review.

Eisenhardt, K. M. and Sull, D. N. (2001). “Strategy as simple rules.” Harvard Business Review.

Maidique, M. A. and Hayes, R. H. (1985). “The art of high-technology management.” McKinsey Quarterly.

Anderson, C. (2009). “The economics of giving it away.” Wall Street Journal. http://online.wsj.com/article/SB123335678420235003.html

Kaganer, E. (2009). “The freemium model.” http://isblog.iese.us/2009/09/a-few-thoughts-on-the-freemium-model.html

The Economist (2010). “Yammering away at the office.” Special report on social networking, pp. 14—16.

Cosquer, F. J. N. and Ohayon-Dekel, A. (2009). “Mobility and Enterprise 2.0.” International Journal of Interdisciplinary Telecommunications and Networking, 1(4), 1—15.