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2012/2013  KAN-CM_J42  Strategy Making and Value Creation by the Use of Intangibles

English Title
Strategy Making and Value Creation by the Use of Intangibles

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Course period Autumn, First Quarter
Changes in course schedule may occur
Monday 12.35-14.15, week 35
Monday 12.35-16.05, week 37-43
Time Table Please see course schedule at e-Campus
Max. participants 70
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Jan Annerstedt - Department of Operations Management
Administration: Malindi Wilks - maw.om@cbs.dk
Main Category of the Course
  • Innovation and entrepreneurship
  • Management
  • Management of Information and Knowledge Management
  • Marketing
  • Corporate and Business Strategy
Last updated on 27-06-2012
Learning objectives
As future managers and leaders of organizations, the course participants will be equipped with relevant analytical and professional skills, intensified by up-to-date practical insights for managing intangibles in local and global contexts. Case studies have been selected to gain fresh insights into best practices and allow each student to make an independent judgment of the most essential intangibles put to use.

Participants in this course will not only get novel insights by unique case material, drawn from on-going research activities. They will also be exposed to the current global intellectual discourse on the management of intangibles to which researchers at the CBS contribute. Each student will be assisted in building expertise through the identification, development and use of intangible resources and capabilities to create value.
At the end of the course the student should be able independently to present, apply and discuss a limited number of:
o Key concepts and analytical approaches for strategy making and value creation by the application of intangibles such as by leadership, skills and competencies, business systems, and organizational intelligence.
o New ways to measure and make effective use of an organization’s intangible capabilities, including its intellectual capital and highly specialized client relationships.
o New methods and means when taking advantage of intangible assets to energize capabilities for innovation, organizational effectiveness and entrepreneurial business development.

Course participants, starting to prepare for a Master thesis project, will be assisted by the teachers in the course.
Bachelor degree or equivalent academic qualifications.
Oral exam based on synopsis
Strategy Making and Value Creation by the Use of Intangibles:
Type of test Oral with Written Assignment
Marking scale 7-step scale
Second examiner Second internal examiner
Exam period Autumn Term
Aids Please, see the detailed regulations below
Duration 20 Minutes

Individual oral exam, using a synopsis as the starting point. The synopsis, written in English and delivered at least two weeks before the examination, is to be produced by one student (3-5 pages) or by group work with 2-4 students (maximum 8 pages).
Course content

This course is about business firms and other organizations that master their "hidden resources and capabilities" (intangible assets) when shaping strategy, managing innovation and incremental change, and creating value.

  1. Course participants are offered a variety of analytical approaches to identify, measure and assess intangibles in organizations and in networks of organizations.
  2. We will discuss how to put intangibles into effective use, thereby also promoting more "knowledge-intensive" or intelligent" organizations to succeed in highly competitive and swiftly changing environments.
  3. Focus is put on effective modes of managing intangibles in large corporations and public institutions as well as in small and medium-sized business enterprises, including start-up firms.
  4. The course is analytical as well as practical in orientation by exploring original case material from comparative research on firms operating globally and in six countries in Europe (Denmark, Italy, Spain) and Asia (China, India, Vietnam).

The course is based on individual readings and combines lectures with group work and plenary discussions, plus case presentations. Such mini-workshops linked to the lectures/plenary sessions are essential parts of the course. Here, the case presentations are discussed and the students will be able to introduce project ideas and draft papers that could be edited into synopsis to be used during the final examination.

Teaching methods
The eight sessions of the course are structured according to an international textbook, currently being produced by the course organizers with support from more than 30 specialists on strategy and management in Asia and Europe.

Apart from the lectures, Q&A sessions, mini-workshops, and study visits, the course combines several types of learning methods and builds on continuous interaction during the course period of eight weeks with other CBS teachers, experts and resource persons:

o Reviews of analytical perspectives on the management and measuring of intangibles and on ‘knowledge-intensive’ or ‘intelligent’ organizations.
o Extensive readings (of required and optional literature).
o Brief group presentations and assessments of various methods, tools or instruments for strategy making and value creation in practice.

Course participants will benefit from a quality assurance methodology. An elected group of course participants will support the course coordinator and lecturers in securing a high level of quality and relevance of the contents of the course. The group should influence positively the week-by-week planning of the course.
Expected literature

Examples of course readings:

Rumelt, Richard (2011). Good Strategy/Bad Strategy. New York: Crown Business, Chapter 12 (“Using advantage”), pp. 160-177.
Hagel, John & J. S. Brown (2008). From Transactional Markets to Relational Networks. Stanford, Stanford University: Freeman Spogli Institute for International Studies (selected pages).
Kaplan, Robert S. & D. P. Norton (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston, Harvard Business School Press, pp. 29-56.
Mouritsen, Jan & H. T. Larsen (2005). "The 2nd wave of knowledge management: The management control of knowledge resources through intellectual capital formation." Management Accounting Research 16, pp. 371-394.
Kahneman, Daniel (2011). Thinking, Fast and Slow, New York: Farrar, Straus & Giroux, Chapter 19 (“The illusion of understanding”), pp. 199-208.
Kaplan, Robert S. (2010). Conceptual Foundations of the Balanced Scorecard. Cambridge, Harvard Business School Working Paper 10-074, pp. 1-36.
Raustiala, Kal & Christopher Jon Sprigman (2006). ”The Piracy Paradox: Innovation and intellectual property in fashion design”. Virginia Law Review, Vol. 92, selected pages. (UCLA School of Law Research Paper No. 06-04.) 

Last updated on 27-06-2012