|
|
| Language |
English |
| Course ECTS |
7.5 ECTS |
| Type |
Elective |
| Level |
Full Degree Master |
| Duration |
One Quarter |
| Course period |
Autumn |
| Timetable |
Course schedule will be posted at
calendar.cbs.dk |
| Study board |
Study Board for MSc in Economics and Business
Administration
|
| Course
coordinator |
- Marie Louise Mors - Department of Strategic Management and
Globalization (SMG)
|
Associate Professor
Mia Reinholt will teach one module of course
PhD student Olga Zarzecka will run sessions on the social network
software
Administrativ kontakt: Peter Dan Eriksen, mail
pde.smg@cbs.dk |
| Main academic
disciplines |
- Management
- Organization
- Corporate and Business Strategy
- Methodology
|
|
Last updated on
10-06-2014
|
| Learning objectives |
By the end of the course, the students should be
able to clearly articulate:
- What social networks are and define some of the main social
network concepts
- Discuss how social networks affect organizational performance
and outcomes
- Analyze and discuss how individual managers can utllize and be
constrained by their social networks
|
| Prerequisites for registering for the
exam |
|
Number of mandatory
activities: 1
Compulsory assignments
(assessed approved/not approved)
Det er en forudsætning for at deltage i den mundtlige prøve, at
det skriftlige produkt er afleveret inden afholdelse af prøven;
inden for fastsat frist.
|
| Examination |
|
Competing on
Social Networks:
|
| Exam
ECTS |
7,5 |
| Examination form |
Oral exam based on written product
In order to participate in the oral exam, the written product
must be handed in before the oral exam; by the set deadline. The
grade is based on an overall assessment of the written product and
the individual oral performance. |
| Individual or group exam |
Individual |
| Size of written product |
Max. 5 pages |
| Assignment type |
Synopsis |
| Duration |
Written product to be submitted on specified date and
time.
20 min. per student, including examiners' discussion of grade,
and informing plus explaining the grade |
| Preparation time |
No preparation |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and second internal
examiner |
| Exam period |
October and October |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
|
Description of the exam
procedure
During the exam the examinator and
internal censor will look for demonstration of and understanding of
the course materials.
|
|
| Course content and structure |
Social networks are becoming
increasingly salient in our modern society. But what exactly are
social network and how do they constrain organizational performance
and how might they be most effectively be utilized to compete
successfully? The wealth of information about this phenomena also
means that it is difficult to decipher what social networks are
useful and how they can be utilized most effectively. Particularly
for firms or individual managers operating in competitive
environments. This course aims at clarifying this phenomena by
giving the students an introduction to the basic concepts and
principles of social network theory and analysis. The course will
also focus on the practical application and use of social network
concepts. The course is therefore organized according to four main
themes:
-
Introduction to the basic theory and concepts of social
networks:
The students will be introduced to the
background of social network theory with a focus on the origins in
sociology. In addition, some of the main definitions, theories and
concepts will be explicated and discussed.
-
Introduction to basic network analysis:
In this
part of the course we will discusssome of the basic network
measures and how they may link to different outcomes. We will then
attempt to apply some of these measures to analysis of some simple
network data.
-
Practical application for the individual
:
In this part of the course will look at how individual employees
might think about managing and utilzing their networks. The
students will be invited to analyze their own professional network
and develop a strategy for how they might develop their networks in
the future.
-
Practical application in a firm setting
:
FInally, we will discuss how firms can utilize and manage their
social networks. And address questions such as; what are the
implications of different network structures for managers in
organizations? How do networks affect the ability to get things
done? How does the overall network that organizations are embedded
in affect firm performance?
PLEASE NOTE: Although we will devote one session to social media
strategies and how they relate to social networks this is NOT a
course about social media per se. The course deals with
classical social network theory and some methodology related to
social network theory and how individuals and firms can utilize
their social networks (not electronic networking tools) to
compete.
|
|
| Teaching methods |
| 11 sessions of 3 hours. The teaching methods will
consist of lecturing, case study discussion, in-class individual
and group exercises, and one or two practitioner guest speakers.
Preparation and active participitation in the class discussion is
expected. |
| Further Information |
Changes in course schedule may occur
Class XA: Tuesday 08.00-11.30, week 36-42
Tuesday 08.00-12.35, week 43
Class XB: Thursday 11.40-15.10, week 36-39, 41,42
Thursday
11.40-15.10.0, week 40
Thursday
08.00-12.25, week 43 |
| Expected literature |
Basic reference books: Rob Cross and
Andrew Parker, 2004: “The hidden power of social networks:
Understanding how work really gets done in organizations”
Cambridge, MA: Harvard Business School Publishing.
Wayne Baker, 2000: "Achieving success through social
capital: Tapping the hidden resources in your personal and business
networks." San Francisco, CA: Jossey-Bass Inc.
In addition, the following (preliminary list of) articles,
which can be found electronically via the CBS library:
Ibarra, Herminia & Mark Hunter. 2007. ”How leaders create and
use networks.” Harvard Business Review, Vol 85(1), pages 40-47.
Krackhardt, David & Jeffrey R. Hanson. 1993. ”Informal
networks: The company behind the chart” Harvard Business Review,
Vol 71(4), pages 104-111.
Piskorski, Mikolaj Jan. 2011. ”Social strategies that work.”
Harvard Business Review, Vol 89 (11), pages 116-122.
Casciaro, Tiziana & Miguel Sousa Lobo. 2005. ”Competent jerks,
lovable fools, and the formation of social networks.” Harvard
Business Review, Vol 83(6), pages 92-99. |
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