English   Danish

2015/2016  KAN-CCMIV1495U  CEMS Global Management Practices

English Title
CEMS Global Management Practices

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Min. participants 60
Max. participants 60
Study board
Study Board for BSc og MSc in Business, Language and Culture, MSc
Course coordinator
  • Dana Minbaeva - Department of Strategic Management and Globalization (SMG)
Main academic disciplines
  • Strategy
Last updated on 08-07-2016
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: At the end of the course, students should be able to:
  • Identify key concepts, frameworks and theories behind global management practices discussed during the course;
  • Use relevant theories and frameworks to analyze challenges and problems associated with implementation of global management practices;
  • Understand the dynamics and issues pertaining to managing a global workforce;
  • Critically assess and reflect upon methods, theories, and conclusions in own and others’ work.
Course prerequisites
THIS COURSE IS ONLY OPEN TO CEMS MIM STUDENTS
Examination
Global Management Practices:
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
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Spring
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

The examination form is individual oral based on group assignment. The exam will last 20 minutes and will cover all of the readings and cases included in the syllabus. 

Students will be graded on the knowledge of the course syllabus, soundness of their case analyses, ability to relate cases and apply the theoretical frameworks we have derived during class discussion. In discussing cases, because there are no “right” answers, students can do well by taking and defending, as well as challenging, a wide variety of positions.

The best way to prepare for the exam is to attend all of the sessions, to read  all assigned readings before class, and to discuss and analyze the cases both in the study groups and in class. Under no circumstances do we recommend leaving all of the reading until the end of the semester. 
Course content and structure

Globalization has reshaped our world, and it will continue to do so. To cope with the dynamics brought by increased globalizations, organizations need a cadre of globally minded, culturally skilled executives, who have perfected the arts of acting local worldwide and acting global locally. This course provides you with practical and intellectual tools to be an effective and responsible global manager in the dynamic and competitive global environment. Among the core topics of the course are:

  • Global Leadership
  • Global Talent Management
  • Managing International Assignments
  • Global Knowledge Management
  • Management Innovation in Global Firms
  • Managing Global Networks
  • Big Data and Human Capital Analytics in Global Firms
  • Diversity Managemet

     

​DETAILED LECTURE PLAN 

 

Week

Date

Sessions

Topics

Faculty

8

22.02

1

Introduction. Managing Across Borders

Dana Minbaeva

9

29.02

2

Managing International Assignments

Dana Minbaeva

10

7.03

3+4

Workshop on Global Leadership with Bejersdorf (full day/double session)

Corporate speakers

11

14.03

5

Managing Global Talent

Dana Minbaeva

12

21.03

6

Global Knowledge Management

Dana Minbaeva

14

4.04

7

Managing Global Networks

Louise Mors

15

11.04

8

Workshop on Big Data and Analytics with IBM

Corporate speakers

17

25.04

9

Management Innovation in Global Firms

Michael Mol

18

2.05

10

Diversity Management. Conclusion

Dana Minbaeva

 

 
Teaching methods
The course has three elements: lectures, case discussions and corporate presentations. During the lectures the students will be introduced to selected contemporary literature from a wide range of disciplines, including organizational behavior, HRM, international business strategy, psychology, and economics relevant for the core topics of the course. The case discussions will be conducted using the “case method” in the Harvard Business School style, which involves high-energy discussion, debate, and interaction. Students are encouraged to bring their own views into the discussion and to share insights and experiences with fellow students. Corporate speakers are running the workshops and do guest presentations to strengthen even further the applied and practical angle of the course.
During the course, the instructor will ask various study groups to work on specific curriculum-related questions or aspects of the cases for the rest of the class. Remember, the class as a whole will only benefit to the degree that every student demonstrates a willingness to prepare and participate actively.
Expected literature

Session 1. Introduction. Managing (Cultural) Differences

Readings:

Meyer, E. (2015) When Culture Does not Translate”, Harvard Business Review, October (CBS Library)

Cliffe, S. (2015) “Companies do not Go Global, People Do”, Harvard Business Review, October (CBS Library)

Khanna, T. (2014) Contextual Intelligence, Harvard Business Review, September (CBS Library)

Case:

“The acquisition experiences of KazOil” (free; CBS Learn)

Preparation questions:

  • The Canadian company seems to be more successful in ensuring social integration in a post-merger situation. Do you agree? Why or why not?
  • What role does cultural distance play for the effectiveness of social integration mechanisms? Is a globally standardized approach towards integration mechanisms always successful or should companies adapt their approach to the local cultural context?
  • What strategies would you recommend as most effective for retaining talent during the post-merger times? What can middle-managers like Nurlan do?

 

Sesison 2. Managing International Assignments

Readings:

Harzing, A. and Pinnington, A. (2015) International Human Resource Management, SAGE. Chapters 5 and 13.

Cases:

At the end of each chapter

 

Sessions 3 and 4. Workshop (full day/double session) on Global Leadership with Bejersdorf

No pre-readings assigned. There will be readings distributed during the class.

 

Session 5. Global Talent Management

Readings:

Bunker, K., Kram, K. and Ting, S. 2002. The Young and the Clueless. Harvard Business Review, December (CBS Library)

Axelrod, B., Handfield-Jones, H. and Michaels, E. 2002. A New Game for C Players. Harvard Business Review, January (CBS Library)

Evans, P., Pucik, V. and Bjorkman,I. (2010). Global Challenge, McGraw Hill. Chapter 7 (CBS Learn)

Case:

Nohria, N., 2009. From regional star to global leader. Harvard Business Review, January: 33-39 (CBS Library)

Preparation questions:

  • How to shed some biases and win over his Western, tradition-bound colleagues – while still breathing new life into an aging product line?
  • As a general manager of this company, what would you have done differently?

 

Session 6. Global Knowledge Management

Readings:

Björkman, I., Evans, P., Pucik, V., and Minbaeva, D. (2014) Managing Knowledge in Multinational Firms. In Harzing, A.-W. and Pinnington, A. (Eds.) International Human Resource Management. (CBS Learn)

 

Session 7. Managing Global Networks

Readings:

Cross, R., Nohria, N., and Parker, A. 2002. Six myths about informal networks and how to overcome them. Sloan Management Review, Spring (CBS Library)

Mors, L. 2010. Innovation in a Global Consulting Firm: When the Problem is Too Much Diversity. Strategic Management Journal, 31: 841 – 872 (CBS Library)

 

Session 8. Workshop on Big Data with IBM

No pre-readings assigned. Follow up readings will be uploaded after the class.

 

Session 9. Management Innovation in Global Firms

Readings:

Birkinshaw, J., G. Hamel, and M.J. Mol (2008) Management innovation. Academy of Management Review, 33(4), 825-845. (CBS Library)

Mol, M.J., and J. Birkinshaw (2010) Management innovation and the multinational corporation. In: T.M. Devinney, T. Pedersen, & L. Tihanyi (eds.), Advances in International Management: The Past, Present and Future of International Business and Management, Volume 23 (pp. 479-495). New York: Emerald. (CBS Learn)

 

Session 10. Diversity Management. Conclusion

Readings:

Nishii, L. 2013. The benefits of climate for inclusion for gender-diverse groups. Academy of Management Journal, 58(6): 1754-1774. (CBS Library)

Case:

“Diversifying Diversity in Novo Nordisk” (free; CBS Learn)

Preparation questions:

  • Do you think governmental regulation regarding gender representation is at all beneficial? Provide reasons for your point of view.
  • Why should companies such as Novo Nordisk that are already highly involved in diversity measures continue to drive the diversity agenda? What are the benefits and risks?
  • What are the new frontiers of diversity beyond nationality and gender? Are there any borders of diversity?

 

 
Last updated on 08-07-2016