2017/2018 KAN-CIBSO1012U Leadership and governance at MNEs
English Title | |
Leadership and governance at MNEs |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Mandatory |
Level | Full Degree Master |
Duration | One Semester |
Start time of the course | Autumn |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Study board |
Study Board for MSc in Economics and Business
Administration
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Course coordinator | |
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Main academic disciplines | |
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Last updated on 30-05-2017 |
Relevant links |
Learning objectives | ||||||||||||||||||||||
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors: The aim of this course is to provide a knowledge base in
order to analyze leadership, corporate governance and corporate
social responsibility challenges in the context of multinational
enterprises. Using the framework this course provides will enable
course participants to discuss the links between characteristics of
the top executives, corporate governance and social responsibility
arrangements as well as managerial choices and corporate
performance of MNEs. Moreover, the course will equip students with
the competencies to undertake a review of an individual company
including an assessment of how leadership and corporate governance
and social responsibility arrangements influence company
performance.
More specifically students will upon completion (within the practical limitations of a single course) be able to:
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Course prerequisites | ||||||||||||||||||||||
The course builds on and extends a basic undergraduate understanding of management, strategy, accounting, law and finance. | ||||||||||||||||||||||
Examination | ||||||||||||||||||||||
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Course content and structure | ||||||||||||||||||||||
The decision-making of top executives at multinational enterprises is the focus of this course. Decisions at this level are associated with high complexity, uncertainty, and information asymmetry. Moreover, agency problems may plague the choices of MNEs' top executives. This course provides concepts from economic research, psychology, neurobiology and neuroscience to measure and predict the behavior and the leadership style of top executives in the international business context. For example, we will consider concepts related to risk aversion, overconfidence, and hubris, learn how to measure them and what behavioral consequences to expect when individual score high or low on these traits. Further, we will analyze the institutional environment that helps to make top executives internalize the interests of shareholders and stakeholders when taking important decisions. Specifically, we will consider corporate governance issue that are relevant for the international environment such as cross-border ownership, cross-listing, top executive compensation and the international market for CEOs. The main objective of this course is to equip stduents with a knowledge base such that they are able to participate in general decision-making concerning leadership and governance activities in a multinational corporation.
The format of the course is based on two elements:
Current academic literature: We will not use a textbook but a collection of academic papers that deal with specific issues of leadership and corporate governance, many of which have just been published in the recent years.
Student participation:You will actively participate in the class. In groups, you might be asked to present a paper, the solution to a case study and, if feasible, discuss a current example from the business press for which the paper is relevant.
Since this is a topic course, there does not exist one single course book covering the material in the course. Most of the required material is free to download when you are logged into the CBS network.. Some material may be uploaded in LEARN. |
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Teaching methods | ||||||||||||||||||||||
Dialogue-based lectures and case discussions. | ||||||||||||||||||||||
Feedback during the teaching period | ||||||||||||||||||||||
Feedback will be given in different forms:
1) Individual feedback during office hours. 2) Individual/group-level feedback during supervision meetings. 3) Peer-level feedback during presentations. |
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Student workload | ||||||||||||||||||||||
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Expected literature | ||||||||||||||||||||||
Bebchuk. L.A., A. Cohen, and A. Ferrell (2008): What Matters in
Corporate Governance?, Review of Economic Studies, 22, 783-827.
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