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2017/2018  KAN-CIMMO1068U  Managing International Operations

English Title
Managing International Operations

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
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Juliana Hsuan - Department of Operations Management (OM)
Main academic disciplines
  • Economics
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 course focuses upon typical problems in large companies and companies with direct, foreign investments. During a series of seminars, the complexity of the management of international affairs will be explored, analyzed and discussed. The course does not concentrate on a single issue, but discusses various themes and problems. Strategic as well as operational managerial activities will be analyzed.
  • Have a clear and overall understanding of Operations Management as a field of expertise as well as the different parts it consists of
  • Show knowledge of the theories, tools, concepts, and methodologies of Operations Management and their applications
  • Understand and analyse concrete issues of Operations Management in firms and suggest solutions to these issues
  • To define the scope and limitations of Operations Management in relation to related fields such as strategy, marketing, management accounting, project management
  • Critically apply and combine the theories, tools, concepts, and methodologies to solve concrete problems faced by companies
Managing International Operations:
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 Oral group exam based on written group product
Number of people in the group 2-4
Size of written product Max. 20 pages
Assignment type Project
Written product to be submitted on specified date and time.
10 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-step scale
Examiner(s) Internal examiner and external examiner
Exam period Spring
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

The individual oral exam will cover both the mini-project itself and the theory applied. Students will be evaluated on the basis of the oral examination and the mini-project.

* if a student is absent from the oral exam due to documented illness but has handed in the written group product she/he does not have to submit a new product for the re-take.  However the group product must be uploaded once again on Digital Exam.

* if a whole group fails the oral exam they must hand in a revised product for the re-take.

* if one student in the group fails the oral exam, the course coordinator can choose whether the student can have the oral exam on the basis of the same product or whether he/she has to hand in a revised product for the re- take.


Course content and structure

In this course, "Management of Operations" is primarily seen as a question of management control as managerial technologies are mobilized to enable co-ordination across time and space in international firms. Thus, Managing International Operations is oriented towards examining the configurations of interrelations between strategy and organization, and the managerial technologies that make them work in a routinely manner.

The scope of operations management spans the entire set of internal and external processes in order to deliver customized solutions to their customers and consumers (b2b and/or b2c). Complexity increases when operations management is performed on a global level. The decision framework consists of certain global environmental variables such as product/process design, technology transfer, facility location, sourcing and infrastructure.

Some of the central issues of the course are:

-          The concepts global operations management
-          Structuring global operations process networks
-          Supply and demand chains
-          Design of inter-organizational relationships and business processes
-          Operations management information systems
-          Operations philosophies (JIT, TQM, BPR)
-          Product, process and service design
-          Capacity and inventory management
-          Logistics  and production strategies
-          Project management
-          Quality management approaches
-          Performance measurement of operations management

Teaching methods
The teaching mainly takes place in large classes. The lectures can be described as academic dialogues on central issues confronting managers in global practices. The purpose of the dialogue is to confront recent, pioneering theories with practical experiences. The course includes lectures, case discussions, workshops, and guest speakers from industries and academia.
Feedback during the teaching period
Ongoing project feedback is given in class through discussions and workshops.
Student workload
Preparation 170 hours
Classes 33 hours
Expected literature

Indicative literature.

Paton, S., Clegg, B., Hsuan, J. and Pilkington, A. (2011) Operations Management. 1st Edition, McGraw-Hill.
Additional literature - all accessible via CBS library


Avlonitis, V., Frandsen, T., Hsuan, J. and Karlsson, C. (2014) Driving Competitiveness Through Servitization: A Guide for Practitioners. Booklet published by The CBS Competitiveness Platform.


Blackburn, J., Guide Jr., V.D.R., Souza, G.C. and Van Wassenhove, L.N. (2004) “Reverse supply chains for commercial returns,” California Management Review, 46(2), 6-22.


da Silveira, G., Borenstein, D. and Fogliatto, F.S. (2001) “Mass customization: Literature review and research directions,” International Journal of Production Economics, 72(1), 1-13.


Halldorsson A., Kotzab, H., Mikkola, J.H. and Skjøtt-Larsen, T. (2007) “Complementary theories to Supply Chain Management,” Supply Chain Management: An International Journal, 12(4), 284-296.


Mikkola, J.H. (2003) “Modularity, component outsourcing, and inter-firm learning,” R&D Management, 33(4), 439-454.


Mikkola, J.H. and Skjøtt-Larsen, T. (2006) “Platform management: Implication for new product development and supply chain management,” European Business Review, 18(3), 214-230.


Prockl, G., Pflaum, A. and Kotzab, H. (2012) “3PL factories or lernstatts? Value-creation-models for 3PL service providers,” International Journal of Physical Distribution & Logistics Management,42(6), 544-561.


Tran, Y., Hsuan, J. and Mahnke, V. (2011) “How do innovation intermediaries add value? Insight from new product development in fashion markets," R&D Management, 41(1), 80-91.


Voss, C.A. and Hsuan, J. (2009) “Service architecture and modularity,” Decision Sciences, 40(3), 541-569.

Last updated on 30-05-2017