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2018/2019  KAN-CINTO1019U  Strategy Making in Global Environments

English Title
Strategy Making in Global Environments

Course information
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 BSc/MSc in Business Administration and Information Systems, MSc
Course coordinator
  • Philipp Hukal - Department of Digitalisation
Main academic disciplines
  • Information technology
  • Strategy
Teaching methods
  • Face-to-face teaching
Last updated on 28-06-2018

Relevant links
Learning objectives
  • An understanding of the main theoretical traditions in strategic management research
  • An understanding of how MNEs grow in the global environment using information and IT as strategic resources
  • An understanding of the key strategic challenges for IT management in global environments
  • An ability to analytically reflect on strategic issues and their interaction with information technology
  • An ability to apply theories of strategic transformations (including diversifications, mergers and acquisitions) for analysis of real cases
  • An understanding of how corporations use information technology to support existing and enable emerging business models.
Prerequisites for registering for the exam (activities during the teaching period)
Number of compulsory activities which must be approved: 5
Compulsory home assignments
In preparation of session 2 through 10, students are expected to conduct a case analysis and upload their case solution. For the HBR type cases, this requires the students to read the case and perhaps discuss it with fellow students before answering the questions. For the living cases, students should only use publicly available information on the Internet (company web-page, news-paper articles about the company etc.). The case analysis must be uploaded before class, and students will be called upon to defend or further augment their analysis in the class discussion. To go to the exam, 5 case analyses have to be uploaded.
Examination
Strategy Making in Global Environments:
Exam ECTS 7,5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Case based assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) Internal examiner and external examiner
Exam period Winter and Winter
Aids Closed book: no aids
However, at all written sit-in exams the student has access to the basic IT application package (Microsoft Office (minus Excel), digital pen and paper, 7-zip file manager, Adobe Acrobat, Texlive, VLC player, Windows Media Player), and the student is allowed to bring simple writing and drawing utensils (non-digital). PLEASE NOTE: Students are not allowed to communicate with others during the exam.
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
Description of the exam procedure

Individual 4 hour written closed- books exam based on a case analysis answering a set of questions. An exam Q&A session is arranged, after the instruction is completed, but before the exam.
Course content and structure

The overall objective of this course is to provide students with an understanding of the field of corporate strategy in relation to information technology, as well as the tools and methodologies enabling them to take a key role in developing a global IT strategy. The pedagogical model is intended to familiarize the students with issues in international business strategy as it relates to information management and IT, and to take the students from theory to strategy formulation through the use of case studies on multi-national enterprises (MNE’s). 
    
The pedagogical model takes into account that students have different entry level qualifications, since it is assumed that students come with the skills acquired from the BA(im) and HA(it) programs, and international students taking the course as an elective.

 

No technical skills are required. However, it is expected that students are familiar with basic concepts from the corporate strategy literature. This means that students without any knowledge about strategy will need to study somewhat harder than those who have this background.
Description of the teaching methods
The course sessions will combine lectures, case analyses and guest presentations.

The first session will introduce the theoretical framework guiding the course and highlight key concepts from introductory business and strategy courses to recapture prerequisite knowledge for students.

Sessions 2-10 will each focus on a different IT-strategy challenge facing large companies acting in global environments. Typically, the format for sessions 2 – 10 will consist of a lecture, interactive dialog elements, and an in-class discussion of a case assignment. Some of the cases will be traditional teaching cases (HBR type but provided free of charge to students), while the remaining cases will be living cases, where CIOs or senior management staff of MNEs present their IT and information management challenges and how they deal with them.
Feedback during the teaching period
Students will be provided with exercises where they can test their knowledge on the different topics. Feedback on assignments will be given collectively in class. No individual feedback on case assignments will be organised. Specific questions will be addressed during time set aside during class, and at the office hours. Feedback on the exam will be organized as a collective session were the exam questions are addressed.
Student workload
Preparation for classes 80 hours
Preparation for 9 cases including submission of written solutions to 3 – 5 questions 70 hours
Class attendance 30 hours
Preparation for examination 22 hours
Sitting the 4 hour exam 4 hours
Total 206 hours
Expected literature

 

Author (s)

Title

Publisher / Journal, Vol (Issue)

Pages

Books

 

Grant, Robert M. (2015)

Contemporary Strategy Analysis, 9th Edition. 2015 Part IV

Wiley.  
ISBN: 978-1-119-12084-1

137

 

Journal papers

 

Bourgeois, L. J. and Patel, L.

Note on Post-Merger Integration.

Harvard Business Review Cases. Harvard Business School, UV 1024

8

 

Drnevich , P.L. and Croson, D.C. (2013)

Information Technology and Business-Level Strategy:  Towards an Integrated Theoretical Perspective

MIS Quarterly, 37(2)

26

 

Henningsson & Yetton

Towards a theory of Post-acquisition IT integration.

Distributed through Learn

25

 

Hirschheim, R.and Sabherwal, R. (2001)

Detours in the Path toward Strategic Information Systems Alignment

California Management Review, 44(1)

 

22

 

Makadok, R. (2011)

The four theories of profit and their joint effects

Journal of Management, 37(5)

18

 

Mitra, S. (2005)

Information technology as an enabler of growth in firms: an empirical assessment

Journal of Management Information Systems, 22(2)

 

22

 

Myers, M. B. and M. S. Cheung (2008)

Sharing global supply chain knowledge

MIT Sloan Management Review, 49(4)

7

 

Meyer, K. (2009)

Globalfocusing: Corporate strategies under pressure

Strategic Change, 18(5-6)

13

 

Reynolds, P. and Yetton, P. (2015)

Aligning business and IT strategies in multi-business organizations.

Journal of Information Technology, 30(2)

18

 

Sambamurthy, V.,Bharadwaj, A., Grover, V. (2003)

Shaping Agility Through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms

MIS Quarterly, 27(3)

26

 

Sandberg, J., Mathiassen, L,

Napier, N. (2014)

Digital Options Theory for IT Capability Investment

Journal of the Association for Information Systems, 15(7)

31

 

Tanriverdi, H. (2005)

Information technology relatedness, knowledge management capability, and performance of multibusiness firms.

MIS Quarterly, 29(2)

 

24

 

Tiwana, A. and Konsynski, B. (2010)

Complementarities between organizational IT architecture and governance structure

Information Systems Research, 21(2)

16

 

Toppenberg, G., S. Henningsson and G. Shanks (2015)

How Cisco Systems Used Enterprise Architecture Capability to Sustain Acquisition-Based Growth

MIS Quarterly Executive, 14(4)

10
Last updated on 28-06-2018