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2019/2020  KAN-CCMVI2098U  Strategic Management with Perspectives on China

English Title
Strategic Management with Perspectives on China

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration Summer
Start time of the course Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 60
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Course instructor: Raymond Ro, Ph.D., J.D., Clinical Assistant Professor of Business, Assistand Dean of Business, New York University - Shanghai.
    Sven Bislev - Department of Management, Society and Communication (MSC)
For academic questions related to the course, please contact instructor Raymond Ro at raymond.ro@nyu.edu
Other academic questions: contact academic director Sven Bislev at sb.msc@cbs.dk
Main academic disciplines
  • Management
  • Strategy
Teaching methods
  • Face-to-face teaching
Last updated on 27/11/2019

Relevant links

Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • Demonstrate an understanding of what strategy is and how it is formulated in a business context.
  • Demonstrate mastery of the business context by performing a situation analysis and knowledge of the market research process.
  • Demonstrate an appreciation for various strategic decision making models and steps in an effective decision making process.
  • Demonstrate an understanding of the role of business ethics and corporate culture and design in formulating strategy.
  • Demonstrate knowledge of the Chinese market and characteristics of Chinese consumers in devising effective business strategy to compete in China.
Course prerequisites
Completed Bachelor degree or equivalent
Strategic Management with Perspectives on China:
Exam ECTS 7.5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Written assignment
Duration 4 hours
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Summer, Ordinary exam: 4 hour written exam in the period of 27–31 July 2020
Retake exam: 4 hour written exams in the period of 28 September–2 October 2020
3rd attempt (2nd retake) exam: 72-hour home assignment- 23-26 November 2020 – for all ISUP courses simultaneously

Exam schedules available on https:/​/​www.cbs.dk/​uddannelse/​international-summer-university-programme-isup/​courses-and-exams
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.
Retake exam: 4 hour written sit-in exam, new exam question
Exam form for 3rd attempt (2nd retake): 72-hour home project assignment, max. 10 pages.
Course content, structure and pedagogical approach

The goal of this course is to develop students’ ability to evaluate the strategy process and understand how executives make strategic decisions that ensures effective business performance. Students will be exposed to important managerial theories and models with the aim of developing sound business strategies to successfully compete in the marketplace. Numerous cases will be analyzed throughout the course to help contextualize the materials, and thereby help bridge theory and practice. Notably, students will also gain knowledge and insights into the Chinese marketplace and learn about current trends amongst Chinese consumers, all of which is important for anyone desiring to do business in and with China.


Preliminary assignment:
Class 1: Strategy
Class 2: Evaluating the External Environment
Class 3: Executing Strategy Through Organizational Culture and Design
Class 4: Importance of Research when Devising Strategy
Class 5: Understanding the Chinese Market and its Consumers
Class 6: Strategic Decision Making
Feedback activity: Analyzing an organization.
Class 7: Leadership
Class 8: Developing Strategy for China
Class 9: Importance of Networks (or "Guanxi" in China)
Class 10: Ethics in Strategic Management
Class 11: Managing Performance
Description of the teaching methods
All teaching takes place on campus (notice that face-to-face teaching may include the use of online materials and tools.
Feedback during the teaching period
In teams of 3-4 students, analyze an organization based on its strategy, culture, structure, and decision-making. The goal is to apply course concepts, frameworks, and models to understand the organization in depth. Lastly, provide concrete recommendations for how the organization should proceed in light of the research and analysis on the organization. (5-8 pages)
Student workload
Preliminary assignment 20 hours
Classroom attendance 33 hours
Preparation 126 hours
Feedback activity 7 hours
Examination 20 hours
Further Information
Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.
Course timetable is available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams
We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams end March 2020.
Expected literature

Mandatory readings:


1. Strategy
• Case: Netflix (HBS)
• What is Strategy (HBS)
• The Five Forces that Shape Competitive Strategy (HBS)
• What is Strategic Management (UVA)
2. Evaluating the External Environment
• Case: Uber: Managing a Ride in China (Ivey)
• Situation Analysis (HBS)
• China Business Report 2019 (Amer. Chamb. of Commerce)
• Xerox (note)
3. Executing strategy through organizational culture and design
• Case: Duane Morris (HBS)
• Leading by Leveraging Culture (HBS)
• Case: Appex Corporation (HBS)
• Evolution and Revolution as Organizations Grow (HBS)
4. Importance of Research when devising Strategy
• Case: Gap: Predicting Consumer Tastes with Big Data (HBS)
• Extreme Consumers (HBS)
• Big Data and a Framework for Corporate Strategy (IU)
• Oracle (note)
5. Understanding the Chinese Market and its Consumers
• China: the New Normal (HBS)
• Case: WeChat (LBS)
• Consumer Decision Journey (McKinsey)
• China Luxury Report 2019 (McKinsey)
• What Singles Day can Tell Us (McKinsey)
6. Strategic Decision Making
• Case: All Star Sports Catalogue (HBS)
• Delusions of Success (HBS)
• Strategic Decisions (McKinsey)
• The Hidden Traps of Decision Making (HBS)
7. Leadership
• Case: NYPD New (HBS)
• What Leaders Really Do (HBS)
• Leading Change (HBS)
• Chinese Philosophies and Leadership (Leadership Quart.)
8. Developing Strategy for China
• Case: Starbucks in China (HKU)
• Case: Ikea in China (Ivey)
• The Chinese Negotiation (HBS)
• China’s Furious Five Smartphones (INSEAD)
9. Importance of networks (or “guanxi” in China)
• How to Build Your Network (HBS)
• How Top Talent Uses Networks (J. of Org. Dynamics)
• Guanxi Practice in China (J. of Contemporary China)
• Chinese Business Etiquette (Oxford)
10. Ethics in strategic management
• Case: Becton Dickinson (HBS)
• Case: Designing a Compliance Program at AB InBev (HBS)
• Case: Crown Worldwide: Integrating CSR in Business (HKU)
• The Most Important Leadership Competencies (HBS)
• Moral Theory, Frameworks, and the Language of Ethics and Business (UVA)
11. Managing performance
• Case: Rob Parson at Morgan Stanley (HBS)
• Case: Strategic Management at Zhujiang Steel (HKU)
• Why it’s So Hard to be Fair (HBS)
• Performance Appraisal (HBS)
• Balanced Scorecard (HBS)

Last updated on 27/11/2019