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| 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
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| 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 |
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| Teaching
methods |
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Last updated on
27/11/2019
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| 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.
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| Course prerequisites |
| Completed Bachelor degree or equivalent |
| Examination |
|
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.
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| 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
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| 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 |
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| Further Information |
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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.
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| Expected literature |
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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)
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