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2020/2021  KAN-CCBLO2009U  Institutions and Business Strategy in the Chinese Context

English Title
Institutions and Business Strategy in the Chinese Context

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 BSc and MSc in Business, Language and Culture, MSc
Course coordinator
  • Xin Li - Department of Management, Society and Communication (MSC)
Main academic disciplines
  • Globalisation and international business
  • Sociology
  • Strategy
Teaching methods
  • Face-to-face teaching
Last updated on 15-06-2020

Relevant links
Learning objectives
Upon completion of this course, you should be able to:
  • Explain the institutional theory and the institution-based view of strategy.
  • Analyze China's institutional environment, in terms of the regulatory, normative, and cultural/cognitive aspects of institution.
  • Elaborate the different responses to such an institutional environment of the businesses situated in China.
  • Apply the institutional theory and the institution-based view of strategy to a specific Chinese business strategy-related topic of the student's own choice.
Examination
Institutions and Business Strategy in the Chinese Context:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
Assignment type Essay
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Summer
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content, structure and pedagogical approach

This course has 10 lectures.

 

Lecture 1: Introduction to the institution-based view of strategy

Lecture 2: China’s state capitalism and state-owned enterprises (SOEs)

Lecture 3: China’s health care system: Understanding the doctor-patient tension in China

Lecture 4: China’s go-global policy: Understanding the US-China trade conflict

Lecture 5: Chinese government’s censorship policy (and the Google story)

Lecture 6: Intellectual property rights (IPR) protection in China

Lecture 7: Trust-building: China’s e-commerce and platform competition

Lecture 8: The ubiquity of unrelated diversification in China

Lecture 9: China’s indigenous innovation strategy and its ambition for technological leadership

Lecture 10: Yin-Yang, Zhong-Yong, and Guanxi: How Chinese way of thinking impacts on Chinese business management
Description of the teaching methods
lecture, group work, group presentation
Feedback during the teaching period
The principal way for students to obtain feedback on their readings and work for this course is through active participation in class. Students are therefore expected to attend lectures and classes regularly and to come prepared and be ready to participate actively. Student feedback will occur regularly throughout the course, e.g. via in-class discussions and one-to-one dialogues during breaks. and office hours. In addition, students have the possibility of receiving individual and group feedback during office hours.
Student workload
Lectures 30 hours
Exam 16 hours
Preparation 160 hours
Total 206 hours
Expected literature

The complete literature list will be available on Canvas prior to the commencement of the course. The below list includes a selection of key literature from the course.

 

 

  • Peng, M. W. (2002). Towards an institution-based view of business strategy. Asia Pacific Journal of Management, 19(2-3), 251-267
  • Peng, M. W., Sun, S. L., Pinkham, B., & Chen, H. (2009). The Institution-Based View as a Third Leg for a Strategy Tripod. The Academy of Management Perspectives, 23(3), 63-81
  • Scott, W. R. (2005). Institutional theory: Contributing to a theoretical research program. in Smith, K. G., & Hitt, M. A. (Eds.). Great minds in management: The process of theory development. Oxford: Oxford University Press: 460-484
  • Oliver, C. (1991). Strategic responses to institutional processes. Academy of management review, 16(1), 145-179.
  • Regnér, P., & Edman, J. (2013). MNE institutional advantage: How subunits shape, transpose and evade host country institutions. Journal of International Business Studies, 45(3), 275-302.
Last updated on 15-06-2020