• Be informed about current topics in management and how they fit within general management theory
• Be able to analyze complex issues drawing from models learned across courses
• Understand managerial choices when facing new burning issues
• Assess whether and how to manage new challenges given one's own organizational conditions

The course will be taught in a 2+2 hour format, with 2 hours of theory and a 2 hour case analysis, discussion or exercise.

This course builds on models you learned in strategic management and organizational behavior courses, but also operations management and finance insights are relevant when analyzing the topics discussed in the course.

Managers face issues that were not imagineable a few decades ago from cyberthreats to  social media reputation. While courses in business schools teach  systematic ways to analyze the world, new issues such as cyber security, organizational stigma and failure learning are oftentimes only cursorily touched upon. In this course, students will learn more about a set of hot issues and how to analyze their impact on their own organization and design response strategies to them as well. We address a number of topics and guide students on how they can understand them better. By emphasizing how to seek information and think around action options, students should develop a method they can use to also address future such challenges.

Topics:

Cyber security

Stigma & reputation

Emotional intelligence and motivation

(Post M&A) organizational culture

Learning from organiztional failure(s)

Platform competition

Crypto currencies

Forecasting the future

• Pollock, T. G., Lashley, K., Rindova, V. P., & Han, J. H. (2019). Which of these things are not like the others? Comparing the rational, emotional, and moral aspects of reputation, status, celebrity, and stigma. Academy of Management Annals, 13(2), 444-478.
• Schuetz, M., & Woo, C.H.L., (2016). Dieselgate - Heavy Fumes Exhausting the Volkswagen Group.
• Sheldon, O. J., Dunning, D., & Ames, D. R. (2014). Emotionally unskilled, unaware, and uninterested in learning more: Reactions to feedback about deficits in emotional intelligence. Journal of Applied Psychology, 99(1), 125–137.  https:/​/​doi.org/​10.1037/​a0034138
• Schifrin, D., & Weiss, L. (2019). Mindfulness in the Workplace.
• Guiso, L., Sapienza, P., & Zingales, L. (2015). The value of corporate culture. Journal of Financial Economics, 117(1), 60-76.
• Askin, N., & Petriglieri, G. (2016). Tony Hsieh at Zappos: Structure, Culture and Radical Change.
• Murphy, S. P. (2018). A holistic approach to cybersecurity starts at the top. Frontiers of health services management, 35(1), 30-36.
• Esteves, J., Ramalho, E., & De Haro, G. (2017). To improve cybersecurity, think like a hacker. MIT Sloan Management Review, 58(3), 71.
• Dahlin, K. B., Chuang, Y.-T., & Roulet, T. J. (2018). Opportunity, motivation, and ability to learn from failures and errors: Review, synthesis, and ways to move forward. The Academy of Management Annals, 12(1), 252–277.  https:/​/​doi.org/​10.5465/​annals.2016.0049
• Boudreau, K. (2010). Open platform strategies and innovation: Granting access vs. devolving control. Management Science, 56(10), 1849-1872.
• Yoffie, DB., Gawer, A, & MA Cusumano (2019). A study of more than 250 platforms reveal why most fail. Harvard Business Review,
• Allayannis, Y. & A. Fernstrom. (2017) Bitcoin: Investment or Illusion? Harvard Business Case.
• Ho T-H, Chen K-Y. New Product Blockbusters: The Magic and Science of Prediction Markets. California Management Review. 2007;50(1):144-158. doi:10.2307/41166420